Top Women Leaders - 17th Edition - Kumyolz Investments

17 6 TH E D I T I O N Proudly sponsored by

S TA N D A R D B A N K TO P W O M E N L E A D E R S

(010) 448 0502

info@kumyolz.co.za

www.kumyolz.co.za

TO P B U S I N E S S W O M E N . C O . Z A

International Business Gateway, New Road, Midridge Park, 12 Challenger Avenue, TFT House

YOLANDA MADIKIZELA Founder and Managing Director - Kumyolz Investments

Still thinking about taking your business online?

Get everything you need to start and manage your online business with SimplyBlu.

Sign up for SimplyBlu and get a free monthly subscription until 31 December 2022 www.standardbank.co.za/simplyblu or please email simplyblu@standardbank.co.za

*Ts&Cs apply. Standard Bank is an authorised financial services and registered credit provider (NCRCP15).

The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). GMS-17865 05/22 It Can Be is a registered trademark of The Standard Bank of South Africa Limited. GMS-19014 09/21

14 16 28 INTERVIEWS

22

16 18

UPFRONT

8 10 13 14

CONTRIBUTORS AND CREDITS

FEATURED CLIENTS

28 34

EDITOR’S LETTER

FOREWORD Funeka Montjane, Chief Executive Officer, Consumer and High Net Worth Clients at Standard Bank Group Ltd.

36 38

COVER STORY

22

LEILA FOURIE An interview with the CEO of the Johannesburg Stock Exchange - standing on the shoulders of giants

40

LINDY-LOU ALEXANDER The Head of Brand & Marketing, Consumer and High Net Worth Clients, Standard Bank Group Ltd, talks courageous leadership in SA MEET SIMONE COOPER The Head of Business Clients at Standard Bank Group Ltd, shares government procurement processes and supply chain opportunities for womenled businesses “RUN YOUR CAREER LIKE A BUSINESS!” Shirley Machaba, the CEO of PwC, provides key tips for being an impactful leader “IN MY HOUSE WE BELIEVE IN SUPERHEROES!” Anastacia Tshesane - Diversity and Inclusion Leader, PwC, speaks about making the impossible happen HOW TO SURVIVE AND THRIVE IN BUSINESS Meet Lee-Ann Samuel, Group Executive: People at Implats SUPPORT OTHER WOMEN, ESPECIALLY IN THE MINING INDUSTRY Thabile Makgala, Implats Executive: Eastern Limb speaks about lifting as you rise SUMARIE GREYBE The Co-Founder of Naked Insurance shares her tips for building a new business model

98 42 90 98

KOPANO MOSHOANA 3 tips for transforming your business from this selfempowered entrepreneur TOP WOMAN IN TECH Meet Baratang Miya, Founder of the Women in Tech and Girlhype Coders academies MARGO FARGO The leading environmentalist talks embracing the ‘sustainability factor’ in SA

80 82 84 86

CELEBRATING TOP WOMEN

44 51

78 80

WEALTHIEST WOMEN IN AFRICA Who are the top 5 wealthiest women in Africa?

HOW TO UNLEASH YOUR FINANCIAL POTENTIAL Lindy-Lou Alexander, Head of Brand & Marketing, Consumer and High Net Worth Clients, Standard Bank Group Ltd, shares advice on savings and investments and becoming financially empowered CHARMAGNE MAVUDZI The Standard Bank Top Woman Young Achiever of the Year Award winner THANDEKA NDLOVU-MNGOMEZULU Celebrating the Standard Bank Top Woman Entrepreneur of the Year Award winner

87 88 92 94

88

PHUMZILE PHUMZILE MLAMBO-NGCUKA Standard Bank Top Woman Lifetime Achiever Award winner IRENE CHARNLEY Standard Bank Top Woman Lifetime Achiever Award winner GLORIA TOMATOE SEROBE The Wiphold Co-Founder was a keynote speaker at the 2021 Top Women Summit ESTHER TEEKEN The COO of the Institute of Directors (UK) gave a keynote address at the Top Women Summit TOP WOMEN REACHING FOR THE STARS A look at 5 Standard Bank Top Women Entrepreneur of the Year Award winners MEDALS GALORE! 3 South African Top Women Sports Champions: From the pool, to the court and into the ocean 5 TOP AFRICAN ENTREPRENEURS MAKING A DIFFERENCE These are four remarkable stories from across the African continent

96

SOUTH AFRICAN MEDIA MAVENS MAKING WAVES Connie Ferguson, Bonang Matheba, Shola Sanni and Beverly Palesa Ditsie

240

TIPS AND ADVICE

168 170 172 174 176 178 180 182 184 185 186 188 190

3 TIPS FOR BUILDING A SUCCESSFUL BEAUTY BRAND FROM THE GROUND UP Rabia Ghoor of Swiitchbeauty® shares some advice “ALWAYS UNDER-PROMISE AND OVER-DELIVER” Advice from entrepreneur and cookbook author, Chantal Lascaris “TURN YOUR PAIN INTO PURPOSE!” Alexandra Miszewski, Founder and Managing Director of Novita

236 250

THE SURPRISING STORY BEHIND BREW KOMBUCHA Alex Glenday, Founder of Brew Kombucha, talks about making her brand stand out from the rest 5 TIPS FOR WOMEN INDUSTRIALISTS From Keamogetswe Matsho, CEO, Aqua Air Africa 10 LESSONS FOR ASPIRING WOMEN Learn from the best!

MAINTAINING BRAND AUTHENTICITY IN A RAPIDLY CHANGING WORLD Katherine Madley, VP Marketing at Game, stores on navigating through a pandemic THE RISE OF THE PASSION ECONOMY Why does it depend on the power and radicalism of the female voice?

SWITCH-UP OR SKILL-UP? These are the capabilities that are highly valued by those looking for new employees LEVEL UP YOUR SOCIAL MEDIA MARKETING STRATEGY Here are 5 tips on how to upgrade your social media approach THE POWER OF STORYTELLING Mandela 100 icon, Mo Matli, talks impactful video marketing CHANGE YOUR MIND, CHANGE YOUR LIFE! Kelly Fisher shares her thoughts on how to build a mindset that will keep you inspired 5 INSPIRATIONAL BOOKS EVERY BOSS BABE SHOULD READ These reads will undoubtedly spark a ‘eureka’ moment

PODCASTS

234 236 238 240 242 244 246 248 250

SOFT SKILLS ARE MAKING AN INCREASINGLY SIGNIFICANT IMPACT Shirley Zinn on how to live a purposeful life DIGITALISATION IN AFRICA, GENDER, PEACE, AND CREATING BETTER ACCESS FOR ALL Vera Songwe speaks to us about exciting possibilities for the continent ZOOMING IN ON WOMEN IN THE MINING INDUSTRY Impala Platinum (Implats) leading from the front HOW TO BE AN INSPIRATIONAL LEADER Rolene Strauss reflects on self confidence GLAMOROUS BLOGGER AND THE OWNER OF BAKED ONLINE Meet Aisha Baker, digital content creator STRIKE A BALANCE BETWEEN KEEPING CLIENTS HAPPY AND ENSURING THE WELLBEING OF STAFF Mushfiqoh Samodien, Director at Aspire Solution shares insights about keeping the balance “WE ARE RESTLESS” One of the 100 Most Influential in Gender Policy Tunisian-Italian, Sodfa Daaji speaks about true gender empowerment HOW WE CAN WORK COLLABORATIVELY TOWARDS A MORE INCLUSIVE SOCIETY From Lisbon - we speak to Mariana Santos, Founder of Chicas Poderosas “DEMOCRACY SHOULD START AT HOME” From Libya - meet the leader of the Kofi Annan Foundation and peace-builder, Hajer Sharief

CREDITS CEO RALF FLETCHER ASSOCIATE PUBLISHER TWAAMBO JUDY CHILESHE LINDY-LOU ALEXANDER Consumer and High Net Worth - Group Marketing Head, Standard Bank Group Ltd. RIANA ANDREWS

BUSINESS DEVELOPMENT MANAGERS CHARLTON MOUTON JANET MBONDIYA KARDODZA ODELIA FESTER LUNGILE CEWU TOPCO STUDIO

Digital Media Specialist & Communications Manager for AWEIF

PRODUCTION DIRECTOR VAN FLETCHER

KELLY FISHER

GROUP EDITOR FIONA WAKELIN

Account Director at Irvine Partners & Co-Host of Brown Girl’s Guide podcast

ASSISTANT EDITOR KOKETSO MAMABOLO

THOBEKA GIGABA

DESIGNER NICOLA PEACOCK

Senior Copywriter & Ambassador at School of Entrepreneurship

TRAFFIC MANAGER DANIËL BOUWER

CHARNDRÉ EMMA KIPPIE

COVER STORY IMAGES DEVIN LESTER PHOTOGRAPHY

Editor of ClubX and FitLife Magazine KATHERINE MADLEY Group Executive for Product Marketing at Alexander Forbes ESTELLE NAGEL Vertical and Brand Marketing Manager at Gumtree ZOLANI SINXO Journalist, Editor, Media & Communications Specialist TARA TURKINGTON CEO of Flow Communications FARYN PEARSON Chief Innovation Officer at MasterStart

IMAGES ISTOCK PEXELS FLICKR DIGITAL PUBLISHING PLATFORMS ISSUU MAGZTER MEDIA CARRIER HEAD OFFICE TOP MEDIA & COMMUNICATIONS (PTY) LTD T/A Topco Media 2nd Floor, Elkay House 186 Loop Street, Cape Town, 8001 Tel: +27 86 000 9590 Email: info@topco.co.za Website: www.topco.co.za DISCLAIMER All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic mechanical, photocopying, recording or otherwise, without the prior written consent of Top Media & Communications (Pty) Ltd T/A Topco Media. Reg. No. 2011/105655/07. While every care has been taken when compiling this publication, the publishers, editor and contributors accept no responsibility for any consequences arising from any errors or emissions.

ISBN: 9780620500746 17001

CONFERENCE | AWARDS

PROUDLY AFRICAN INNOVATION 31 AUG - 1 SEP 2022

REGISTER NOW

africatechweek.co.za

Adcorp

226

Mdito Business Enterprise

Air Liquide

198

Medihelp Medical Aid Scheme

Afrizan People Intelligence Akhile Management and Consulting AMIS

Bonitas Medical Fund

258 267 220 46

BTE Renewables

218

CJP Chemicals

160

Casuarina

CN Outsourced Finance

Cooper & Cooper Group Crusade Logistics

Centre for the Study of Violence and Reconciliation Derliz Investments DGB

Dr Langa Medical Spa

Durban KwaZulu-Natal Convention Bureau Edward Snell & Co.

Ekurhuleni West TVET College Enel Green Power Eskom

308 266 138 206 290 154 306 303 124 304 294 214

116

Executive Underwriting Managers

222

Experts On The Go

210

Exousia Woman Branding Exxaro

Fraser Alexander

Futuregrowth Asset Management Gauteng Provincial Legislature HERS-SA Huawei

IAMS Powerhouse Consulting Ibiliti Underwriting Managers Icon Property Group Imperial Logistics

Institute of Directors SA

289 132 207 254 296

110

159

112 52

123 7

74

ISU Engineering

202

Khonzi Engineering Services

205

KEU Underwriting Managers

Kriel Occupational Health Centre Kumyolz Investments Lebo.M Courier

Legator McKenna Incorporated Liberty Two Degrees

Liqui Moly South Africa

261 302 262 307 153 147 194

Volvo Trucks South Africa

300 196 71

merSETA

106

Moeletsi Attorneys

114

MetGovis

Motheo TVET College

Multineed Trading and Projects Mustek

298 292 259 12

National Debt Advisors

225

Nemesis Accounting

252

National Lotteries Commission Netstar

Ngubane

66

208 57

Notefull Engineering

192

RCS Group

122

Pamodzi Unique Engineering Royal Tyres SA

South African National Biodiversity Institute South African Police Service Sheq Safety

Shift Impact Africa Sibanye-Stillwater

South African Civil Aviation Authority Standard Bank TagIt

The Dawn OHSE The Gold Bar

Tailormade Solution TS5 Mining Group Tulsawiz Logistics

Universal Knowledge Software Unilever

200 310 216 148 212 288 136 122

IFC 3, 289 264 230 229 260 142 128 111

20

University of South Africa

100

VAS Analytical Services

140

University of the Free State VHG HR and Payroll Consulting VP Electrical Contractors

Wipro Technologies South Africa

104 265 121 60

WOA Group

204

Zimile Consulting Engineers

199

Zambia National Commercial Bank Ziyana Business Consulting and Training

256 263

E D I TO R ’ S L E T T E R

Letter

EDITOR’S

I feel like I just blinked and 2022 is already half gone! With each passing year, time seems to speed up – maybe it had a gentler, less frantic trajectory when we measured its passage according to the seasons and not how long it takes for something to download?

And yet when I think back on the year, so much has happened. COVID continues to impact our lives and while businesses and individuals are adjusting to the new normal, the growth of socioeconomic and geopolitical tensions have been exacerbated by 3 years of the pandemic. Russia and Ukraine loom large - with North Korea firing 3 ballistic missiles into the sea for good measure.

President Ramaphosa’s SONA this year outlined several measures to reignite South Africa’s economy, with the country’s priorities being to contain the pandemic, roll out infrastructure, increase local production, stimulate employment, and expand energy generation capacity. That was in February – and in May, one of the best pieces of news I received was that our unemployment rate had dropped in Q1.

With only a thousand kilometres separating them, Durban and Gqeberha have been pummeled by opposite ends of the climate change extreme events spectrum: flood and drought.

Fittingly, at Davos this year, sustainability, adaptation and mitigation were top of the agenda.

Speaking of the WEF, five young South Africans – Esha Mansingh, Mmaki Jantjies, Zuriel Naiker, Sumayya Vally, and Lesley Ndlovu were selected by The Young Global Leaders® Forum to join the world’s best to share their insights, drive, energy and vision and build a better future – out of the 109 chosen, 11 were from Africa. Also strengthening the voice from the South, Damon Galgut won the 2021 Booker prize for his novel The Promise (which I am busy reading) and the Gift of the Givers organisation continues to do wonderful humanitarian work across the globe.

Celebrating success is what we do here at Topco Media – and this bumper 17th edition of our flagship publication Standard Bank Top Women Leaders is no exception. Leila Fourie, CEO of the JSE, graces our front cover and inside we have an abundance of articles, interviews, podcasts, as well as tips and advice celebrating entrepreneurship, empowerment, leadership, tenacity and innovation.

Please join us as we interview Shirley Machaba, Lindy-Lou Alexander, Rabia Ghoor, Simone Cooper, Chantal Lascaris, Mo Matli and so many more; articles include taking a look at the richest women in Africa, South Africa’s leading social media mavens, meeting a top woman leader in tech, unleashing your financial potential and our two Lifetime Achievement Award winners, Phumzile Phumzile Mlambo-Ngcuka and Irene Charnley. One of the great things about being digi-first is that we are able to embed links into our content for your edification and delight and in this edition our podcasts include Shirley Zinn, Vera Songwe, Rolene Strauss, Mariana Santos, Aisha Baker and Mushfiqoh Samodien.

The jam-packed 300+ pages would not have been possible without our fabulous editorial production team: Director, Van Fletcher; Assistant Editor, Koketso Mamabolo; Designer, Nicola Peacock and Traffic Manager, Daniël Bouwer.

We hope you enjoy the read. #BeSafe #Gratitude

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

Funeka Montjane Chief Executive Officer, Consumer and High Net Worth Clients, Standard Bank Group Ltd.

14 S TANDARD BANK TO P W O M EN LEADERS

SU PPO R T ING T H E PE O PL E O N O U R C O NT INE NT - FU NE K A MO N TJA N E

F O R E WO R D

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

Worldwide, over 6 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.

From a business perspective, the African continent has lost a significant

portion of all its economic activities.

Things are starting to get better, 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. During the pandemic we 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 highest profit or even the lowest loss. Success, right now, means providing the best support to the people of our continent.

This is because if the people of our continent and the businesses of our continent do not thrive, we all don’t have a future. In South Africa alone, over 3 million people have lost their jobs. There are many women out there who have children that do not have access to the Internet and therefore cannot attend on-line school classes. There are also many families who can’t afford groceries.

Therefore, it seems to me that, one of the biggest courageous conversations that we need to have, is that we can’t only be talking about ourselves. Conversations are now more important than ever. Some of the conversations we need to have are

centred around questions such as, how are we 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 and buy groceries for our children?

We also must think beyond survival. We must think about thriving.

We need to think about how we start making pivots in our business models to ensure that our business is in fact future ready. We also need to think about how we prepare the next generation of women and our children to be ready to thrive.

I am hoping that we can use this time we are in to redefine leadership. Perhaps we can pivot success and leadership away from wanting more and more and make it more about giving.

Wouldn’t it be wonderful if we could all go back to our original communities to truly understand who they are and what is it that really matters to them?

We must also start having a conversation which redefines success and leadership for the young women and young men of 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 15

I NT E RV I EW

LI NDY-LO U ALEXA NDER

By Fiona Wakelin

In her latest interview with us, Lindy-Lou talks about courageous leadership during the pandemic, and how South African women who are struggling to survive in these difficult times, can prevail.

Please unpack your role at Standard Bank.

I am the Brand and Marketing Group Head for Consumer and High Net Worth Clients as well as Business and Commercial Clients. I look after these portfolios, drive financial inclusion and education, and improve our clients’ experience.

What excites you about being a Marketing Executive for the Bank?

It’s exciting to be in a position that inspires positive change. Being responsible for that transformation and observing its positive impact on communities is rewarding. Financial empowerment is a core enabler of many things, which results in progress and makes dreams possible.

In your view, how important is localisation for the South African economy?

Localisation is critical for rebuilding and strengthening our local economies. It shifts economic activity into the hands of many of our small to medium sized enterprises that are currently challenged due to the pandemic.

Many South Africans have lost their jobs, unemployment figures are rising, and income levels

16 S TANDARD BANK TO P W O M EN LEADERS

L INDY- LO U AL E XA N D E R

are dropping. In South Africa, SMEs are the pulse of our GDP. SMEs are growth drivers because they employ more than 40% of the workforce.

•

These businesses are owned by our neighbours, families and friends, they influence our lives every day, often in infinitesimal but sometimes in grand, immeasurable ways. They’re the creators of employment, builders of generational wealth and the cornerstone of the economy that needs to be nurtured and grown.

•

Small regional businesses collaborate to create products that serve community needs thereby strengthening community cohesion. This also drives awareness to consumers about products, thereby increasing the customer base.

At Standard Bank, our core focus is to sustain and nurture the growth and wealth of our communities because “Africa is our home and we drive her growth” and “because businesses bank on us”.

People are suffering from COVID fatigue. What plans does Standard Bank have to help alleviate this and fulfil the Bank’s slogan “South Africa banks on us?”

It depends on the perspective you are asking from. As a bank, we partner with clients to grow and help build their legacy. So, we can do all of their financial management and take that stress away.

From an educational and an assistance point of view, we plan to continue our awareness campaigns. Our digital banking offerings are always being streamlined and refined to enable more contactless transactions.

Some of our COVID relief measures have included: • We offered a range of relief measures ranging from payment holidays to debt consolidation on certain lending products.

• For instance, customers who have a personal lending product and earning R7500 or less a month automatically qualify for a payment holiday in which payment on their plan was deferred for 90 days.

•

•

We also provided discretionary relief on credit agreement instalments for up to 3 months for customers unable to earn an income during the prescribed period – April – June 2020.

Qualifying Standard Bank Business Current account holders and owners of a small business with a turnover of less than R20-million a year, were offered a 90-day payment holiday on their credit cards, home loans, and vehicle asset finance for the prescribed period – April to June 2020.

Clients with existing student loans who met the requisite criteria were also offered a payment deferment for the prescribed 90-day period as a relief measure.

Small Enterprise customers with an annual turnover of R20 million and over annually were also offered payment relief for the period April 2020 – June 2020.

In line with our COVID -19 Business and SMME Support initiative, customers in financial distress due to being negatively impacted by COVID-19 lockdown and the resultant slowdown in the economy, were offered a loan linked to the prime interest rate to help cover operating expenses such as salaries, lease agreements, fulfilment of supplier contractual obligations, utilities, etc. for 3 months to assist with operating expenses.

Africa is our home and we drive her growth.

What does it mean to you to be a courageous leader in these times?

Being a courageous leader means showing up and being conscious of the energy that one transfers. The pandemic has resulted in many people being overwhelmed, so one must be conscious and deliberate about one’s leadership script. The time to empower is now; people need hope now.

I N T E RV I E W

Please outline Standard Bank’s drive for diversity and inclusion.

We believe that empowering women can accelerate growth in Africa as is evident in our support of initiatives such as the UN Women #He4She movement. We also recognise the positive societal impact made by phenomenal female entrepreneurs by sponsoring initiatives like Top Women, among others.

We have also partnered with the Eswatini Women Farmer Foundation and the United Nations Development Programme to launch the Women and Youth Tunnel Farming project. This initiative aims to equip 50 aspiring “agri-preneurs” across the country with tunnel farming production skills as well as agribusiness management skills and knowledge. Additionally, we have supported female farmers in Nigeria, Uganda, Malawi and South Africa through a partnership with the UN Women Climate Smart Agriculture programme.

What plans do you have to celebrate Women’s Month?

I will be celebrating it with the phenomenal women in my life, celebrating our families and our blessings since we’ve lost so much over the last 18 months. I am also giving talks and mentoring women.

What is your “why”? What gets you up in the morning?

My passion for life and my desire to inspire positive transformation through leading with a purpose.

If you had an extra hour in the day, how would you spend it?

I would honestly use it to talk more and take longer walks with my teenage daughter, Lebone. I would force her to talk and remove her headphones; that would be my power hour of quality time with my princess.

Do you have a message for the women out there struggling to survive in these difficult times?

A reminder that “in life it is not the 10% of what happens to you, it is 90% of what you do about it”, so build momentum and keep moving forward.

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 I EW

S I M O NE C O OPER

by supporting businesses in South Africa through Standard Bank’s vision.

I am responsible for uniting our team behind our purpose “Africa is our home, we drive her growth” and ensuring that we strive to be more than just a bank to our clients- we have the power to change lives through the work we do.

WHAT EXCITES YOU ABOUT WHAT YOU DO? WHAT IS YOUR “WHY”?

Each day in my role is never the same as another, which keeps it exciting.

I really enjoy engaging with businesses and understanding how they have achieved and grown as they have.

Business owners and entrepreneurs have achieved so much in an extremely challenging environment and I am always fascinated by their stories.

MEET

Simone Cooper

HEAD OF BUSINESS CLIENTS AT STANDARD BANK GROUP LTD.

By Fiona Wakelin

HOW DO YOU SEE YOUR ROLE AT STANDARD BANK? As Head of Business Clients at Standard Bank South Africa, I see my role as being incredibly important to not only serve as a leader to the Business Clients team by providing strategic direction and leading the team to achieve our goals, but also to serve as a leader in building our nation

My job also allows me the opportunity to tackle complex problems with colleagues as well as keep up to date with a dynamic financial services environment, which keeps things stimulating and exciting.

In line with our purpose to grow Africa, I truly believe that the work we do to support businesses and help them grow results in economic growth and positive social outcomes.

HOW IS STANDARD BANK UNLOCKING THE POTENTIAL FOR WOMEN-HEADED BUSINESSES? PLEASE UNPACK THE BANK’S GENDER AGENDA. Our aspiration as Standard Bank Business Clients South Africa is to partner our clients for growth; that couldn’t be truer for women-owned businesses.

18 S TANDARD BANK TO P W O M EN LEADERS

We recognise the importance of helping female entrepreneurs to start, manage and grow their businesses.

Our Enterprise Development department has been hard at work providing opportunities to womenowned businesses; our Femtrepreneur Programme for example, is focused on reaching black woman-owned businesses and imparting financial literacy to female entrepreneurs, plus awarding the top 3 with R450 000’s worth of prizes to support these businesses. There are also plans underway to reach women entrepreneurs and support them with registering their business, opening a bank account, and preparing funding applications in addition to providing other types of support.

I’m proud to say that we’re helping women-owned businesses with skills development and funding that give them the boost they need to grow and find success. We have so many success stories that speak to our mission to become a leading partner for businesses deeply invested in the growth of our clients; and especially our female clients helping them become active participants in and contributors to the economy, creating employment and uplifting the communities they operate within – paving the way for other female entrepreneurs.

THE IMPACT OF THE PANDEMIC ON SMALL BUSINESSES HAS BEEN PROFOUND. ARE THERE STANDARD BANK PRODUCTS TAILORED TO HELP SMALL BUSINESSES PIVOT TO DIGI-FIRST? Enabling a digital sales channel isn’t only safer from a COVID-19 prevention perspective but it offers the business the possibility of scale compared to a brick and mortar store. Our SimplyBlu e-commerce solution allows businesses to set up an online store within just 48 hours so they can sell to customers anywhere 24/7. We also have a limited offer of free Google Ads worth R500 to help SimplyBlu merchants’ direct traffic to their newly built sites. For those businesses looking to find alternative ways to network with other businesses and diversify their client base with customers globally, we encourage them to join TradeClub which is our exclusive digital platform that allows one to explore new markets around the world or

S TA N D A R D B A N K TO P WO M E N L E A D ER S 000

SIMO NE C O O P E R,

to find vetted buyers and suppliers from a wide range of countries as a free service.

STANDARD BANK’S TAGLINE “IT CAN BE” IS ASPIRATIONAL AND HOPEFUL – WHAT DOES IT MEAN TO YOU? “It can be” inspires me to think about the art of what’s possible without limitation.

In a world where we are constantly faced with challenges and uncertainty, it’s easy to throw in the towel but this phrase sparks determination, there’s always a way to achieve your goal.

I think this is so true for entrepreneurs.

Becoming a business owner is no easy job; you must have a vision for your business and be ambitious enough to realise it.

“It can be” helps me to contextualise how we as a bank can show up for our clients to make their dreams possible.

HOW CAN WOMEN-OWNED BUSINESSES ENSURE THEY ARE ABLE TO PARTICIPATE IN THE GOVERNMENT PROCUREMENT PROCESS AND SUPPLY CHAIN OPPORTUNITIES? To participate in government procurement processes and supply chain opportunities, women-owned businesses should start by ensuring that their business is procurement ready – do you have all the resources required to successfully get the job done?

Can you demonstrate your ability to deliver on the contract in your application?

Standard Bank Enterprise Development runs the Women Empowerment Presidency initiative which is aimed at the development of black women-owned businesses to be procurement ready.

Government will ring-fence procurement opportunities that banks are expected to fund to support SMEs and help them build capacity to deliver.

We have also recently launched the Basali (Southern Sotho name for women) Development Programme in August 2021, which is an in-depth skills development programme reaching 100 women that will run for 12 months focusing on design thinking, business management , business process and compliance, legal, financial literacy, digital marketing and sales, and personal mastery as key modules amongst others.

IN YOUR EXPERIENCE, WHAT ARE THE 5 KEY PAIN POINTS FOR WOMENOWNED BUSINESSES? • Due to historic gender inequality, many women may not readily have access to funding that could help them start or grow their business.

They may find it more difficult to secure investors or raise collateral for loans compared to their male counterparts.

• Additionally, women may not have had exposure or access to skills required to build and run a successful business.

• Many industries are male dominated, making it harder for women to build their networks and find other strong business women role models to look up to and learn from.

Women are often assigned the role • of keeping a home – meaning that they have to juggle responsibilities such as raising children, cleaning the house and preparing meals etc. These duties make it harder for a woman to dedicate her time towards running a business.

• Women are also generally thought of as being softer – creating the misconception that we can be easily intimidated. We have had to work harder to prove that we deserve a seat at the table and can be taken seriously in our chosen professions and careers.

YOU HAVE BEEN IN THE BANKING SECTOR FOR MOST OF YOUR CAREER. HOW DO YOU UNWIND? In my spare time I enjoy spending time with family and friends, reading novels and I try to get a game of golf in every now and then. It’s important to have a hobby to switch over to that will allow one to switch off from work and recharge.

IF YOU COULD INVITE 5 PEOPLE PAST OR PRESENT TO DINNER WHO WOULD THEY BE? AND WHAT WOULD YOU HAVE FOR DESSERT? Venus and Serena Williams – strong female athletes with great success as professional tennis players.

Michelle Obama – she is such an inspiring female leader and a true supporter of women supporting women. One of my favourite quotes is “Friendships between women, as any woman will tell you, are

000 STANDA RD BANK TO P W O M EN LEAD E R S

I N T E RV I E W

built of a thousand small kindnesses swapped back and forth over again.”

Elon Musk – South African born entrepreneur breaking boundaries for humankind with SpaceX. And of course, Nelson Mandela, the greatest leader South Africa has ever known.

Dessert would have to be chocolate fondant – I am not a dessert person, but this dessert is just irresistible.

WHAT ARE YOUR PLANS – AND WHAT ARE YOU LOOKING FORWARD TO – IN THE COMING YEAR? The past two and a half years have been tough for everyone, especially with the onset of the COVID-19 pandemic in 2020.

I am looking forward to seeing the economy turn around as businesses rebuild, recover and grow again. My plans are to ensure that Standard Bank is always ready to be there for our business clients and help contribute to this positive turnaround as we emerge from the pandemic in the coming year. It will be a long road to recovery, but we are determined to keep businesses in business and be their partner in growth.

In my personal capacity, I’m looking forward to travelling again once borders start to open up. I have a bucket list that includes a holiday in the Maldives and a houseboat on the Zambezi – can’t wait to tick them off.

Simone Cooper is currently Head of Business Clients, Standard Bank South Africa. She has obtained diverse exposure to Banking, particularly Business and Commercial Banking, having undertaken various roles within Standard Bank. Simone was a key member of the team involved in reestablishing Business Banking in South Africa between 2009 – 2013, when she headed up Business Lending Products as well as Franchising and Enterprise Development.

More recently she has gained exposure to the Africa Regions division heading up Transactional and Liability Products for Personal and Business Banking and as a Regional Head of Credit. Simone has also gained exposure to various initiatives promoting the development of SMEs, including several government initiatives and development finance projects.

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

A DV E R TO R IAL

UN I LE VE R

Unilever is a global company selling fastmoving consumer goods. Our purpose is to make sustainable living commonplace.

Purpose is central to our business approach, and we have also seen firsthand how brands with purpose grow, companies with purpose last, and people with purpose thrive.

Back in 1883, Sunlight Soap was launched in the UK by our founder – a pioneering innovation which had a purpose to popularise cleanliness and bring it within reach of ordinary people. Sustainable living, even then and now with over 400 brands, we are still driven by purpose.

Our vision is to grow our business, whilst decoupling our environmental footprint from our growth and increasing our positive social impact. We want to do more good for our planet and our society and act on the social and environmental issues facing the world, enhancing people’s lives with our products.

As a business, we aim to push our business the way business is done – further than ever before. Our Unilever Compass strategy sets out how we will make that ambition a reality. The Unilever Compass puts serving our stakeholders at the heart of everything we do. It reinforces the non-negotiable importance of respect for human rights and it sets out ambitious programmes of action to tackle the most critical issues of our time, harnessing the full scale and impact of our brands and going further and faster through stretching time-bound targets that drive positive change.

RAISING LIVING STANDARDS Our ambition is to improve living standards for low-paid workers worldwide. We

will therefore ensure that everyone who directly provides goods and services to Unilever earns at least a living wage or income, by 2030. We will work with our suppliers, other businesses, governments and NGOs – through purchasing practices, collaboration and advocacy – to create systemic change and global adoption of living wage practices.

CREATING OPPORTUNITIES THROUGH INCLUSIVITY In addition to improving living standards through economic inclusion, it is also critical that we create more opportunities for people from under-represented groups – both within and outside our organisation.

Diversity in the workplace directly results in improved financial performance through its capacity to foster innovation, creativity and empathy.

Within our organisation, we will achieve an equitable culture through progressive policies and practices which eliminate bias and discrimination. We are proud to have already achieved gender balance across our management globally, but there is more work to do – for women, and for other people. Through a new Equity, Diversity and Inclusion strategy, we are removing barriers and bias in recruitment, establishing leadership accountability for supporting all our employees to excel in their roles, and aiming to achieve a workforce that is representative of the population in the countries where we operate.

We also want to use the strength of our brands, and our position as the second largest advertiser in the world, to drive change. We have committed to increase the number of advertisements that include people from diverse groups, both on-

20 S TANDARD BANK TO P W O M EN LEADERS

screen and behind the camera. We will help tackle the prevalence of stereotypes that are often perpetuated through advertising and promote a more inclusive representation of people.

PREPARING PEOPLE FOR THE FUTURE OF WORK Beyond our organisation, our ambition is to help equip 10 million young people with essential skills to prepare them for job opportunities, by 2030. By investing in skills-building and providing work experience opportunities for young people, we will drive growth, and accelerate digital capabilities; building expertise and increasing productivity. We are working with partners on LevelUp – a youth employability platform – to provide a onestop shop for young people to discover their purpose, get access to training, volunteering and work experiences.

We will also grow our apprenticeship schemes around the world, and work with our suppliers and distributors, to build vocational skills and share job opportunities, to help young people to get into work.

ADDRESS: 15 Nollsworth Cresent, Durban North, South Africa TEL: 031 570 2000/3000

EMAIL: consumer.affairs-za@unilever.com

- Isaac Newton

By Fiona Wakelin & Koketso Mamabolo

As the Group CEO of the Johannesburg Stock Exchange, Leila Fourie may be standing on the shoulders of giants, but this new generation leader is ensuring that she lifts as she rises, and for her, humanity is a key driver.

000 STANDARD BANK TO P W O M EN LEADERS

C OV E R STO RY

E P I TO M I S I N G SERVANT-L EA DER SHIP - JSE CEO, L EIL A FO U R IE

IT BEGINS WITH SACRIFICE

Marie Curie gave up six years of her life in order for her sister, Bronya, to receive an education. While studying in Paris, Marie tutored and worked as a governess to support Bronya through medical school, and in turn Bronya would pay for Marie’s tuition once she’d completed her studies.

THE ABILITY TO PUT HUMANITY BEFORE INTELLECTUAL DEVELOPMENT WAS A PROFOUND LESSON FOR ME

Leila Fourie has read Marie Curie’s story many times and finds its subtext inspirational.

people under these conditions can often be demanding, especially when you need to recharge your own batteries.”

“She delayed her education to support her sister, and you can imagine the enormous sacrifice that this meant for someone with the intellectual capacity to win two Nobel Prizes,” said Leila, the holder of a PhD in Economic and Financial Sciences, while speaking to Top Women Leaders.

But through the turmoil of the past two years, she’s remained positive and visible to her staff. In her eyes it’s up to her to ensure that spirits remain high, helping hands are given and challenges are overcome. Even her latest achievement, being honoured as the Standard Bank Top Businesswoman of the Year is an opportunity to encourage others to literally be the change.

“The ability to put humanity before intellectual development was a profound lesson for me.”

Having grown up in a large family, the accomplished executive learned very early on the importance of doing something to make the lives of others a little bit better - and this has developed into a leadership style which is centred around positive impact and service to others.

“As I look over the past year, managing through the fatigue of the second year of COVID has been a very tough challenge - maintaining morale and motivating

24 S TANDARD BANK TO P W O M EN LEADERS

“I’m very grateful for the award and the recognition. But what’s most important to me is how I affect the people around me and how I contribute and give back.

So what is important in the award is to provide hope and to provide a benchmark to people who aspire to make a difference in society.”

Leila understands the role she is able to play to empower other women and has woven it into her mission: “An award like this is less about me and more about the people around me. And I think it demonstrates ‘the art of the possible’ in

E PITO MISING SE RVANT- L E ADE R SH IP - J SE C E O, L E IL A F O U RI E

C OV E R S TO RY

growth and development, and in making advances and progressing in what is normally a male-dominated world.“

MODELS OF LEADERSHIP

What changes has she seen in her career of over two and a half decades in the financial sector? “There is a shift in the positioning of innovative and curious people. And that means that the barriers to women have started to reduce,” said Leila. But her optimism is cautious: “I think we still have a long way to go.”

This ability to recognise the remarkable transformation that has taken place but still be acutely aware of the potential for further positive developments is indicative of a leader with a nuanced way of thinking which is perfect for the current world. A world that is constantly morphing as it adapts to leaps in technology.

“I think advances in technology and innovation have opened the door and created an opportunity for women to succeed in business. The biggest changes that I’ve seen are in the removal of boundaries in traditional mindsets and technological advances that democratise opportunities and open the door to exponential growth. These changes create equal opportunities for men and women to advance in business and into leadership positions.”

Leila notes how technology has all but removed borders between South Africa and the rest of the world, which itself has compelled leaders to reflect due to a “profound” decentralisation of power.

“Success doesn’t take a straight line anymore. And the boundaries have been adjusted. I still think we’ve got a way to go, but I think now is the time for women to stand up, be counted, and to be given opportunities. I think we are seeing, particularly with the pandemic, the importance of leadership and the importance of female leadership.

“We’ve seen many female role models and political heads of state taking a transformational stance in how they’ve led their nations. And those countries with female leaders have tended to

S TA N D A R D B A N K TO P WO M EN L EAD ER S 25

C OV E R STO RY

E P I TO M I S I N G SERVANT-L EA DER SHIP - JSE CEO, L EIL A FO U R IE

DOING EVERYTHING YOURSELF DOESN’T ALLOW YOU TO SCALE. YOU HAVE TO WORK THROUGH PEOPLE AND YOU HAVE TO EMPOWER THE PEOPLE AROUND YOU IF YOU WANT TO SCALE OUTPUT do much better under the pandemic.

The pandemic has created an enabling platform for more inclusive growth and for recognising the role that women have to play in leadership.”

New Zealand’s Jacinda Ardern, the former German Chancellor Angela Merkel and EU Central Bank President Christine Lagarde are some examples of women who have taken a “transformational stance” in their leadership style. Finnish Prime Minister Sanna Marin, and other Nordic female leaders, are all testament to how positive a different approach can be.

“Female leaders who focused on families, on children and vulnerable people - have reset the way in which we perceive the traditional role of a leader.

As a result, people have now come to expect a more nuanced approach which is in touch with human values. The

pandemic created a reversion to basic values, and that means we need leaders that reflect those values.”

people and you have to empower the people around you if you want to scale output.”

“Some of the most important contributions have been from people that I’ve mentored,” Leila said when asked about the milestones in her career. She mentored a woman who completed her postgraduate studies while working in a call centre and supporting her AIDS-orphaned brother - a young woman whose own sacrifices mirror that of the inspirational Marie Curie.

“A commitment to the people around you needs to be informed by an approach that’s calibrated for growth. It’s important to cultivate curious, mercurial and kinetic energy in the people around you. I’ve learnt, particularly through the COVID crisis that we can’t have a stasis mindset, we can’t be thinking of things in a static way.

Leading the JSE successfully through a pandemic would be on anyone’s list of lifetime achievements but Leila sees beyond just the institution itself, looking to the lives it’s been able to touch.

“Leading the Exchange is a weighty role, but it’s also a great privilege. And that platform gives you an opportunity to be a role model and to share with others the importance of leadership and building people around me.

Our impact on people is just as important as our impact on business.

We must align what we do with how we do it.”

MOMENTS THAT MATTER

‘Kairos’ is an ancient Greek word for perfect timing and leaders often find themselves in situations where something happens which leaves an imprint on them. Leila has had a few of these ‘Aha!’ moments.

“I call them moments that matter.

And those ‘kairos moments’ alter your DNA leadership and teach you lessons that stay with you throughout your leadership journey.”

“I’m one of ten children, and when you grow up in a large family, and particularly a family that is financially challenged, you learn to sacrifice and you learn that paying it forward and supporting those around you creates a boomerang effect.”

“Doing everything yourself doesn’t allow you to scale. You have to work through

26 S TANDARD BANK TO P W O M EN LEADERS

“We were constantly challenged to be responsive, resilient and pre-emptive, and to show our sense of imagination.”

And with this one must have flexibility and the willingness to change.

“I embrace futurist and entrepreneur Paul Saffo’s philosophy of ‘strong opinions, weakly held’.”

TELLING A GOOD STORY

“South Africa has so much to offer. I think that the COVID crisis, and now the geopolitical crisis, have shifted the playing fields. Investors are now focused on South Africa as an emerging market destination for investment.

“South Africa is seen now as a promising investment opportunity, relative to Russia, China and Turkey.

Now is our time. South Africa has the opportunity to stand up and to put forward all the many positive things that we’re seeing.

“We are at the cusp of turning our country’s global relationships within the macroeconomic context and shifting flows. We’ve seen positive net investment flows into the country this year in both the bond and equity markets and we’re very excited about that.

“South Africa is mercurial. Its people are entrepreneurial and we have a lot more to offer than we often acknowledge. We need more leaders who speak about the growth potential of the country and present the positive narrative. I believe a more balanced narrative could position South Africa much better as an investment destination.”

E PITO MISING SE RVANT- L E ADE R SH IP - J SE C E O, L E IL A F O U RI E

C OV E R S TO RY

morning. My first port of call is ‘how can I support them in reaching their potential?’.”

Leila’s shoulders are there for the next giants to stand on.

“I’ve taken great pride and great joy in watching how some of the people that have worked under my leadership or within my leadership grow and develop their minds, their leadership ability and their talents.

“Many people have unrealised raw talent. In order to unlock this, they require sponsors, mentors and leaders to endorse and develop them. But most importantly, it takes a thoughtful leader to create meaningful opportunities.

The JSE is playing its part in various private-public roadshows that look to “encourage inbound flows into the country”.

“We’ve also engaged with international exchanges to create a fast-track listing environment which encourages inbound secondary listings.”

Another positive is how South Africa is progressing on the sustainable development front which Leila, CoChair of the UN’s Global Investors for Sustainable Development (GISD) alliance, and the JSE, are leading.

She recently finished reading Let my people go surfing, by Yvon Chouinard, which charts the journey of an entrepreneur building a global empire underpinned by sustainable development ideals. “It’s prescient and indicative of the risks we find ourselves facing with regards to climate change.”

A LIFE LIVED FOR OTHERS

Leila is an avid reader and another book she completed recently was the American physicist Michio Kaku’s The God Equation: The Quest for a Theory of Everything.

“What’s particularly interesting is that it shows how in science one theory builds on another and it reminds me of the quote by Isaac Newton: ‘If I have seen further, it is by standing on the shoulders of giants.’

“This just shows how science evolves over time, building on previous evolutions and the same is true for business and anything else that we create in life.”

This applies not only to her own life but also to that of the JSE, a giant among exchanges on the continent.

“The Exchange makes an enormous contribution that is much bigger than itself. The role that the Exchange plays in the macroeconomy and in building markets has a multiplier and a compounding effect. And the ability to collaborate with market participants and to collaborate with leaders, to build the economy and to expand capital markets, is really what excites me.”

“I’m a people leader at heart. The most important thing is to see the people around me grow and develop, and that energises me when I wake up in the

“I’ve certainly been the recipient of opportunities. I’m very grateful to my sponsors and leaders who have helped me along the way, and it’s important to recognise that and pay it forward. Stewardship is one of the most important elements in leadership and ensuring that you are thoughtful and connected to your people is really vital.”

When we asked who she would invite to dinner, past or present, it came as no surprise that the people Leila chose included leaders who have famously sacrificed their lives in the name of something bigger than themselves, such as Nelson Mandela, Abraham Lincoln and Albert Einstein. Not forgetting another scientist to whom we owe so much: two-time Nobel Prize winner Marie Curie.

Her final message called on us all to care, pay it forward and never give up: “I would encourage all leaders, particularly female leaders to pay it forward and support marginalised females and girl children to access technology and education.

“I’d encourage women marginalised by the pandemic to not give up, to persevere and to remain committed to educating themselves. We have an obligation to uplift and support those who are marginalised.”

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

I NT E RV I EW

S H I RLE Y M ACHA BA

RUN YOUR CAREER LIKE A BUSINESS! CEO OF PWC PROVIDES KEY TIPS FOR BEING AN IMPACTFUL LEADER Shirley Machaba is the phenomenal woman leader and South African Chartered Accountant who is recognised as the first black woman to be appointed Chief Executive Officer for PwC Southern Africa.

In 2004, Shirley rejoined PwC as an associate director, and in 2005 was admitted to the partnership. In her 16 years as a partner at PwC, Shirley had the opportunity to serve in numerous leadership positions within the firm before taking on her current position as CEO – exposing her to a deeper understanding of the firm locally, regionally and globally; to name a few of these positions: Southern Africa Governance, Risk and Internal Audit Leader; Southern Africa Risk Assurance Leader; Africa Governance, Risk and Internal Audit Leader; Southern Africa Government and Public Sector Leader; Partner in charge of the Menlyn and Waterfall offices; and Africa Diversity and Inclusion Leader.

Shirley Machaba was elected to PwC’s Governance Board in 2006, and in 2012 she was appointed Chair of the SA Board and member of the Africa Board. In 2015, Shirley was elected to the global board and had the opportunity to chair the subcommittee on Transformation, Operations and People. Volunteerism has also been an integral part of her professional career. She established quality relationships locally, regionally and globally and kept up to date on latest developments, either in the profession or the country.

Please tell us about your role as CEO of PwC in Southern Africa.

This is a wonderful milestone in my career at PwC and I’ve always strived to be the type of leader our people will look up to, and aspire to be. Today as CEO at PwC, I represent the firm on most key structures such as AMCHAM

28 S TANDARD BANK TO P W O M EN LEADERS

and the BLSA board and engage on many matters of national interest with Government, Regulators and other key stakeholders.

I think this demonstrates how it pays to be agile, and to make the most of the opportunities that cross one’s path.

SH IR L E Y MACH A BA

I also believe that there’s no one right way to be a good leader. One style of leadership might work well in one company or situation, but not in another. Ultimately, leadership styles are a personal reflection of each individual leader, and their inner strengths, but there are a few key pointers that certainly helped me build upon my leadership skills, influence people to believe, trust, and join in my vision, and become an impactful leader: •

•

•

•

Establish a unique leadership style – Don’t simply go with the flow; avoid one-size-fits-all strategies as a way to lead. Reflect on your own values, character traits, and talents. This is the best place to start to define your own leadership style. Use what you already possess and build from there. You are unique. Make that uniqueness your drive to become an impactful leader.

Serve with your mind and heart – Leading is a gift. The greatest and most impactful leaders in history have demonstrated that one of the most essential aspects in leading is having an attitude of service. An attitude of service is what genuinely connects leaders with people and how you earn their loyalty. Think about the many other ways in which you can serve. Don’t lead blindly and without having a purpose.

Be generous and participate – Share your knowledge with those you lead. Speak of your failures and successes, and how you have overcome obstacles. Be a role model to inspire and motivate people to move forward. It is important to delegate, though it is also important to get involved with those you lead to learn about them and for them to feel supported.

Create an environment of wellbeing – Leading others and being there all the way takes a lot of energy out of you. You need to know when enough is enough.

Don’t let yourself be consumed by attempting to take care of what can wait for another day.

You and those you lead need to

Foster a culture of inclusiveness – get into the habit of focusing on the talents of each of your people and promote these talents.

You need to be open to managing conflict and negativity effectively to make people feel they are in a safe environment. People perform and respond better when they know you are there for them, when you are approachable and encouraging.

•

•

be physically, emotionally, and mentally healthy to be productive and to celebrate successes.

Personally I look for ways to energise myself and take care of my mind and body so I can be the best at home, at work and in my community. I enjoy a daily consistent fitness routine, and on the weekends I put on my takkies and go for a run.

Foster a culture of inclusiveness – Get into the habit of focusing on the talents of each of your people and promote these talents. You need to be open to managing conflict and negativity effectively to make people feel they are in a safe environment. People perform and respond better when they know you are there for them, when you are approachable and encouraging.

Be a visible leader – Belief in senior leadership is one of the strongest drivers of engagement.

People want leaders who walk the talk, and are seen to be involved and committed to the

I N T E RV I E W

company’s vision and purpose.

In the post-COVID world, people are increasingly looking to their leaders to provide robust direction and support. It’s also important for leaders to drive forward change and set the “tone from the top” and in times like this, how these leaders communicate is vital.

What important lessons have you learned on your career and leadership journey?

• Always run your career like a business – have a strategy with where you are, where you want to be and how to get there. Assess regularly.

Believe in yourself and in your • abilities.

• Raise your hand for opportunities, apply yourself and perfect what you do.

• Seek a mentor who has time, experience and honesty.

• Never stop learning and improving yourself.

• Show up in meetings, sessions and presentations.

There will be obstacles along the • way – the choice is yours as to how you will deal with them – my advice is, in case you fall, stand up, dust yourself off and keep walking.

• Surround yourself with people who share your values and vision.

• Volunteerism contributes to my career growth. Thus, I continue to actively do this.

• Be humble and treat all people with respect. Remember, the sky is not the limit, the universe is.

What excited you about your role as the first black woman CEO at PwC Southern Africa?

I was actually the first woman CEO, not just the first African woman CEO at PwC Southern Africa. I knew that there was no playbook indicating how other women did previously, and that I would be paving the way for other women. I was excited that while there were high expectations, I was also in a position to give hope to other women, and the African child in particular. I was also excited that the coaching and motivation I had been doing would now be from a position of authority; I

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

I NT E RV I EW

S H I RLE Y M ACHA BA

would have the right seat at the table to be able to ask the right questions, be heard, felt and intentionally create a pipeline of potential young leaders who are confident to take over in future. Overall, I will have no excuse for not leaving an impactful legacy of a sustainable future.

What have been some of your milestones over the last 2 years?

PwC is a purpose-led and valuesdriven organisation and together with my leadership team I have been able to visibly implement our Africa strategy, ensuring that quality is at the heart of everything we do. My vision has always been building a no. 1 firm with quality clients and people who are digitally fit, and as a team we have achieved that.

Through my proactive participation in structures such as BLSA, AMCHAM, BUSA and B4SA I have been able to elevate the profile of PwC and took every opportunity to actualise our purpose of building trust in society and solving important problems. As corporates, we have a responsibility to

implement programmes that contribute to the upliftment of our country. We have developed a societal purpose strategy called Reimagine Africa, together, which is guided by UN SDGs focusing on seven areas, being gender equality, good health, quality education, good health and wellbeing, affordable and clean energy, decent work and economic growth, reducing inequalities and climate action.

•

•

•

The following are a few examples where we are promoting transformation and contributing in addressing the seven areas: • •

• • •

We continue to maintain a Level 1 certificate.

We have a transformation and gender equality strategy with specific KPIs for our leadership, monitored by the board regularly.

We have a gender neutral succession plan.

We have a gender neutral procurement policy.

We have merit-based recruitment, promotion and retention criteria and practices.

30 S TANDARD BANK TO P W O M EN LEADERS

•

We have gender responsive enterprise development, procurement and corporate responsibility programmes.

We support a number of SMME programmes, such as the BSSA Foundation, PwC’s Faranani Rural Women Training Initiative and Yes4Youth programmes to name a few.

Through the BSSA Foundation we provide business skills to previously disadvantaged communities, the majority being female. To date, we have successfully trained over 67,000 SMMEs who are running profitable businesses and creating sustainable jobs.

The Faranani Rural Women Training Initiative aims to unlock the business potential of women living in rural areas and empowers them to generate their own income The project has been rolled out across the country, with BSSA providing training as well as three months of mentorship and after-care support. By mid-2021, over 4,000 women had been

SH IR L E Y MACH A BA

•

•

•

•

through the Faranani training and 68% of attendees have been able to increase profitability in their businesses.

We support the government’s Yes4Youth programme. In November 2020 we held our first Skills for Society corporate responsibility day, in partnership with the Yes initiative.

Wellbeing is another of our focus areas. We recognise the impact COVID has had on our mental and overall wellbeing and we have had regular surveys to see how our people are managing with this. The responses we got helped shaped our talks and communications over the course of the year. It was important for us to let our people know that we truly do care about their wellbeing and that of their families.

We are being deliberate about taking up membership with organisations that embrace the principles of gender equality.

Our commitment to net zero, for instance has been well articulated,

•

•

•

•

in line with our global firm’s commitment to this priority. We’re making a worldwide sciencebased commitment to reach net zero greenhouse gas emissions by 2030, and our SA firm is committed to helping make this happen.

We partner with skills development organisations to impart essential business skills and support.

We’ve entered into a local collaboration with UNICEF to help prepare young people with relevant skills to enter the workforce.

Through our partnership with the UN Women’s HeForShe initiative, we’re working towards achieving global gender equality in the workplace and beyond.

We are providing pro bono services to the Solidarity Fund and Gender Based Violence & Femicide Response Fund.

We have also implemented an internal GBV policy, aimed at providing support to victims.

I N T E RV I E W

You were appointed CEO in July 2019 – and have been at the helm during the pandemic. How has COVID affected PwC’s business model, and how did you pivot?

COVID-19 impacted all of us including businesses, big and small, society and government globally. Unfortunately there is no playbook to deal with it.

It is new to all of us, including the medical fraternity.

We are learning every day. COVID-19 has afforded us the opportunity to reimagine where, how and when we work. It’s changed workspaces and workplaces, as well as how we interact with each other. In addition to mastering these physical challenges, women also display empathy and caring, bringing a different perspective.

Organisations are actually in good hands when women are leading.

For me it is not about leading from the front, but leading from behind.

Empower your teams by giving direction and the rest will follow.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 31

I NT E RV I EW

S H I RLE Y M ACHA BA

My focus in response will be on the following: Communicating with our people • What is critical about the tone from the top is that it is not just the verbal and written communication but the actions we take and the behaviour we display.

It is important that we lead by example especially in these pandemic times.

• When the pandemic hit, it tested our personal and collective ability to respond to real uncertainty that impacted everyone on a personal and professional level and we had the responsibility to not only navigate this ourselves as individuals but to direct and confidently lead our people.

• We did not bombard people with volumes of information but rather selected crucial messages at appropriate times, clear and concise.

• We found it critical that we were open to hearing what our people were concerned about and addressing what their needs were in this environment. It was absolutely essential to listen to our people.

• Communications our people wanted centred around working from home, wellbeing, updates when government guidelines changed. Video became a popular resource, with people centred messaging delivered in a authentic and compassionate manner • Human-centred communications, demonstrating an understanding and acceptance of people’s circumstances at all levels have been well received – in addition to their work responsibilities, we understand that many of our people are parents that needed to carry out homeschooling; many have responsibilities towards family members; and internet connectivity is an issue for some. At all times our offices are accessible to those who need to access our networks or wifi, and we developed a remote working charter of ten promises which is about valuing and supporting one

another, saying thank you and reimagining our future together.

Culture (purpose and values) • At PwC we’re guided by our purpose, to build trust in society and solve important problems which underpins our strategy.

• This, along with our values of example act with integrity, reimagining the possible, it aligns the focus of our people and directs the decisions we make and actions we take. It’s reflected in our leadership and governance structures, and embraced throughout the firm (and the PwC global network).

My purpose and

values drive me. My

purpose is to make a

difference in people’s lives, particularly

youth and women.

Fortunately the firm’s purpose and values

and mine are aligned,

which makes it easy to initiate and implement programmes that are aligned to the firm’s

purpose and values.

Investment in technology • Because of the nature of our work, flexibility is already part of our culture and our way of doing business.

• The vast majority of PwC workforce is mobile, with a small number being permanently office bound.

• In recent years, digitising our business has been a key focus for us, to modernise and mobilise our global workforce.

32 S TANDARD BANK TO P W O M EN LEADERS

•

•

This investment served us well when COVID-19 struck – in Southern Africa, this resulted in the entire firm transitioning seamlessly to working from home, with short notice.

This has accelerated the conversation about the future of the workplace and what that will look like. A lot of our clients are, as are we, having conversations around hybrid models of working.

Currently, a hybrid model is being exercised to manage the different waves and lockdown levels.

Digital transformation • In addition to investments in technology, we’ve also invested in the digital transformation and agility of our people. Aligning with the objectives of our new world. New skills initiative, our staff all have access to our Digital Fitness app, which provides them with access to digital learning resources aimed at building their knowledge and skills, in their own time. Realising that social distancing and lockdown mandates have left people isolated and in need of reliable information, we also launched a free version of the app to the public, with curated resources and content aimed at empowering people to stay relevant, boost their digital acumen and access resources to navigate COVID-19’s impacts during this difficult time.

Building on the DFA, our digital transformation journey, called Our Tomorrow, has seen our people having access to powerful new digital tools aimed at taking them and PwC into the future.

What is your assessment of the role of leadership during these difficult times?

The role of leadership during these difficult times is defined by the following attributes of leadership: selfless, agile, adaptable, inclusive, emotional intelligence, decisive, courageous, fearless, innovative, humble, visionary, resilient, caring, collaborative, transparent, authentic, trustworthy, truthful, creativity, passion

SH IR L E Y MACH A BA

and critical thinking. It takes leaders with a combination of all of the above to be able to lead successfully during difficult times.

How are you ensuring you leave a legacy of excellence?

I believe in lifting as I rise. No one should be left behind. Operating in silos dilutes power; my leadership style is collaboration with a focus on passing on wisdom. I use any opportunity to share my story – which includes successes and failures. A quality culture is something that as a firm we have been consistently driving and I take every opportunity to communicate this to our people to ensure it is part of our DNA. What is your “why”? What drives you?

My purpose and values drive me. My purpose is to make a difference in people’s lives, particularly youth and women. Fortunately the firm’s purpose and values and mine are aligned, which makes it easy to initiate and implement programmes that are aligned to the firm’s purpose and values.

Do you have any advice for young women aspiring to leadership roles?

I believe that the future is female, therefore there are many opportunities for young women aspiring to leadership roles. We all have aspirations; however, you cannot be in a leadership role without depth – people won’t take you seriously. You need to show up and accumulate experience in order to be confident in your leadership role. Don’t accept mediocre appointments; they will affect your wellbeing. Exercise ethical leadership to manage your reputation, show up and have confidence. And a final word of advice – don’t forget to have mentors; they are invaluable at leadership level.

The road to success is not easy. It’s full of obstacles and you will fail at times. Don’t apologise for failure.

Learn from it. Tell yourself it’s ok to be vulnerable. Make time for yourself and your dreams, and then go out and pursue them. If you fall, roll, stand up,

dust yourself off and keep walking until you reach where you are going.

What exciting plans do you have for the next year?

As a firm, we have recently refreshed our Africa strategy, which is also aligned to our global strategy called The New Equation.

Globally we saw how fundamental changes shaping our world include technological disruption, climate change, fractured geopolitics, and the continuing effects of the COVID-19 pandemic. At PwC, we’ve been analysing global trends, and having thousands of conversations with clients and stakeholders around the world, and what’s emerged from these conversations has been very interesting. People all over the world agree on two interconnected needs that they will face in the coming years.

The first is to build trust, which has never been more important, nor more difficult. Organisations increasingly need to earn trust across a wide range of topics that are important to their stakeholders.

Success depends on fundamental shifts in the way executives think, organisational culture, systems and ambition. The second is to deliver sustained outcomes in an environment where competition and the risk of disruption are more intense than ever and societal expectations have never been greater. Businesses need to change faster and more thoroughly to attract capital, talent and customers.

Too often, however, narrowly conceived transformation initiatives do not deliver the outcomes they promise.

A new approach is needed.

Now, every organisation will approach these challenges in the way that is most suitable to their unique circumstances, and in a way that makes sense to them. At PwC we’ve reshaped our global strategy, and called it The New Equation. By bringing our unique combination of capabilities together, and matching it with serious investment and our commitment to quality, we can help clients unlock value for shareholders,

I N T E RV I E W

stakeholders and wider society. As PwC Africa, we’re so excited by the opportunity that The New Equation presents for our clients, our people and other stakeholders, especially as we seek to deliver against our purpose in society – which is to build trust and solve important problems.

Our growth strategy is aligned to our purpose, because we believe that we cannot be an island of prosperity in a poverty stricken environment.

Business must do well by doing good. We therefore anticipate making significant investments and creating more than 2500 jobs. The strategy also presents a lot of opportunities to our people in the areas of international development, cybersecurity, value creation, digital transformation and ESG. Again quality is non-negotiable in everything we do.

Overall, we see ourselves as a community of problem solvers who do not just provide those solutions, but also look for them.

Do you have a message for people out there struggling to survive?

Feeling fearful, anxious, depressed and uncertain is normal. While the current situation is challenging, there are definitely opportunities that as a collective, we need to embrace.

There is an opportunity for us to emerge from this crisis as better people.

We can connect better through technology, therefore there is no need to isolate yourself. Learn to do things differently e.g. establish new networks virtually and continue to collaborate with other stakeholders, attend church online, have e-lunch, e-drinks with friends, colleagues and family members who are not staying with you.

This is the perfect time to develop ourselves by learning new skills. To those running businesses, please be innovative and try to diversify your business. Most of all, let’s all do our part, let’s vaccinate, stay at home to stay safe!

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

I NT E RV I EW

AN AS TAC I A TSHESA NE

IN MY HOUSE WE BELIEVE IN

Super Heroes!

Please describe your journey to joining PwC. Growing up in a township, I was very aware of the challenges of poverty and lack of opportunities. As a result, I was very focused on education as a catalyst for the change I wanted to see. Being a CA was my dream from a very young age, so when I was successful in my application for a PwC bursary, I was determined to make the most of the opportunity this provided.

I served my articles in PwC’s Banking and Capital Markets Division. I always loved a good challenge, and financial services wasn’t the most diverse arena at the time. This is why I was particularly intrigued to understand why that was; and there was no better place to find out than from within. I enjoyed my time in the banking and capital markets industry, and I loved the experience, exposure and support I got, all the way through to partnership.

Since your admission to the partnership in 2012, your client work has focused on banking and capital markets, and other industry group audits. Please describe your current role and responsibilities.

I’ve continued to focus on banking and capital markets, and highly-regulated industries within the consumer industrial products and services area, particularly multinational groups.

MEET

Anastacia Tshesane – DIVERSITY AND INCLUSION LEADER, PWC

By Fiona Wakelin

34 S TANDARD BANK TO P W O M EN LEADERS

What I’m most passionate about in my current role, as a member of our South Market Area executive team, is progressing transformation, diversity and inclusion – in both our workplace and society. Given my journey, I understand the barriers to entry, and the obstacles that pose a personal challenge to succeeding in the financial services industry. I feel a responsibility to directly and positively impact the journey of the generations that follow.

How did COVID-19 impact you and your team?

There were both positive and negative impacts on my team. On the positive side,

ANASTAC IA T SH E S A N E

innovation was enhanced. It is possible to work differently, and that realisation has been accelerated and embraced. The biggest challenge was that boundaries were tested; we all had longer days but more than anything – we lost the personal touch to an extent. This made it more challenging to emphasise our culture and values when everyone was working remotely.

I think by now everyone is familiar with the themes relating to gender equality arising from the pandemic. We’re seeing these issues reiterated in our regular research around remuneration trends and women in work research. The evidence emerging globally from the latter is that the damage from COVID-19 and government response and recovery policies, are disproportionately being felt by women. In order to undo the damage caused by COVID-19 to women in work – even by 2030 – progress towards gender equality needs to be twice as fast as its historical rate. As PwC’s Inclusion and Diversity Lead, this is a priority for me.

As Head of Diversity and Inclusion for PwC, what have been some of your major accomplishments – and how do you think we can speed up the transformation journey in SA? With this role, there is no personal accomplishment. I would emphasise that what we have achieved has been a team effort, supported by our values and advocated for by our leadership team. Some of the highlights have been the following: •

•

•

We have increased the number of female partners within the organisation, as well as the leadership positions occupied by females.

We recently rolled out what we call the Inclusion Badge – this is a platform that will enhance inclusive leadership and therefore inclusion within the firm, with a targeted and progressive lens. Diversity and Inclusion remain a top priority for us.

What is particularly close to my heart is ensuring that the firm has inclusive policies and targeted programmes that focus on new graduates entering our business, so they have a positive working experience.

Referring to the transformation aspect, there are multifaceted challenges and obstacles that directly impact transformation in South Africa. Most industries, including ours, have a mature understanding of these challenges and have implemented appropriate strategies to address them. Consistent application and continuous improvements to these existing strategies is the only way to ensure that transformation happens at a faster pace.

What inspires you about what you do?

I am inspired by the trailblazer leaders who have come before me; they inspire me to progress that which they have started.

Working with young people and having access to agents of change also keeps me inspired and wanting to do more, be more and impact more.

How would you describe your purpose?

I see my purpose as being very aligned to where I began my personal journey.

As a young black township girl, who has successfully scaled many obstacles, I feel privileged to be where I am. My purpose is to remove as many of those barriers, for as many women as I can, in order to see more young women lead in the corporate space.

How have you resolved the pain points in your career?

Mentorship and resilience have been critical to me accomplishing what I set my mind to.

Having mentors from diverse backgrounds has helped shape my critical thinking, self-awareness and ability to impact and influence. I have accepted that oftentimes, pain points are catalysts for growth. Being resilient and able to learn from these is important for me.

What advice do you have for aspirant accountants?

Work hard and celebrate each milestone.

Understand that growth in this profession is a journey.

Be self-reflective.

Remember that each successfully navigated challenge increases your resilience.

I N T E RV I E W

This is a critical time for business, educators, government and other stakeholders to work together in a more agile, resilient and inclusive manner and to commit to ameaningful and sustained investment in societal purpose.

If you had an extra hour in the day, how would you spend it?

I would spend half an hour reading more with my children, and the other half an hour watching cartoons again with my children – in my household, we believe in superheroes.

Please share any exciting plans you may have for the future While we have accomplished significant milestones in ensuring that inclusion and diversity enjoy the prominence that they deserve at PwC, there is still much to be done. I look forward to building on the strong foundation that we have already established, in line with our purpose of building trust in society and solving important problems.

Do you have a message for our readership?

The role of business in society has changed dramatically. There’s greater focus on how organisations impact the world around them – affecting climate change, responsible investment, sustainable value chains, social mobility and inclusion and equality. Add COVID-19 and its associated challenges into the mix, and there’s no doubt that a focused societal purpose strategy is imperative for any business that wants to have a sustainable impact. This is a critical time for business, educators, government and other stakeholders to work together in a more agile, resilient and inclusive manner and to commit to a meaningful and sustained investment in societal purpose. We all have a role to play in this.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 35

Meet Lee-Ann Samuel, Group Executive: People at Implats.

“Always aim high, work hard, and care deeply about what you believe in. And, when you stumble, keep faith. And, when you’re knocked down, get right back up and never listen to anyone who says you can’t or shouldn’t go on.”

— Hillary Clinton, politician and lawyer

Lee-Ann Samuel, Implats Group Executive: People, has obtained notable achievements during her years in the industry, including being awarded HR Practitioner of the Year while at Nedbank. She was also awarded the African Award Association (SARA) Reward Practitioner of the Year Award while at ABSA, and SARA Reward Strategist of the Year while at Goldfields. She holds a BA Psychology degree and an Honours degree in Political Science – both from the University of Johannesburg.

LEE-ANN ON SOCIAL RESPONSIBILITY INITIATIVES: “I support the Ebenezer Hannah Home in Grasmere, Johannesburg, which is a non-

profit organisation caring for underprivileged children and destitute people. I regularly visit the home and spend time with the children. I also support the home financially and every Christmas we make Santa shoeboxes for the kids and host a Christmas party for the home.

I’m also a volunteer at KCC Kids Saturday School, a registered non-profit organisation focusing on the basic educational needs of children from impoverished areas of Rabie Ridge, Ivory Park and Tembisa. We provide extra maths and English lessons to the children.

“On a personal level, I support homeless people who stand at the traffic lights in the area close to my home. I know all of them by name and they know me and most Sundays after church I take them lunch and I provide them with a monthly allowance. I also give them medication when they are not feeling well.”

36 S TANDARD BANK TO P W O M EN LEADERS

HER FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS: • See challenges as opportunities • Don’t be afraid to fail – take risks, make mistakes, learn, and grow Don’t enter the workplace as a woman, • enter as a person to showcase your expertise • Don’t ask for special treatment, ask for a level playing field • Believe in yourself – the fundamental key to success in business is self-belief and women are naturally known for underestimating their abilities.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Implats is committed to gender mainstreaming, defined as the intentional advancement of women in the workplace and the establishment of plans and policies

L E E - ANN S A M U E L

designed to give effect to this in a sustainable manner. Gender diversity is a business priority, ranging from setting targets to holding leaders accountable for results.

The main focus is in addressing all areas where women are underrepresented and to close the gender gaps in retaining, hiring, promotions and pay. We started employing women underground in 2004 and targeted employment of women at entry level with the aim to develop and promote from within.

Our skills development programmes aim to create a pipeline of young diverse talent, with specific focus on increasing women representation and succession planning to ensure advancement within the various career paths.

Our training programmes reflect a significant increase in intake of women at tertiary education level and in-house training opportunities with the aim of presenting more opportunities for women in core and critical occupations. Mentoring is also a great way to build confidence in junior employees and programmes are implemented to up-skill women on identified training programmes and succession planning.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Achieving gender equality is important for workplaces not only because it is ‘fair’ and ‘the right thing to do,’ but because it is also linked to economic growth. The presence of women promotes gender equity in the industry, and they contribute to the available workforce that directly feeds the economy, so their inclusion has a noticeable socioeconomic impact.

The economic empowerment of women will also have a positive impact on their immediate families as women have been excluded from full participation in the country’s economy given the restrictive and stereotypical roles to which they were subjected.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? Implats is committed to gender mainstreaming. Our policies and procedures are aimed at contributing to sound employee relations, attracting and retaining talent and ensuring the continuous development of our employees, while offering opportunities for career progression with a particular emphasis on women. We have taken decisive steps to improve our approach to

creating an environment conducive to gender equality and to addressing barriers to the employment, retention and the advancement of women. The focus is addressing all areas where women are under-represented and to close the gender gaps by retaining, hiring and promotions.

We made good progress in our 2020 financial year in promoting equitable representation at all levels at our South African operations. At year end we had 179 females in management positions (22%) across the Group (153 in South Africa).

At our South Africa operations, women made up 12% of our total workforce, with 9% in the core disciplines of mining, engineering, projects and metallurgy. At Implats board level, female representation increased from 38% to 46%.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? A key objective in the mining industry is to have sufficient representation of women at all levels. This is supported by the inclusion of targets in the Mining Charter III and the publication in 2020 of the Minerals Council South Africa’s White Paper on Women in Mining to streamline the industry’s strategies to advance women in the industry. We support this intervention and continue to collaborate with the Minerals Council, the government and organised labour, to promote gender diversity and inclusion at all levels in the workplace.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? Besides our external-facing social media platforms, we have implemented an employee engagement app which is enhancing our ability to reach all our employees with information that is critical for an informed, unified, motivated and performancedriven workforce.

It is helping to ensure that employees who were previously not connected to the business are empowered with information on business strategies, goals and targets so that we are collectively working towards one common purpose.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Implats is committed to playing its role in the attainment of the United Nations Sustainable Development Goals, supporting the government and working with other stakeholders to build thriving communities.

I N T E RV I E W

Our initiatives aimed at achieving ESG excellence are aligned with and build on our ongoing commitment to the UN Global Compact and its 10 principles, to which we have been a signatory since 2008. Implats has identified and prioritised 11 sustainable development goals where we believe we can have the most meaningful impact. Through our core activities and collaborative efforts to build capacity in our communities, we are making a valuable contribution to meeting national and global developmental objectives.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Through our “Leading the Implats Way” development programme, we have defined the leadership competencies that will provide Implats with leaders who don’t just seek to maintain our current performance but strive for sustained continuous improvement as the Company grows and adapts to the future of mining. Our leadership development programmes aim to empower Implats’ leaders to strategically shape and drive the transformation and growth of the business, grounded in our culture of care and performance. Our future leaders will develop the insights and skills to further entrench the Implats Way, to lead with an innovative mindset, to examine strategic thinking and tools for execution, and to develop the important skills of a leader as a coach.

Impala Platinum Holding Limited (Implats) is a leading producer of platinum group metals (PGMs).

Implats has six mining operations and the toll refining business, Impala Refining Services. Its mines are located on three of the most significant PGM deposits in the world: the Bushveld Complex in South Africa, the Canadian Shield in North America and the Great Dyke in Zimbabwe. Implats’ mining operations include Impala Rustenburg, Zimplats, Marula, Impala Canada’s Lac des Iles, Mimosa and Two Rivers. The group’s head office is in Johannesburg.

Implats employs more than 50 000 people, including contractors, across its operations.

At the end of its 2020 financial year, Implats had available PGM mineral resources of 277 million 6E ounces and mineral reserves of 47.8 million 6E ounces. Group-refined PGM production for FY2020 was 2.8 million ounces, which included 1.3 million ounces of platinum, 900 000 ounces of palladium and 200 000 ounces of rhodium. The markets for the group’s products are primarily South Africa, Japan, China, the US and Europe.

The company’s vision is to be the world’s best PGM producer, sustainably delivering superior value to all its stakeholders.

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

I NT E RV I EW

TH ABI LE M AKGAL A

“The size of your dreams must always exceed your current capacity to achieve them. If your dreams do not scare you, they are not big enough.”

Serving almost two decades in the mining industry, Thabile Makgala, Implats Executive: Eastern Limb, is a Mining Engineer with a Bachelor of Science degree in Mining Engineering (cum laude) and an MBA. Thabile also holds a Mine Managers Certificate of Competency, as well as a Mine Overseers Certificate of Competency. She is a member of the South African Institute of Mining and Metallurgy and the Institute of Directors in Southern Africa.

As a director and patron of Women in Mining South Africa (WiMSA), Thabile is a strong proponent for the advancement of women in mining and has been recognised globally for her work in this area. She was one of

38 S TANDARD BANK TO P W O M EN LEADERS

16 South African women featured in the 2018 list of ‘Top 100 Global Inspirational Women in Mining’ compiled by the London-based non-profit organisation, Women in Mining UK. Thabile on social responsibility initiatives: “WiMSA is a non-profit organisation that provides a platform for women in the industry to network and encourages them to seek guidance and be mentored by other professionals in the industry, so that they too can flourish in this male-dominated industry, which can be challenging for female employees.

“WiMSA has various outreach initiatives, including the promotion of science, technology, engineering, and maths (STEM) skills among female learners in high school and at tertiary institutions through our WiMSA career day workshops aimed at promoting careers in the mining industry to young women.

“Through WiMSA, we also support the Frida Hartley Shelter for destitute women

T H AB IL E MA K GA L A

and children in Yeoville, Johannesburg. This initiative is very close to my heart as women should support and empower other women who are less fortunate than themselves. On a biannual basis we collect food, clothes, toys, books and other essentials which we donate to the home.”

Her five tips on surviving and thriving in business: • Be yourself; find your space and make your voice heard.

• Take charge of your own development and grasp opportunities that come your way, even when they take you out of your comfort zone.

Do not be concerned about what • others think of you and your abilities.

With confidence, determination, the right support and mentorship, you can achieve the impossible.

• Support other women, especially in the mining industry. Harness their potential and lift them up so they can thrive, because when women thrive, the organisation thrives for everyone’s benefit.

Never ever give up on your dreams.

• How have you implemented gender driven development in the workplace?

We have taken decisive steps over the past two years to improve our approach to creating an environment conducive to gender equality and to address barriers to the employment, retention and the advancement of women.

Our diversity and employment equity 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 employment equity plans (2020 to 2024).

How has gender empowerment strengthened your organisation?

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 and successful. For Implats, gender diversity is a business imperative.

Our commitment to gender diversity is reflected in the fact that Implats is one of 350 global companies listed in the Bloomberg 2021 Gender-Equality Index (GEI), which recognises companies committed to transparency in gender reporting and advancing women’s equality in the workplace. The GEI measures gender equality across five pillars: female leadership and talent pipeline, equal pay and gender pay parity, inclusive culture, sexual harassment policies, and pro-women brand.

The company also qualified as a 2020 “Top Gender Empowered Company” in Standard Bank’s Top Women Leaders Awards.

What are your organisation’s gender equality and BEE ratings and policies?

We made good progress in our 2020 financial year in promoting equitable representation at all levels at our South African operations. At year end we had 179 females in management positions (22%) across the Group (153 in South Africa).

At our South Africa operations, women made up 12% of our total workforce, with 9% in the core disciplines of mining, engineering, projects and metallurgy. At Implats board level, female representation increased from 38% to 46%.

What technological innovations are you using in your organisation to keep in line with the Fourth Industrial Revolution (4IR)?

The Implats MyImplats mobile app provides the CEO and his executive team with up-to-date, consolidated external market information and internal performance information through a single interface, delivered via a mobile device. We are also implementing face recognition technology to cater for the health and safety of our employees at the operations.

How are you using social media to create more business?

Our Company-managed social media

I N T E RV I E W

platforms are used to share information about the business with a variety of stakeholders, to engage those who are interested in and affected by our business, and to manage our corporate reputation by demonstrating how we are working towards our vision, mission and purpose, founded in a strong set of corporate values that drive our new culture.

What is your position on doing business in Africa?

Africa as a continent faces many challenges, including its marginalisation from the global economy, insufficient development finance, healthcare and poor infrastructure.

Leadership challenges are also a challenge.

There are, however, compelling sector investment opportunities in Africa, such as oil and gas, and an abundance of minerals, making Africa a lucrative place to conduct business.

What skills do you think leaders of the future are going to need?

Future leaders need the requisite skills and qualities to lead organisations in a world disrupted by technology. They need to inspire, develop talent and drive innovation in their organisations.

Future leaders need to be able to lead and motivate diverse teams with various generation gaps that result in complexities in the workplace. They also need to be agile and learn to base company decisions on facts and data as opposed to mostly relying on employee experience.

Which female leaders inspire you the most, and why?

I am inspired by numerous female leaders, including my mom, due to her grit and her abilities to overcome challenges despite adversities. Another female leader that inspires and motivates me the most, who I admire and respect so much, is the Prime Minister of New Zealand, Jacinda Ardern.

She has demonstrated sheer determination and led with compassion during challenging world events, such as the Covid-19 pandemic. She is agile, embraces diversity and has applied a modern approach to leadership, a trait that many leaders have not yet embraced.

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

Sumarie Greybe Sumarie Greybe has built a career as one of the leading short-term insurance actuaries in South Africa. She headed short-term insurance consulting at her own firm, Quindiem Consulting, for over 15 years. In 2011, Quindiem was acquired by EY and Sumarie became a Partner at EY and Head of EY Africa’s Africa Actuarial Services Short Term Insurance Practice. Over the years, Sumarie served as actuarial advisor to many of South Africa’s large insurers.

Born and bred in Pretoria, South Africa, Sumarie (together with co-founders Alex Thomson and Ernest North) successfully raised funding and started to work full-time on Naked Insurance in 2016, which officially launched in April 2018. She believed insurance needed to adapt to current times, technology, and social standards, and offer the transparency and trust that consumers expect from a Financial Services Provider. As such, she (together with Naked Insurance’s other two co-founders) set out to change to improve the way insurance works by starting from scratch, building a new business model and using cutting edge technology to deliver a new generation of insurance.

Sumarie has obtained a BCom (Hons) degree in Actuarial Science from the University of Pretoria (1994), and is accredited by the Financial Intermediaries Association of Southern Africa (FIA) – a trade association for intermediaries – striving to protect and develop the professional service of all members and their employees so consumers can benefit from the value of advice, risk management and product fulfilment in today’s DIY world.

40 S TANDARD BANK TO P W O M EN LEADERS

SU MAR IE GRE Y BE

WHAT IS YOUR VISION FOR NAKED INSURANCE? WHAT GOOD WOULD YOU LIKE TO COME FROM IT? At Naked Insurance, we want to change the way people think about insurance because we don’t believe that it needs to be a grudge purchase. We want to create an insurance offering that people love because the customer experience is convenient, the exchange of value is fair and transparent, and the company is doing the right things for customers and the wider community.

PLEASE COULD YOU TELL US A BIT ABOUT YOUR BACKGROUND – WHAT LED YOU DOWN THIS CAREER PATH? I’m a short-term insurance actuary with over 15 years of experience in consulting to insurance companies — my colleagues and co-founders, Alex Thomson and Ernest North, were also consulting actuaries before we started Naked Insurance. In our former careers, all three of us saw every day how traditional insurance companies are battling to adjust to today’s consumer.

It’s not just that the experience is manual and inefficient because of the call centres and paperwork —people don’t trust insurers because there is a conflict of interest at the heart of the business model. We realised that to change this it would be necessary to build a new type of insurance offering from the ground up — one that could be digital and automated because it’s not constrained by legacy technology and processes.

But it goes further. Unlike traditional insurers, we charge our clients a flat fee, and donate money left in the pot allocated for claims to causes in our Naked Difference programme at the end of the year. Because we don’t profit from the claims pool, customers know they won’t need to fight to get a valid claim paid and they get to enjoy being part of something that makes a difference in the community.

WHAT 3 TIPS DO YOU HAVE FOR BUILDING A NEW BUSINESS MODEL? Start with a problem that you have • because it is likely other people are experiencing the same issue. Be passionate about solving it and coming up with a solution.

When you build a new solution, do not • wait until you think it’s perfect before you test it. Don’t over-invest time and money before testing it with customers.

Adjust and improve based on customer feedback and testing. Find value even in negative feedback, and if necessary, rethink and try again.

Surround yourself with people who • share your values, passion and vision.

The fact that the other two founders of Naked and I share the same goals

and have a partnership based on respect and trust is a major factor in the success of our business. It makes the journey of building a new business much more enjoyable.

WHEN IT COMES TO BEING A WOMAN LEADER, WHAT LEADERSHIP QUALITIES DO YOU FEEL ARE MOST IMPORTANT? Great leaders trust, strengthen and empower their teams. They give people the opportunity and autonomy to grow. They see the value people can offer and give them the space to deliver on it. Another key trait is reliability – leaders must live up to their promises.

WHAT IS YOUR ‘WHY’?

I believe that we can change how insurance works in South Africa, reinventing it so that it serves the interests of consumers. Insurance is such an important part of our lives, and making it better will make a positive difference to society.

This is an opportunity for me to use my skills to make a meaningful impact.

HAVE YOU READ ANY BOOKS OR LISTENED TO ANY PODCASTS THAT HAVE INSPIRED YOU AND YOUR CAREER THUS FAR? Since we started Naked, I have been reading extensively to brush up my marketing and start-up skills. I enjoyed: No rules rules – Netflix and the Culture • of Reinvention, by Erin Meyer and Reed Hastings, for interesting insight into the culture behind one of the world’s most successful companies.

• The Lean Startup by Eric Ries is a must for young entrepreneurs who want to learn to build, test and shape ideas without having to bet the farm.

The Hard Thing about Hard Things by • Ben Horowitz helped me prepare for the startup journey we are on.

When I want to relax, I read fantasy • fiction and recommend the Liveship Traders by Robin Hobb, an oldie but a goodie.

• I also travel from Pretoria to Joburg a lot, so I listen to many podcasts.

My two favourites at the moment are: Making sense with Sam Harris and The Tim Ferris Show.

ARE THERE ANY CAREER HIGHLIGHTS YOU’RE PROUD OF THUS FAR? AND WHAT PROJECTS ARE YOU CURRENTLY WORKING ON? The launch of Naked Insurance was a highlight for me, as is every customer milestone that we pass. What we are really proud of is that our business growth is driven largely by customer referrals—we are

I N T E RV I E W

building a tribe that believes in what we do and shares it with others.

One of my proudest moments was when we made our first Naked Difference payment to six causes in October 2020. This year, we will be able to pay out even more to causes. I think it’s important to note that the Naked Difference is not a traditional corporate social investment programme, but an example of how companies can build profitable business models that deliver wins for the community and customers.

OUTSIDE OF WORK, ARE YOU INVOLVED IN ANY EXTRACURRICULAR ACTIVITIES AND/OR COMMUNITY OUTREACH PROJECTS? I believe in keeping my mind and body healthy. I practice meditation and have found the Waking Up with Sam Harris podcasts to be helpful. I stay fit by swimming and running regularly with two daughters who make sure I keep up with them.

I’m fortunate to work with incredible causes through the Naked Difference programme, and look forward to growing our reach and contribution to communities.

WHO OR WHAT INSPIRES YOU ON A DAILY BASIS? I find stories of ordinary people doing incredible things and achieving success incredibly inspiring. It affirms that it is possible for anyone to achieve their dreams and goals. In terms of who, I am reluctant to highlight specific people because so many people played (and still play) a role in my life and influenced its outcomes.

My grandmother and mother are both strong, independent women who were influential in my life, and my dad showed me that hard work and a positive attitude make anything possible. Throughout my career, I have had numerous individuals that have supported me in incredible ways and have given me lots of opportunities at each step of the way.

WHAT ADVICE DO YOU HAVE FOR YOUNG WOMEN IN SOUTH AFRICA WHO ASPIRE TO WORK IN YOUR INDUSTRY? HOW CAN THEY DIFFERENTIATE THEMSELVES? Do what you say – I believe it is important to be reliable and deliver on what you say you will do.

Have an inquisitive mind – get your hands dirty in all elements of the business.

Stay focussed on your goals and don’t let yourself be distracted by the small things.

Remember that you are only as good as your team. It is simply not possible to do everything successfully on your own.

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

By Charndré Emma Kippie

Creative marketing guru and edgy entrepreneur, Kopano Ruth Pheladi Moshoana, is the founder of the digital business known as KPRM Marketing Solutions, and owner and co-founder of Sorted VA – a virtual assistance agency, providing solutions geared towards helping small business owners save time and money, through ad-hoc duties, email management, events support and management. Kopano is quite passionate about impacting at scale through entrepreneurship.

Kopano, who hails from Midrand, Gauteng, has completed a BCom degree in Marketing Management and also obtained a Diploma in Digital Marketing.

As a notable young South African women entrepreneur, Kopano understands that social media goes beyond mere ‘recreational means’ and can be expertly used, in marketing, to communicate effectively with your consumer audience. She believes that ‘digital’ opens up doors to opportunities you’ve never thought of before!

WHY ARE YOU PASSIONATE ABOUT MARKETING? The reason why I choose this field of study is because I’ve always been fascinated with the psychology of human behaviour, and how Marketing – as a powerful communication tool – is able to influence buyer decisions. I am a ‘people’s person’ in general, so I love

42 S TANDARD BANK TO P W O M EN LEADERS

KO PANO MO S H OA N A

that my job involves actively working with different types of people and personalities.

Who are you inspired by and why?

I am inspired by my older brother, Nkosi, because of his selfless nature and amazing mind. He has been such a great source of guidance to me, in life and in business too.

IT IS IMPORTANT TO HAVE A TEACHABLE SPIRIT – HAVING A PASSION TO LEARN EVERYDAY IS KEY.

HOW DID YOU START YOUR JOURNEY AS AN ENTREPRENEUR? Wow! It has been such a gradual and exciting journey, honestly. I started out in the field as a Freelancer at first, and I did that for a year in order to gain a stronger ‘practical edge’, since I was self taught. I then decided to start my own Agency the year thereafter. It was, surprisingly, an easy path to pursue as I know that this was my true purpose in life.

However, the day-to-day challenges can often be challenging, but my vision keeps me going.

PLEASE TELL US A BIT MORE ABOUT YOUR BUSINESS MODEL. At KPRM Marketing, we specialise in establishing, maintaining and growing the online presence of your business brand, among other specialities. We offer a wide range

of services, such as social media marketing and management, content creation, influencer marketing and digital marketing. We understand that marketing, today, isn’t all about how well you know how to sell, but how well you know your customer.

WHAT ARE YOUR THREE TOP TIPS FOR STAYING AHEAD OF THE CURVE IN YOUR FIELD OF EXPERTISE? It is important to have a teachable spirit – having a passion to learn everyday is key.

• Be open to new perspectives – listen, observe, and place yourself out of your comfort zone.

• Have a great sense of awareness of your surroundings – make sure you have all the information you need in order to reach your goal.

What are the most rewarding parts of your job?

The most rewarding part of my job is getting to help others prosper, by representing them in the best way possible, offering high quality services.

Every business deserves intentional brand building to win!

What have been some major obstacles in your career, and how did you conquer them?

Trying to stand out from the pool of other upcoming digital agencies; the online space is overly saturated with what we do, but I always embrace our unique mission, which is uplifting Africa through Digital transformation. This is exactly what keeps us motivated through the turbulent, trying times in this field.

What advice do you have for young women who aspire to work in your field?

Just start! Even if you feel you don’t have all the answers. The internet avails us the opportunity to learn how to use all things digital to help ourselves and others, and there is a plethora of educational content that you can

I N T E RV I E W

commit to learning. You’re capable – just commit and focus on creating a great brand for yourself. If you know how to utilise your God-given skills correctly, then you will always stand out.

IF YOU WANT TO GO FAST, GO ALONE. IF YOU WANT TO GO FAR, GO TOGETHER - AFRICAN PROVERB

HAVE YOU READ ANY IMPORTANT/ LIFE-CHANGING BOOKS ALONG THE WAY? Honestly speaking, I am not much of an avid reader, but rather a keen learner of all things, and acquiring general knowledge. However, one of my favourite books is titled The Subtle Art of Not Giving a F*ck by Mark Manson.

I resonated with it so much because I truly believe that it is within the midst of struggle that we actually build character.

WHEN YOU’RE NOT WORKING, WHAT ARE YOUR FAVOURITE PASTIMES? My hobbies include some good old meditating, sitting down and journaling, and listening to music. I’m always up for trying out new things, and thoroughly enjoy outdoor activities.

WHAT LIFE MANTRA, IF ANY, DO YOU LIVE BY? ‘If you want to go fast, go alone. If you want to go far, go together’ – African proverb. I believe, and can attest to the fact that true success, in life, is built through collaboration with others.

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

AND WHO HAS TUMBLED FROM THE TOP?

By Fiona Wakelin

Top to bottom: Folorunsho Alakija; Ngina Kenyatta; Hajia Bola Shagaya; Wendy Appelbaum; Wendy Ackerman Looking at the list of the richest women in Africa, what is striking is that acquiring billionaire status does not happen overnight. Everyone featured here has spent a lifetime investing in, and growing, their entrepreneurial empires. Silver hair and gold in the bank!

WH O AR E T H E TO P 5 WE ALT H IE ST WO ME N IN A F RI CA ?

TOPPING THE LIST OF WEALTHY POWERHOUSES IN AFRICA IS: Folorunsho Alakija - a Nigerian billionaire Fifty years ago Folorunsho started out in the fashion industry and today her business interests include real estate, oil and gas and printing.

She is the owner of several groups of companies including Dayspring Property Development Company Limited, a real estate company which owns properties around the globe, as well as Rose of Sharon Prints and Promotions.

Folorunsho is also Executive Director of FAMFA Oil, her familyowned oil production company.

NEXT IS: Ngina Kenyatta - the mother of current Kenyan president, Uhuru Kenyatta Nearing her ninth decade Ngina Kenyatta is a billionaire with a portfolio which includes investments, banking, media and the dairy industry. “Mama Kenyatta” has a 24.91% share in the Commercial Bank of Africa (CBA) – she also owns shares in Media Max, a media company that owns K24 TV, Kameme Radio, and The People newspaper.

THIRD PLACE GOES TO: Hajia Bola Shagaya who also hails from Nigeria With a current net worth of almost a billion US, Hajia Bola started out as an auditor for the Central Bank of Nigeria and then her entrepreneurial verve kicked in! She started

an empire by importing Konica photographic equipment for resale.

Nearly 40 years later she is CEO of Bolmus Group International with interests in oil, real estate, banking, and photography.

Hajia founded Practoil Limited, and in 2005 became its managing director. Today Practoil is one of the largest importer and distributors of base oil in Nigeria today.

4TH AND 5TH PLACES ARE HELD BY SOUTH AFRICAN POWERHOUSES:

E D I TO R I A L

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 received an Inyathelo Award for her family’s philanthropic efforts in 2007.

A CAUTIONARY TALE

Wendy Appelbaum is the richest woman in South Africa and the 4th wealthiest on the continent Wendy Appelbaum is the daughter of Liberty Group founder Donald Gordon and the owner and Chair of De Morgenzon Wine Estate.

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 also a director of Sphere Holdings (Pty) Ltd, which 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.

Wendy Ackerman – FMCG powerhouse Wendy Ackerman is one of the founders and an Executive Director of Pick ‘n Pay Stores. Along with her husband Raymond Ackerman, Wendy has been a tremendous force in building up one of South

For many years Isabel Dos Santos, daughter of Angolan President, José Eduardo dos Santos, topped the list as the richest woman in Africa.

Currently in self-imposed exile in Dubai she is embroiled in legal battles while watching her empire implode.

Sources Bloombergquint Gluesea Nigerian Finder Demzyportal AllAfrica

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

M E D I CA L F UN D

BO NITAS M E D ICAL FUND’S TOP WOM EN Inter view with Mathilda Marais and Mpho Masilela Bonitas is the second largest open medical scheme in South Africa.

We adjust our wide range of benefit options every year, while keeping it simple and user-friendly.

• •

We aim to make quality healthcare accessible to all South Africans and offer a wide range of plans that are simple to understand and easy to use.

Bonitas is there for its members, which was demonstrated more than ever during the COVID-19 pandemic where several strategies – including free virtual consultations – were introduced to assist our members in terms of care, information, testing and vaccines.

•

Bonitas celebrates 40 years as a private healthcare scheme in South Africa, evolving and expanding its capabilities in response to the needs of a growing membership base.

We have a total of 709 881 beneficiaries and are pleased that we are one of only two medical schemes in South Africa that saw membership growth in the past year.

We are proud to say that, despite the poor economic performance in South Africa, Bonitas, which belongs to the members, is fiscally healthy with a total of R7.3 billion in reserves, a solvency ratio of 36.2% and a R1.3 billion surplus.

We have a rich heritage and solid understanding of the South African private healthcare industry.

We know the rising cost of healthcare is the top concern for our members.

Therefore, our team of experts is constantly looking for innovative ways to reduce costs and increase benefits.

We make strategic investments in technology, for example, to ensure lifestyle diseases are identified before they become chronic.

Employment Equity Plan Talent and Succession Management Policy and Framework Learning and Development Policy

Whether you are an entrepreneur, CEO, newlywed, a young couple with children, retiree or minimum wage earner, we have benefits which will match your needs. We know that we all need peace of mind when it comes to healthcare which is why Bonitas has a plan for you. This is how we fulfil our aim of providing affordable, quality healthcare for all South Africans.

MATHILDA MARAIS

General Manager: Governance, Risk and Compliance Achievements: • • • • • •

BCom Financial Accounting BCom (Hons.) Internal Audit Certified Internal Auditor (CIA) Certification in Risk Management Assurance (CRMA) Health Quality Assessment (HQA) – Board Member Trustee Development Programme (NQF level 7) – Wits Business School

Gender policies: •

Employment Equity and Transformation Policy

46 S TANDARD BANK TO P W O M EN LEADERS

HOW IS YOUR ORGANISATION IMPLEMENTING GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? By empowering and developing women in our organisation, we promote a woman’s sense of selfworth, her decision-making power, her access to opportunities and resources, her power and control over her own life

B O NITAS ME DICA L F U N D

inside and outside the home and her ability to affect change. To support the process of empowering and developing women within Bonitas, we have a Learning and Development Policy to promote continuous learning and development. Furthermore, Bonitas has a Talent and Succession Management Policy and Framework in place to provide guidance in terms of talent identification and development.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

• • • • •

Foster relationships Embrace every opportunity Continuous learning Balance yourself Influence with impact

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Bonitas has a lean senior management team given the structure of the Scheme and the current outsourcing model.

However, over the past few years, gender empowerment has strengthened the senior management team by creating a balance and by offering unique management and interpersonal skills. Since women typically excel in emotional intelligence and empathy, these leadership styles often strengthen the employee work ethic, employee development, respect amongst employees, critical thinking skills and collaboration. As a women leader within Bonitas, I strive to gain as much experience and influence within my current team structure. In doing this, it is important to promote a healthy worklife balance and exemplify integrity

as this sets an example for women behind me.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY POLICIES? Bonitas has an Employment Equity and Transformation Policy, as approved by the Board. Coupled with this Policy is the current Employment Equity (EE) Plan which sets out the EE goals and targets including the measures to retain critical and EE skills. From a management custodian perspective, Bonitas ensures that the required EE goals and targets are achieved through the Scheme’s recruitment processes.

Based on the current workforce profile, more than 50% of the workforce is female. The Scheme also established an EE Committee to oversee compliance with the Employment Equity and Transformation Policy and the EE plan.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? One of my key roles is to create an enhanced focus on good corporate governance principles. These include accountability, responsibility, transparency and fairness. By factoring these four key focuses into all aspects of business operations, you can work toward establishing corporate social responsibility. Corporate governance and social responsibility are intrinsically linked, both helping organisations to retain a healthy business balance. The key for successful organisations would be to ensure that the Board practices good governance while having sustainability in mind.

A DV E R TO R IA L

fit leaders. The building blocks for a future-fit organisation is an organisation with a supportive environment which provides for continuous learning and the development of future-fit leaders.

The following are some of the key competencies which will be required of future-fit leaders, given the challenging times and uncertainties we face as organisations and leaders on a daily basis: • • • • • • • • •

Learn continuously Communicate powerfully Champion change Build relationships Develop others Think and act innovatively Value collaboration and teamwork Solve problems and make decisions Take responsibility and be accountable

• WHICH FEMALE LEADER INSPIRES YOU THE MOST, AND WHY? During my career at PwC prior to joining the Bonitas team, one of the most inspiring female leaders I worked with was Shirley Machaba, the first female CEO of PwC Southern Africa.

Shirley is a leader, who consistently demonstrated professional values and work ethic. Based on her personal and professional values and for being an impactful leader, she made a significant difference in people’s lives and the profession.

MPHO MASILELA Scheme Secretary

Achievements: • BCom Governance and Administration

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED?

Postgraduate Certificates: • Company Law • Advanced Company Law • Governance, Risk and Compliance

I recently attended a leadership training course and one of the key takeaways was the importance of building a future-fit organisation, and with future-

Certificate: • Fundamentals of Project Management

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

A DV E R TO R IAL

BO N I TAS M E DICA L FUND

Associate Member: • Chartered Institute of Business Management Merit Award: • Best Team leader CORE First Line Managing Skills Programme Trustee Development Programme (NQF level 7) – Wits Business School

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

Adaptability

•

Embracing diversity

•

Valuing relationships and collaboration

•

Embracing Change

•

Practicing Self-Care and Mental Health

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Bonitas’ employment count constitutes a majority of women. Furthermore, the Scheme encourages the participation of women across various job categories and levels of employment.

Finally, Bonitas seeks to put in place strategies and programmes to assist women to realise their aspirations in line with the Employment Equity (EE) plan.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION?

T H E G R E ATE S T G LO RY I N LIVING, L IE S N OT I N NE VE R FA L L I N G, BUT IN R I S I N G E VE RY TIME W E FA LL .

-Ne l s o n M an d el a

The women constituting the Bonitas Senior Management team have brought in soft skills which include but are not limited to communication skills, conflict resolution, multitasking, compassion and the ability to work under pressure which are much needed for a flourishing and sustainable work environment.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? Bonitas is guided by a Board of Trustees approved Employment Equity and Transformation Policy.

Furthermore, the Employment Equity

48 S TANDARD BANK TO P W O M EN LEADERS

and Transformation Policy is supported by an Employment Equity (EE) Plan which sets out the EE goals and targets including the measures to retain critical and EE skills. The Board, through the relevant Committees, provides oversight to ensure that Executive Management and the Senior Management team achieve the set EE goals and targets, through the Scheme’s recruitment processes, guided by the Recruitment and Selection Policy.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? The Scheme’s Secretariat Department, which I head, is constantly seeking innovative and sustainable ways of service delivery. In addition, COVID-19 and the implementation of POPIA have forced the team to consider and embrace the importance of technology driven solutions in service delivery.

This includes reducing the number of printed documents for meetings and considering available technological applications to share information with the Board and committees.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? • • •

Accountability Emotional Intelligence Technological Intelligence and Savvy

B O NITAS ME DICA L F U N D

• • • • • • • • •

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY?

Mentorship spirit for skills transfer Courage Flexibility Intuition Collaboration Culturally Intelligent Authenticity Driven Energetic

A DV E R TO R IA L

achieved a BSc in Pure Mathematics at the University of North-West and a MSc in Mathematics Education at the University of the Witwatersrand.

I am inspired by the Vice-Chancellor of the University of Cape Town, Professor Mamokgethi Phakeng. She is an intellectual academic achiever who exudes a strong presence, power and composure. Professor Phakeng

In 2002 she became the first black female South African to obtain a PhD in Mathematics Education. Over and above being an academic achiever, Prof Phakeng has a sense of style

AFFORDABLE, QUALITY HEALTHCARE 2022

STRONG NETWORKS WITH THE BEST PROVIDERS

NEW

Replaces Wellness Extender

BENEFIT BOOSTER GET MORE VALUE TO COVER OUTOFHOSPITAL CLAIMS SUCH AS: • ACUTE MEDICINE • GP CONSULTATIONS • NONSURGICAL PROCEDURES

WIDE RANGE OF PLANS TO MEET YOUR NEEDS TRADITIONAL OPTIONS SAVINGS OPTIONS HOSPITAL OPTIONS NETWORK OPTIONS EDGE OPTION & NEW BONSTART PLUS

PREVENTATIVE CARE MAMMOGRAM EVERY 2 YEARS, WOMEN OVER 40 PAP SMEAR EVERY 3 YEARS, WOMEN BETWEEN AGES 21 AND 65 BONE DENSITY SCREENING, WOMEN AGED 65 AND OVER*

ACCESS THIS BENEFIT AFTER COMPLETING A WELLNESS SCREENING

CONTRACEPTIVES PER FAMILY FOR WOMEN AGED UP TO 50 COVER FOR UP TO

60 CHRONIC CONDITIONS  WITH FREE MEDICINE DELIVERY TO YOUR DOOR

MATERNITY BENEFITS (per pregnancy) ANTENATAL CONSULTATIONS POSTNATAL CONSULTATIONS PRIVATE WARD AFTER DELIVERY* ANTENATAL CLASSES

MANAGED CARE PROGRAMMES TO HELP YOU MANAGE YOUR CHRONIC CONDITION, GET SECOND OPINIONS AND USE YOUR BENEFITS WISELY

*PLAN DEPENDENT

0860 002 108 | bonitas.co.za |

2021/2022 ASK AFRIKA ORANGE INDEX AWARD FOR SERVICE EXCELLENCE!

•

353 734 Principal members

•

1.07 dependants per member

•

733 121 Beneficiaries

•

R7.3 billion in reserves

•

Average age of beneficiary: 34

•

36.2% solvency ratio

•

R1.3 billion net surplus

•

2.1% growth in membership since January

•

97.1% of members remained on their chosen option

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

WHAT’S NEW IN 2022?

•

•

includes COVID-19 tests and a

Bonitas took a strategic decision

daily contribution to quarantine

to utilise approximately R600m of reserves to ensure that 82% of members receive a below CPI contribution increase for the 2022

costs • •

The average weighted contribution increase for 2022 is 4.8% across

•

All new member app – powered by lifestyle programme

•

New oncology programme

all plans

Additional facts and figures

Bonitas also announced an

•

unprecedented reduction of 7.9% •

Dental benefit enhancements AMP: A personalised wellness and

benefit year •

International Travel Benefit

benefits to members in 2022

on the BonStart premium

•

Introduction of the Benefit Booster:

•

Stretches values and offers the largest increases ranging from 16 to 100% on day-to-day benefits

R446 million worth of additional R183 million saving on medicine R200 million savings on hospital costs

•

90.85% of hospital claims paid in 7 days

50 S TANDARD BANK TO P W O M EN LEADERS

H OW TO U NL E ASH YO U R FINANC IAL POTE N TI A L

E D I TO R I A L

By Lindy-Lou Alexander, Consumer and High Net Worth - Group Marketing Head, Standard Bank Group LTD.

It comes as no surprise that women are

reasonable interest but also allows easy

portfolio, but also build a stronger credit

clearly shows that women have astute

Financial back-ups for unforeseen events

required to further grow a portfolio.

better at managing money. In fact, the data financial acumen.

With the representation of women in the

workplace increasing – albeit not as at a

rapid rate as would be liked – the financial needs of women are changing. With the

basics of financial management in order,

the next focus for professional women is to expand and secure a strong financial future.

Building a balanced investment portfolio

that has a combination of various risk- and payment-term options is often the best place to start.

There are a variety of savings and

investment options on the market. A

selection of short-, medium-, and long-term

access to cash, is advisable.

are highly recommended. While often seen

as a grudge purchase, adequate insurance

Reducing all debt but leaving the facilities

healthcare with a medical aid plan, car and

credit facility, increases a credit score,

to provide for unplanned expenses, such as home insurance, a funeral plan, income

protection, and disability cover, will cushion the blow of unexpected occurrences.

be paid to ensure that the right mix and

contribution to each financial product will

can also become a financial disability. For

agreements before a nuptial, be it in

community of property or out of community of property, with or without accrual, need to be considered. Ante-nuptial or post-

marriage contracts are possible – these are at the discretion of the High Court.

including business, supplier, lease, and legal professional. In addition to ensuring

any management or account fees that may bump up the monthly repayment amounts.

There are new products, such as BizFlex – a pay-as-you-earn product that holds

amount for the duration of the contract – as an example of innovation in the SME financing sector.

legal precedents created by case law.

include personal and revolving loans,

reducing the gearing of fixed assets that

a safety net in an account that provides

competitive interest rate and be aware of

Compare the costs and benefits for all

legislation, it also needs to be in line with

for retirement.

least three months’ worth of expenses, as

entrepreneurs, seek loans that have a

that the legal document adheres to

Reducing asset-based costs will increase

A slush fund, preferably containing at

to be a useful tool in financial growth. They

no account costs and has a fixed interest

be made to meet financial goals.

It is also never too late to start saving

the potential to create additional sources

complexity of a final testament. Pre-nuptial

employment contracts, scrutinised by a

profile and attention to detail needs to

assets or business opportunities that have

Funding and loan options have the ability

been created by a professional to suit the

deposit offerings, share accounts, and a

options. Each offering has a different risk

but also allows flexibility to invest in other

This includes an updated will that has

It is advisable to have all contracts,

money-market facility as potential portfolio

active, like an access bond or low-interest

of income.

Covering all legal bases is essential.

financial products are available. These

include tax-free savings, unit trusts, fixed-

record for any additional asset-based loan

the value of a portfolio. This is done by have the potential to increase in value, such as property, as well as paying off

depreciating assets, such as a car, quicker.

This will not just increase the value of the

loans taken out. For individuals, this can overdraft facilities, instalments, and leasevehicle-lending options, as well as credit

card and home-loan products. The variety

of offers are all designed to suit a particular need and can often be compared on your

financial service provider’s website. Useful affordability and repayment calculation tools can also be found here.

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

I B I L I TI UNDE RWR I TI N G M A NAG E R S I NT ERVI EW WI T H YOLANDÉ VAN NI EKER K, CEO Ibiliti Underwriting Managers provides short-term insurance products and services to small- and medium-sized businesses in South Africa. Our vision is to deliver practical and creative solutions to our business partners that will enable them to remain competitive and successful in a complex world.

HOW HAVE YOU IMPLEMENTED GENDERDRIVEN DEVELOPMENT IN THE WORKPLACE? We embrace our femininity and do business in an authentic way. We believe that women infuse the business world with a gentler and heart-centred energy.

We always strive to embody the feminine qualities of compassion, empathy, and friendliness.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Women value cooperation and collaboration. These two abilities or vital skills in the new world of work, which are also the essence of femaleled businesses, have enabled us to build a healthy and strong company.

Because we recognise and value one another’s strengths, we are a formidable team that has each other’s back.

Contrary to popular belief, women can work together and do so with great success. Our feminine approach also has an enormous impact on how we are perceived in the market and the kind of quality clients that we attract.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? Human intellectual capital capacity building: Without talented, skilled staff, businesses have little hope for the future.

Data collection and activation: The right data helps to understand customer needs better so that businesses can offer customised advice, cover, and tailored pricing.

Digitisation: Insurance companies are adopting digital strategies for savings and efficiency, as well as increased customer satisfaction.

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

At Ibiliti we use: •

Real-time video and collaboration platforms that enable us to eliminate delays and reduce the number of onsite visits in the case of a claim.

•

Our desktop technicians use streaming services during quoting, inspections, or service calls to improve the quality and timelines of the triage process.

•

Seamless insurance web-based software, real-time portfolio management tools as well as online training and support make it possible for us to work from anywhere in the world on as many devices as we please. This ability makes quoting, policy conversion, and amendments easy, and receiving claims notification in real time a reality.

•

Our insurance business partners have access to their monthly reports and portfolio information in real time.

AI: The specialised functions of AI and machine learning assist in preventing fraud and money laundering.

Underwriting and pricing are also set to be overhauled by using this transversal tech.

Blockchain: It enables the creation of a digital ledger that cannot be altered. Using this technology, insurers can reduce the administrative costs that come with reviewing claims and checking payments made by third parties.

52 S TANDARD BANK TO P W O M EN LEADERS

IB IL IT I U NDE R WR IT ING MANAGE RS ( P TY ) LTD

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS?

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED?

We use our social media platforms – Facebook, YouTube, LinkedIn, Twitter, Pinterest, and GooglePlus - to educate our audience on insurance-related topics, inform them of the latest news and regulations, and inspire them to be their best and live on purpose. We believe that by sharing quality content regularly, we build our brand and subtly yet authentically create awareness of who we truly are and by doing so attract our ideal audience into our inner circle. Our colourful, mindful, and valuable posts tell the story of Ibiliti and its ‘ibiliti’ to make magic.

• • • • •

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Sustainability is one of the core values that underpins our brand. We believe that sustainability starts with being human by building lasting relationships through trust, competence, care, and responsibility.

Sustainability is also built into our product offering as we strive to offer solutions that will stand the test of time instead of merely fly-by-night products. We also assist our clients, through regularly analysing our data, to manage their portfolios to remain at a certain level so that they survive and thrive in challenging times. When it comes to environmental sustainability, we are nearly 100% paperless.

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? Africa offers numerous opportunities and is rich with talented and gifted people who deserve a chance to show their metal and become financially independent.

We believe that Africa and its people can truly change the narrative and inspire a new history. For us at the moment, home is where the heart is. We love our sunny Mzansi and have not yet ventured beyond our country’s borders. We do, however, insure South African businesses with assets in neighbouring countries, and are always curious about chances for expansion.

Creative thinking Emotional intelligence Social consciousness Adaptability and flexibility Communication and coordination skills Resilience and tolerance to stress Active learning, curiosity, and a growth mindset Social maturity Mindfulness and human consciousness Tech-savvy Judgement and decision-making competencies Critical thinking and reasoning Complex problem-solving Negotiating

• • • • • • • • •

SOCIAL RESPONSIBILITY INITIATIVES • •

Serving on the Council of the South African Bus Operators (SABOA).

As the official insurance provider of SABOA, we provide their members with customised risk management and insurance solutions.

GENDER POLICIES We offer flexible work-from-home opportunities, maternity and paternity leave, as well as always-on technical and vital skills training.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Female leaders who live on purpose and follow a heart-centred approach inspire me. Not ignoring your intuition, going with the flow instead of always against it, showing compassion, working together instead of always competing against one another, are all qualities that I associate with the feminine way of doing business.

Margaret Hirsch, executive director of Hirsch’s, is a female leader that truly embodies all these qualities for me. She is strong yet gentle, ambitious yet humble, and cares for her fellow human beings, and especially about empowering women.

I N T E RV I E W

•

• •

•

Develop your decision-making skills. Decisiveness in business is an important part of running your own business. Trust yourself and trust your gut.

Build certainty by owning and believing in what you do.

Transactions happen where there is the most certainty.

Actions speak louder than words.

Tell the world what you want to do but first show it.

Trust yourself and be true to your nature so that others can trust you. Trust in all relationships accelerates transactions.

Develop your higher faculties by developing objectivity, intuition, will, reason, memory, and imagination.

ACHIEVEMENTS • •

•

•

•

Started Ibiliti Underwriting Managers in 2011.

Ibiliti Underwriting Managers is one of the few female-owned or femalemanaged underwriting agencies in South Africa.

We represent Mutual & Federal Risk Financing Limited, which is part of Old Mutual, one of the largest insurers in the country.

Ibiliti was first appointed by the South African Bus Operators Association (SABOA) on 1 December 2014 as their official insurance provider.

In 2022, we reached the milestone of successfully running a femaleowned business in the insurance industry for ten years.

The human face of insurance CONTACT DETAILS PHONE

010 590 5511 POSTAL ADDRESS

Postnet Suite 984, Private Bag X153, Bryanston, 2021

PHYSICAL ADDRESS

Unit 9 The Straight Ave, Pine Slopes, Sandton, 2194 WEBSITE

www.ibiliti.co.za

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

UNDERWRITING MANAGERS The human face of insurance You will have to search high and low to find a more colourful logo in the world of underwriting managers and short-term insurers.

Picking seven vibrant colours and creating a brand that attracts attention and sparks the imagination is not something that many businesses in the financial services industry do.

But we are different and like to go about our day with a touch of charm. The seven bright colours were consciously and deliberately chosen to tell the story of our

TURNING GREY SITUATIONS INTO COLOURFUL EVENTS

creative approach to everything we do and to visually demonstrate our magic-making abilities underpinned by our values: Possibiliti, Capabiliti, Flexibiliti, Profitibiliti, Responsibiliti, Sustainibiliti, Credibiliti, and Adaptibiliti.

Our colours reach far beyond the confines of our logo. When you get to know Ibiliti Underwriting Managers and our employees better, you realise we genuinely embody our colours.

There is nothing dull about the way we do business.

54 S TANDARD BANK TO P W O M EN LEADERS

BACK TO MAGIC

But back to magic: Our top woman, Yolandé van Niekerk, aka the Chief Executive Officer of Ibiliti Underwriting Managers (better known as the Cute Efficient Oracle) believes in magic and regularly waves her wand to develop products and services that enchant and transform to serve our customers in better ways. She is a seasoned entrepreneur who has co-founded five businesses in the short-term insurance industry.

Be assured that there is nothing airy-fairy about the way we do

IB IL IT I U NDE R WR IT ING MANAG E R S (P TY ) LTD

business. Our strength lies in our ability to adapt to the times, adopt new technologies, and infuse everything we do with much heart and feminine wisdom by honouring our values. We are also pretty good at enabling and supporting our brokers by being human and placing ourselves in their shoes. This is evident as Ibiliti Underwriting Managers has served our customers for ten years in the short-term insurance space.

We believe that empathy and understanding expand beyond fancy algorithms and that doing business without the human component will lead to failure. It is tough to replace specialist interaction and human

We believe that women infuse the business world with a gentler and heart-centred energy. It is not only something that the business world desperately needs but also society and the world at large.

We also constantly strive to embody the feminine qualities of compassion, kindness, and friendliness.

understanding, and therefore Ibiliti continually reinforces the role of professional insurance brokers who are experts in their fields.

OUR FLAGSHIP PRODUCTS

Our products also show how much we care.

We understand the debilitating effect unexpected excess payments can have on a business’ cash flow, in the event of a claim.

This is exactly what motivated us to innovate our Excess Cover to empower companies to buy down those often-substantial insurance excesses. Best of all, this is a standalone product.

Every business in our Rainbow Nation is different and often mainstream insurers do not cater for their needs. We provide one simple business insurance solution that is easy to understand, adaptable, and designed to cover South African business owners who fall within a low-risk category. Our solution is ideal for professionals, businesses in the hospitality sector, retailers, restaurants, photographers, offices, and mobile businesses.

We also have profound respect for the work that bus and coach operators do by carrying our country’s most precious cargo… our people! Which is why we asked ourselves: “How can we help you?”

It is not just a matter of getting a vehicle back on the road as quickly as possible, but the responsibility to act immediately in the case of emergencies weighs heavily on all parties involved. This is a comprehensive insurance solution for all types of bus operators to

A DV E R TO R IA L

overcome the risk they face in the passenger transport industry.

FEMININE ENERGY IN OUR BUSINESS

We believe that women infuse the business world with a gentler and heart-centred energy. It is not only something that the business world desperately needs but also society and the world at large. We also constantly strive to embody the feminine qualities of compassion, kindness, and friendliness.

DOING GOOD

A good dose of love is always part and parcel of everything we do.

So, living from the heart is a way of being at Ibiliti. Every client is treated with the utmost respect, understanding, and empathy.

When it comes to our communities, we make differences in small ways but with big hearts.

IN CLOSING

Doing business in South Africa has its challenges, but at Ibiliti, we have always found a way to make it work and turn grey situations into colourful events. You should definitely try it too!

IBILITI CONTACT PHONE 010 590 5511 POSTAL ADDRESS Postnet Suite 984, Private Bag X153, Bryanston, 2021 PHYSICAL ADDRESS Unit 9 The Straight Ave, Pine Slopes, Sandton, 2194

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

Our vision At Ibiliti we wake up inspired every morning because of our love for the short-term insurance industry and the joy that we receive in delivering real value to South African businesses. We believe in being human and thinking creatively about insurance and risk solutions to consistently and continuously be of better service.

Our mission We are on a mission to deliver practical insurance and risk solutions to a vast number of South African businesses to cover and manage their respective specialist industry exposures, through human understanding, creativity, insight into the future, efficient service, tailored quality products, advanced technology, and sustainable results.

Recognising opportunities; making the most of it

Being mindful of our overall responsibilities.

whilst enabling everyone to reach their potential.

Recognising ability, honesty and integrity to

Offering long-term solutions and not

create a competent environment.

just products.

Adapting to cater to the unique needs of our

Nurturing a winning network of partners through

brokers and their clients.

ethics and mutual loyalty.

Maximising return to out principals, as well as

Open to new ideas and solutions to adjust to

the brokers’ bottom line.

new conditions and changing environments.

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

N OM ATHAM S AN Q A ASHOM Manag ing D ire c tor, Ng ub ane which spreads out over 6 provinces and boasts a 84% female leadership team.

Achievements:

•

Do nothing out of selfish ambition or vain conceit.

Rather in humility value others above yourself, not looking to your own interest but each of you to the interest of others.

- Philipians 2:3-4

Company history Our story began in 1995, sparked by a passion for collaborating with clients to provide solutions which create peace of mind. At Ngubane, we are not just a team of accountants, auditors, and consultants – we are trusted and reliable business partners that care about the future. Through industry experience, deep expertise and understanding of the wider global business perspective and the South African political-economic environment, we are able to help our clients and business partners create long-term value and limitless future growth opportunities. Today, Ngubane has a national footprint

• •

• Deputy Chair of The South African Auditing Profession Trust Initiative (SAAPTI) • SA Professional Service Awards: Finalist for the Accounting Professional of the Year Award SA Professional Service Awards - Special commendation from the judges - Women Professional of the Year AWCA: Assurance Partner of the Year Award First Female Managing Director at Ngubane Incorporated

Social responsibility initiatives Our social responsibility initiatives remain rooted in education and contributions that redress the historical social ills of our country.

Some of the programs include: • • •

Donation to schools Santa shoebox initiatives Donation of relevant essentials to affiliated disability centres

opportunity, fair treatment, and nondiscrimination in our workplace. It is our ongoing effort to narrow the disparities in executive positions where women lag behind males.

We may not have a gender policy in place, but this topic is addressed in many of our documents, including human resources strategic initiatives, recruiting processes and employment equity reports. We are of a firm belief that a more diverse workforce and management structure promotes creativity and innovation, resulting in making business more successful.

Five tips on surviving and thriving in business: • • •

• •

Drive innovation as the key to identify new and quick ways to provide solutions.

Be agile and proactive in different situations.

Cash flow management - Spend on what is important. This will help businesses scale through during challenging times.

Collaboration and partnership with other industry experts to create better opportunities.

Prioritising the wellness of your most valuable resource: people.

Gender policies

How have you implemented gender driven development in the workplace?

In recent years, the evolving roles of men and women in society has created a demand for gender balance at all levels of business. When it comes to senior management, women continue to fall behind males globally. As a firm, we gradually implemented the values of equal

One of the fundamental strategic goals for our firm is people, which includes transformation as one of the strategic objectives. The key performance measure for transformation is attaining a set target of female and ethnic diversity throughout all levels of staff. This

58 S TANDARD BANK TO P W O M EN LEADERS

NG U BA N E

has been implemented operationally and embedded in our policy. Our transformation and succession planning activities have ensured that we continue to remain a B-BBEE Level 1 business.

How has gender empowerment strengthened your organisation?

At Ngubane we recognise that different ideas, perspectives, and backgrounds create a stronger and more creative work environment that delivers better results. As an organisation, we have seen a change in culture that has led to a more flexible environment promoting a healthy family life. Currently we have more women leading client projects and that has resulted in a noticeable improvement in the firm’s financial performance.

What are your organisation’s gender equality and B-BBEE ratings and policies?

Our transformation strategy is underpinned by our continued pursuit for diversity and alignment with B-BBEE drivers and requirements.

We have maintained a Level 1 B-BBEE status and majority of our ownership is held by South African female directors.

What are the current and future trends in your sector?

The use of IT tools in our service offerings has helped to provide expertise and efficiency to our clients, which is an industry trend we have undertaken.

We noted a positive shift into sustainability reporting.

Organisations are reporting more on the impact their businesses have on people and the planet. Another trend coming through is responsible artificial intelligence and human centred technology. This ensures that as we innovate and evolve, we do so in an ethical manner.

What technological innovations are you using in your organisation to keep in line with the Fourth Industrial Revolution (4IR)?

We currently use some technology tools for effective productivity, less interruptions and availability of information such as Communication - Office 365 (cloud) Collaboration – Teams / Zoom / Google Meet, Document Management – Caseware, SharePoint (cloud). These tools have really made things simpler, better, and faster.

How are you using social media to create more business?

We engage in topical conversations and campaigns, as well as use social media to create awareness related to our different service offerings.

How are you integrating the drive for sustainability into your organisation?

Corporate social responsibility might have recently become a focus for some companies but for Ngubane this is the reason the firm was established. Ngubane has always recognised that we are part of a bigger ecosystem and how we do business affects that ecosystem. The move towards being responsible corporations is embedded in our firm’s strategy under the pillar “Sustainability”. The firm’s performance is reported in our Transparency Report.

I N T E RV I E W

West African countries. I have seen the beauty of collaborations between different countries. We do however need to put in effort into making it easy to do business with each other, through infrastructure development and logistics.

What skills do you think leaders of the future are going to need?

Future leaders need technological intelligence, agility, empathy, resilience, cohesive collaboration, and emotional intelligence. With the world becoming more globalised, cultural intelligence becomes an important trait for a leader. Finally, self-leadership in holistic wellness as a leader.

Which female leaders inspire you the most, and why?

Chimamanda Ngozi Adichie. To me, she is more than a writer.

Chimamanda goes beyond the borders of being a writer. Her writing influences the cultural, social, and political landscapes. This has made her a thought leader in many fields.

What is your position on doing business in Africa?

I am optimistic when it comes to doing business in Africa. Personally, I spent five years of my 16-year career in Nigeria between Lagos and Abuja.

I have experienced the endless opportunities that are available in Africa. During my time in Lagos, I also had the amazing opportunity to work with teams from East Africa and other

CONTACT INFORMATION Physical address: Woodmead Estate Office Park, Building 13 Ground Floor, 1 Woodmead Dr, Woodmead Telephone: +27 11 254 0800 Email: jhn@ngubane.co.za Website www.ngubane.co.za

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

A DV E R TO R IAL

WIPRO

WIPRO CHAMPIONS CULTURAL CHANGE FOR WOMEN’S EMPOWERMENT Wipro Limited is a leading global information technology, consulting, and business process services company across 66 countries worldwide, employing 240,000+ people representing 139 diverse nationalities. For over 75 years, Wipro has delivered value to its customers and helped communities thrive in the digital world. Wipro has marked its presence in various sectors, including banking, financial services and insurance, consumer, health and technology. Wipro is passionate about enabling customer success and focuses on transforming customer journeys through its business solutions and digital and technology capabilities. Its unwavering commitment to service quality and consistent execution excellence makes Wipro the ‘Orchestrator of Choice’ for its customers.

Ethics, honesty, and fairness drive the unyielding integrity that forms the core of Wipro’s business. Wipro is the flag bearer of gender equality and nurtures an inclusive and progressive environment for customers, employees, and vendors. The organisation fosters diversity across the spectrum by hosting various inclusion and diversity programmes, strongly focusing on attracting, developing, and retaining a diverse mix of talent to maximise business value. Sustainability is central to Wipro’s business model. The company is deeply committed to contributing toward, and enabling, a sustainable future for the planet and its inhabitants.

000 S STANDARD 60 TANDARD BANK BANKTO TO P PWW OO MM EN ENLEADERS LEADERS

WIPRO

TAKING PRIDE IN ACHIEVING MILESTONES Uncompromising integrity in every action, treating people with respect and fairness, and demonstrating ecological sensitivity through sustained effort are the premises that reflect our values. Declared as an ‘Exemplar of Inclusion’ and ‘One of the 100 Best Companies for Women in India’ in 2021 by the Working Mother and Avtar Best Companies for Women in India, Wipro has been successful in building a highly inclusive workplace for employees.

Wipro has launched the 4M (Model, Method, Machinery, and Mindset) delivery framework, an intelligent, adaptive, and boundaryless operating model. This framework enables Wipro’s employees to deliver business excellence, demonstrating resilience and constant learning transparently and securely.

Wipro has launched Wipro FullStride Cloud Services integrated cloud solutions, investing $1-billion in cloud technologies, capabilities, and acquisitions to support customers over the next three years.

The organisation extended its capabilities by acquiring Capco, a business and technology management consultancy firm, emerging as one of the most significant end-to-end consulting, cloud, digital, and IT transformation service providers.

WIPRO’S SUSTAINED COMMITMENT TO AFRICA With over 1000 employees and 73.5% local hires, Wipro has committed to supporting African enterprises and accelerating their digital transformation since 2007.

Headquartered in Johannesburg, the company has created a strong presence in the African market through its association with market-leading brands. Wipro has also fostered local capabilities around business processes, technology, and project management through its multiple initiatives.

In association with AWS Africa (Cape Town), Wipro provides a repository of industryspecific technology solutions empowering customers to derive significant benefits from the ‘As-a-Service’ economy and make them future-ready. A deep understanding of the African market dynamics combined with global operational excellence enables Wipro

to develop and implement highly innovative solutions that help customers every day.

A collaborative culture drives Wipro, bringing together employees, customers, partners, and the African community.

The company has enabled localisation through skill development and offshoring, combined with global expertise, flawless execution, and local skill enhancement.

The company has also made strategic investments in various local community initiatives and programmes to build a strong local talent pool with diverse capabilities.

These programmes include: • • • • •

Adopt a School - Nelson Mandela Foundation GIBS Future CIO Program Cyril Ramaphosa Foundation Industrial Development Corporation YES initiative

Wipro has scored as a level 2 contributor of Broad-Based Black Economic Empowerment (B-BBEE) on the ICT Charter and is committed to uplifting African society and promoting development. The organisation has launched various social initiatives under Wipro Siyapha and invested over ZAR 39-million to educate and develop the skills of the local population. Wipro offers a Graduate Internship Program to train interns over a three-month extended classroom training and a three-month live project training. Over 230 people have benefitted from this programme, and over 75% have found employment. In 2021, Wipro partnered with Fairways Primary School in Johannesburg to sponsor the IT equipment for an e-lab. This computer literacy project aims to sharpen skills and improve the students’ computer knowledge.

Wipro holds a 360-degree relationship with partners and follows the ‘Wipro Winning Together’ approach driven by common business objectives.

The strategic partnerships at Wipro offer mutual business growth opportunities and thought leadership around future technologies.

Wipro plans to expand its presence in Africa over the next two years and continue to

A DV E R TO R IA L

make strategic investments to sustain local commitment and deliver unparalleled value to the customers.

CELEBRATING WOMEN EMPOWERMENT AT WIPRO The Bloomberg Gender-Equality Index 2022 featured Wipro for the third consecutive year, and the India Workplace Equality Index (IWEI) 2021 recognised us as a Gold Employer.

In addition, Wipro has been a signatory to the United Nations Women Empowerment Principles since 2012, fostering women empowerment and gender equality in the workplace.

Wipro aims to promote progress across genders by listening to and considering inputs from diverse voices and raising an equitable, humane and sustainable society.

Embracing all forms of differences and promoting progress across genders, the LGBTQ+ community, people with disabilities and racial and ethnic identities make Wipro an employer of choice.

Wipro has successfully built an inclusive environment around the three themes of Exposure, Flexibility, and Empowerment. The company takes immense pride in identifying a 36.2% female workforce. Wipro celebrates and upholds women empowerment at all levels across the organisation through the following key initiatives: Women Of Wipro (WOW): The organisation demonstrated its commitment to women’s empowerment early on by formally launching the “Women of Wipro” (WOW) programme as far back as 2008. The WOW initiatives facilitate equal career opportunities and greater business participation from women within the organisation. Approximately 150+

SS TA TA NN DD AA RR DDB B AA NN K KTO TO P PWO WO MM EN ENL EAD L EAD ER ER S S 000 61

A DV E R TO R IAL

WIPRO

mothers have benefitted from WOW Mom initiatives in availing HR compensation and benefits. The women-friendly policies crafted by the organisation under WOW enabled Wipro’s women executives to realise their career ambitions at various life stages while balancing personal commitments.

The segmented approach toward gender diversity allows the organisation to create a non-discriminatory, multi-faceted, and multiskilled workplace.

Refresh: With the ‘Refresh’ programme, Wipro aims to empower working mothers in the organisation returning from maternity breaks by reskilling and building capabilities in technical and behavioural aspects. This programme provides a smooth transition platform back into the workplace for new mothers by deploying them to relevant projects and engaging them continuously.

Begin Again: Begin Again is a robust initiative for women seeking to restart their career after a break taken to carry out motherhood and elderly care responsibilities, travel, or just a sabbatical. The second career programme offered by Wipro empowers women to accomplish their career ambitions and dreams after fulfilling their personal duties.

Enrich: Enrich is a year-long sponsorship program for Wipro’s senior women leaders.

This programme connects aspiring protégés with senior leaders who provide direction and strategic guidance focusing on career development and advancement.

Women in Business: Under this programme, Wipro engages women in executive roles from its community of partners and customers.

WeQual partnership: Wipro takes pride in its global partnership with WeQual, an initiative that aims to promote gender equality in the workplace and enhances diversity in the most prominent companies worldwide.

Wipro is an equal opportunity employer that advocates gender diversity by encouraging supplier diversity. The company boasts a 25.6% gender diversity ratio for suppliers’ staff deployed at its facilities.

DRIVING AN ETHICAL AND SUSTAINABLE FUTURE Wipro is cognisant of the world’s current environmental challenges and the dire need for a greater focus on ecological sustainability. The company also believes that an organisation’s role must extend beyond its corporate boundaries to address

62 S TANDARD BANK TO P W O M EN LEADERS

sustainability challenges. The ethics of equity, the ethos of justice, the need for diversity, and social sensitivity drives the organisation’s sustainability approach. Wipro works with stakeholders on energy, water, climate change, education, and e-waste as part of its corporate social responsibility.

Wipro’s commitment to a sustainable and resilient future is evident in its pledge to reduce 55% greenhouse gas emissions by 2030 and further to zero by 2040, thus contributing to net-zero greenhouse gas emissions targets. Focused on preserving the biodiversity in its campuses and local communities, the organisation has significantly reduced the ecological footprint of its operations in areas including energy and carbon, water, waste, and pollution management.

Wipro has received global appreciation for its passion for aligning its business mandate with ethical responsibility. With decades of experience as a sustainability leader, Wipro partners with other organisations to forge a more sustainable future. The company helps organisations repurpose in the following ways: Sustainability assessment: Wipro assists organisations in creating sustainable solutions

WIPRO

to monitor and report the environmental impact and reduce the organisation’s carbon footprint.

Sustainability transformation: Wipro helps companies reduce waste and effectively preserve resources.

Operational risk management: Wipro provides the necessary support to the organisations to develop and implement customised operational risk management strategies.

Decarbonisation: Wipro leads the way for other companies to create a net-zero emissions roadmap.

Energy management: Wipro helps businesses improve processes by identifying energy-efficient opportunities and creating energy data management systems.

Environmental data management: Wipro offers system integration to maintain comprehensive data management and supports various environmental remedies and compliance activities to improve processes.

LOOKING FORWARD TO A GLORIOUS FUTURE Wipro believes that ‘purpose fuels its business, and the business fuels its

purpose.’ Energised by the Spirit of Wipro, the organisation is determined to act as a catalyst for change, working to build a more just, equitable, and sustainable society.

The company assumes a holistic approach to cover the broad areas of social and community initiatives, sustainability, inclusion and diversity, and meeting the pandemic and disaster relief requirements. Wipro realises its ambitions through five strategic priorities: •

• •

•

•

Accelerate growth by focusing on specific sectors and scaling to drive market leadership Strengthen customers and partnerships through mergers and acquisitions Lead with business solutions by accelerating investments and focusing on building industry-specific solutions Build talent through lateral hires and significantly improve gender and ethnic diversity in leadership roles Simplify the operating model to drive delivery excellence, workforce transformation, programme management, and new ways of working

Wipro is continuously working towards encouraging returning mothers, engaging with the extended and contractual workforce, and breaking unconscious bias at the workplace.

Progressing toward diverse sourcing, Wipro

A DV E R TO R IA L

provides various businesses with equal opportunity to compete for contracts held by the organisation. Wipro’s current diverse spending is 8%, and it plans to increase it to 15% by FY’24. Realising the significance of biodiversity for the environment, the company plans to convert its existing campuses to biodiversity zones and develop them as platforms for a broader education. Wipro envisions remaining a trusted partner to its customers in their transformation journey and staying resolute in its commitment to the societies and communities in which it functions. Nurturing its Five Habits, i.e.

‘Being Respectful,’ ‘Being Responsive,’ ‘Always Communicating,’ ‘Demonstrating Stewardship,’ and ‘Building Trust’. Wipro relentlessly drives cultural transformation to build a bold and future-ready organisation.

Email: info@wipro.com Website: wipro.com

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

NAT IO NAL LOT T E R IE S C O MM I S S I O N

The National Lotteries Commission was established under the Lotteries Amendment Act (No 32 of 2013) to regulate the national lottery and other lotteries. It evolved out of the National Lotteries Board, which was established in terms of the Lotteries Act No 57 of 1997.

and regulates the running of various lottery competitions, including those organised by non-profit organisations to raise funds and by companies to promote their goods and services.

The Commission’s regulatory role includes private lotteries. These are defined as any game, scheme, arrangement, system, plan, promotional competition, or device for distributing prizes by lot or chance and any game, scheme, arrangement, system, plan, competition, or device that the Minister of Trade, Industry and Competition may, by notice, in the Gazette declare to be a lottery.

The work of the National Lotteries Commission includes ensuring that the interests of all participants in lotteries are protected. It also ensures that all lotteries are conducted with due propriety and regulates and polices all lottery-type schemes. The NLC monitors

The Commission aims to be a global innovative leader in regulating safe and sustainable lotteries and sports pools.

It works to ensure better regulation and social upliftment through innovation.

The National Lotteries Commission has a national footprint with nine provincial

The National Lotteries Commission (NLC) is the only national regulator for lotteries and sports pools in South Africa. The Commission regulates the National Lottery Operator, society lotteries, private lotteries, and lotteries incidental to exempt entertainment.

A DV E R TO R IA L

offices and a total staff complement of 319 employees. Through its work, 9 295 jobs were created and 333 004 secondary beneficiaries were created in the 2019/ 2020 financial year.

A GRANT FUNDER Along with its regulatory function, the NLC also serves an essential role in social upliftment in South Africa. The National Lotteries Commission serves as a grant funder, providing non-profit organisations with funding to create and run projects that improve the lives of everyday South Africans.

“Our grant funding focuses mainly on areas that require enough support to be able to bring growth and change within impoverished communities. The impact of our grant funding model is designed in a manner that plays a pertinent role in profoundly changing people’s lives. We, as a Commission, are guided by a

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

NAT IO NAL LOT T E R IE S C O MM I S S I O N

strict mandate, that governs our operations and helms the model of our grant funding,” says National Lotteries Commissioner Thabang Charlotte Mampane.

The National Lotteries Commission is the largest grand funder, reaching more than 6000 applicants and almost 2500 beneficiaries in the 2019/2020 financial period.

Over R30-billion has been distributed to good causes, since the National Lotteries Commission’s inception. More than 90% of grants were disbursed within 60 days of the prescribed timeframes, exceeding the target.

FUNDING SOCIAL UPLIFTMENT The National Lotteries Commission uses the revenue collected from regulatory activities, to distribute to good causes.

Non-profit entities working for the public good are eligible for funding from the National Lotteries Commission.

This covers a wide range of organisations including: • • • • • • • •

Non-profit organisations Non-governmental organisations Section 21 companies Public benefit trusts Sporting bodies and sports clubs Educational institutions Recreational clubs; and Cultural bodies

The National Lotteries Commission has three categories for funding: small, medium, and large grants. Small grants are issued up to R500 000, while medium and large grants range from R500 000 to R10-million.

“Eligible organisations range from national structures right down to small community groups.

We not only welcome applications from small organisations, but actively encourage them,” says Ms Mampane.

The National Lotteries Commission does not adjudicate applications for funding or make allocations to organisations. This is done by committees known as distributing agencies which are also appointed by the Minister of Trade Industry and Competition, in conjunction with other relevant ministers, after a process of public nomination.

The National Lotteries Commission provides administrative support to the distributing agencies.

The mission of the NLC is to regulate all lotteries and sports pools with integrity and ensure the protection of all participants; maximise revenue for good causes in a responsible manner; and distribute funds equitably and expeditiously.

CREATING A PLATFORM FOR COMMUNITY ARTS Along with social upliftment, the National Lotteries Commission also promotes the preservation and development of arts, culture and heritage in order to empower communities to help themselves and enable artists to showcase their work internationally.

This sector funds the development of the arts and the preservation of South African culture and national heritage.

The concept of national heritage is a broad one, which includes our natural environmental heritage as well as historical and architectural heritage.

SERVING IN AN ADVISORY CAPACITY Other responsibilities of the National Lotteries Commission include advising the Minister of Trade Industry and Competition on policy matters relating to the National Lottery and other lotteries.

The National Lotteries Commission’s members are also trustees of the National Lottery Distribution Trust Fund (NLDTF), into which National Lottery proceeds that are intended for allocation to good causes are deposited.

A DV E R TO R IA L

THE NATIONAL LOTTERY The Commission’s functions include overseeing the administration of the National Lottery.

The National Lotteries Commission advises the Minister of Trade, Industry and Competition on the issuing of the license to conduct the National Lottery and ensures that the National Lottery is conducted with all due propriety.

The National Lottery is operated by ITHUBA Holdings (RF) Proprietary Limited, which was appointed as the official National Lottery operator of South Africa by the National Lotteries Commission in 2015.

The National Lotteries Commission also ensures that the interests of every participant in the National Lottery are adequately protected; that the net proceeds of the National Lottery are as large as possible; and administers the National Lottery Distribution Trust Fund.

The National Lottery has offered increasingly bigger jackpots that have been won by ordinary South Africans, which have resulted in impactful contributions to socio-economic development through the National Lottery Distribution Trust Fund.

BUILDING ON SOCIAL DEVELOPMENT GOALS In line with its mandate, vision and mission, the National Lotteries Commission’s formulation of programme activities and targets is aligned to the political, social and economic realities of South Africa. The National Lotteries Commission’s role and function requires the Commission to support, both directly and indirectly, the mandate of government. The South African government’s priorities, mapped out in the National Development Plan, provides a significant opportunity for the National Lotteries Commission to contribute toward social development and social upliftment.

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

A DV E R TO R IAL

N ATI O N AL LOT T ERIES COMMISSION

and target-based while meeting the expectations of all stakeholders.

The National Lotteries Commission also aims to be sensitive to the needs of the community in order to initiate social upliftment. The National Lotteries Commission continues to process grant applications and approved payments for projects to support the sustainability of beneficiaries and assist those organisations in responding to the needs in their communities.

The National Lotteries Commission, through its mandate, ensures that funds are distributed to qualifying beneficiaries. Sectors funded by the National Lotteries Commission contribute to job creation, rural development, infrastructure development, and promoting wellness, and social cohesion – all aligning to the objectives of the National Development Plan’s objectives of eliminating poverty and reducing inequality by 2030 while stimulating economic growth.

More than half of the funding distributed by the National Lotteries Commission went to rural areas and 43% of funding was distributed to urban townships.

In the 2019/2020 financial year, the National Lotteries Commission funded worthy causes amounting to R1.3 billion.

“In a country plagued by poverty, unemployment, and inequality, achieving the vision of the National Lotteries Commission is critical. Catalysing social upliftment remains at the forefront of our collective minds as we pursue the everyday efforts that culminate in large scale change,” says Ms Mampane.

HONESTY AND TRANSPARENCY The National Lotteries Commission’s resilient and robust government risk and compliance procedures ensure that all its initiatives were handled with integrity.

The Commission aims to provide a level of service that is of high quality

has been recognised by the AuditorGeneral of South Africa at the Clean Audit Awards for achieving clean audits for the National Lotteries Commission, the National Lotteries Distribution Trust Fund, and the National Lotteries Participant’s Trust.

The organisation has continued to seek out cost-saving measures and enforce sound internal control mechanisms to achieve 93% performance and clean audit opinions.

LEADERSHIP The National Lotteries Commission is overseen by a board, appointed by the Minister of Trade Industry and Competition. The board is mandated to assign management and other functions or delegate its powers or functions to the commissioner or the commission.

In its efforts to promote honesty and transparency, 100% of all identified and reported illegal lottery schemes were investigated by the National Lotteries Commission in the 2019/2020 financial year. In addition, 40 organisation-wide compliance and ethics interventions were carried about – more than ten times that of the previous year.

“We remain steadfast in our duty to protect the public through effective governance, compliance enforcement, monitoring and evaluation, and the continued fight against fraud and corruption. The development and implementation of an appropriate corporate governance framework has been endorsed at the National Lotteries Commission. The application of the principles of effective corporate governance is at work at the National Lotteries Commission, and is practiced consistently throughout the organisation,” says Ms Mampane.

The National Lotteries Commission

70 S TANDARD BANK TO P W O M EN LEADERS

The latest board consists of Willie Hofmeyr, a former Head of the National Prosecuting Authority’s Asset Forfeiture Unit, Dr Cassius Lubisi, Precious Mvulane, and Beryl Ferguson. They took up their appointments in March 2022 and will hold the office for a year.

The Minister has the option to nominate a fifth member as his representative on the board.

ME D I H E L P

I N T E RV I E W

MEDIHELP M E D I CA L S C H E M E I n te r v i e w w i t h M e d i h e l p M e d i c a l S c h e m e P r i n c i p a l O ffi c e r, E t t i e d a S i l v a Scheme as Principal Officer in January 2020, rapidly taking the self-administered scheme forward with her visionary strategy and innovative approach.

Ettie is known for executing change management and forging turnaround strategies in the companies she has worked for. An admitted attorney and ICSA graduate, she holds a B.Proc. degree from UNISA, as well as an MBA and an LLM in Corporate Law, both from the University of Pretoria.

She also obtained a certificate in Advanced Labour Law, and her 17 years in legal practice stood her in good stead to add value to the healthcare sector.

Joining the Afrocentric stable in 2005, initially as General Manager: Legal Services, she was soon promoted to Executive Director: Legal Governance, Risk & Compliance for Medscheme Holdings. She was then seconded to Afrocentric Distribution Services to implement a turnaround strategy and returned to Afrocentric as Executive: Office of the CEO. She went on to join African Rainbow Capital Health as Director: Legal Services in August 2016 and, with their acquisition of Rx Health (an accredited, managed healthcare organisation), was appointed as the Chief Executive Officer of Rx Health.

She made the leap from corporate South Africa to join Medihelp Medical

When asked about what she considers to be her greatest achievement, her answer is simple: She believes that it lies in growing as a person and gaining more insight into life by engaging with people from all spheres.

SOCIAL RESPONSIBILITY INITIATIVES Medihelp focuses on contributing to the well-being of the communities we serve through access to education and health support.

GENDER POLICIES Medihelp’s policies are based on employment equity, giving preference to previously disadvantaged groups, and promoting diversity and inclusivity.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS: • • • • •

Have an innovative and adaptive mind-set Practice ethical business and absolute integrity Act in the best interest of the consumer Develop business acumen Surround yourself with a challenging and highly competent team who never settle for mediocrity but constantly strive for excellence

HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE? Throughout Medihelp Medical Scheme’s history spanning 117 years in the medical schemes industry, we have evolved naturally from a maledominated environment in the sixties and seventies to an organisation with a backbone of strong women, currently representing 80% of Medihelp’s total active workforce and 68% of all management level positions.

In 2020, Medihelp’s Board of Trustees appointed the first female Principal Officer in the history of the Scheme, supported by a seven-member executive team of which five are women.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? The Scheme’s delegation of authority has been structured in such a way as to empower personnel, irrespective of gender or level, increasing their decision-making power with a view to equipping and enabling them to responsibly contribute to achieving Medihelp’s strategic objectives.

Establishing this empowered culture leads to celebrating equality in the workplace, creating equal opportunities for women and economically empowering them.

Women are known for being strongwilled, curious, eager to learn and loyal to the core – and they remain in Medihelp’s employ for a remarkable 11 years on average.

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

I NT E RV I EW

M E D I H E LP

Our organisational values of caring, acting and leading are also demonstrated by our personnel who assist our members by providing them with the support they require when accessing their healthcare benefits.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? One of the most significant trends is towards the amalgamation of medical schemes in order to ensure continued access to quality healthcare whilst striving to retain affordability of healthcare cover for members, especially considering the depressed South African economy which could see diminishing of the competitiveness of smaller medical schemes.

In light of the COVID-19 pandemic, the importance of retaining healthcare cover despite a declining economy has been a focus area, but rife retrenchments across many industries have not left the medical schemes industry and its members unaffected.

Regarding access and affordability, Medihelp has proactively introduced an industry-first, weighted average decrease of -0,45% in contributions in 2022, and has introduced a new product for new entrants to the market to encourage increased access to healthcare cover.

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

In-house system developments have saved on costs and accelerated 72 S TANDARD BANK TO P W O M EN LEADERS

the processing of data, increasing decision-making power with data tools and optimising the efficient delivery of services.

The efficiencies and quality of smart systems geared to connect people and organisations have served us well, as can be seen through the availability of our digital membership cards, member-centred online self-service portals, and e-guides for advisers and members – storable on their smartphones – and updating benefits and network providers in real time.

Other examples are our in-house pharmaceutical benefit management system and a fully integrated authorisation system which provides an array of tailor-made functionalities, all geared to elevate service delivery related to pre-authorisation and care management. Though enhancing the Medihelp experience, these advances in technology can never replace the human factor, which is why we continue to focus on customer care through empathic and personal contact with our customers.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Our organisation’s drive for sustainability is primarily peoplefocused with the aim to secure a future of continued access to quality healthcare cover for future generations, ensuring that Medihelp remains a medical aid of choice for new market entrants whilst continuing to provide cover to existing members and their families through a range of products which suit their needs.

The process of improving economic well-being and quality of life thus speaks to Medihelp as a selfadministered, not-for-profit scheme, with the single focus of balancing the quality of healthcare cover with affordability without the need to satisfy shareholders’ requirement for profits.

Our social and ethics committee also aims to serve the community in which we function through supporting corporate social investment and uplifting employees and communities

ME D I H E L P

through education drives, wellness initiatives and social responsibility contributions by our organisation and our employees as part of their personal contribution to welfare organisations.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? In an era of rapid change and fierce competition, the most successful businesses must have a good grasp of the developments required by the Fourth Industrial Revolution, where understanding and delivering on the demands of an increasingly connected and fast-moving world is crucial.

Leaders of the future will most importantly need to be technologically savvy and know how to best harness technological trends in a creative and innovative manner to their company’s advantage and to increase their competitiveness, yet always considering the need for personal,

individualised human contact and engagement.

Adaptability and cognitive flexibility will also be key skills required skills in this ever-changing landscape, as will constant learning and adaptive thinking to meet the needs of the new chameleon society with its increasing discernment and rapidly shifting expectations. Change management interventions, as well as a Future Fit Talent Programme and executive coaching, have advanced our organisation’s cohesion, skill and adaptability.

I N T E RV I E W

Her courage and determination are legendary, and she held her leadership position with integrity.

Today, my daughter inspires me with her wonderful, youthful enthusiasm, remarkable insight and sharp intellect.

Her and her generation’s aspirations to make a difference to our world, with its dulled empathy and disregard for the human impact on nature, give me hope for the future.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Former British Prime Minister, Margaret Thatcher, remains a firm favourite. The woman’s sheer tenacity, dignified leadership and strength of character inspired millions – she never backed down and never hesitated making difficult and unpopular decisions for the sake of her nation.

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

A DV E R TO R IAL

I NS TI TUTE O F DIR ECTORS IN SOUT H AFR ICA

INSTITUTE OF DIRECTORS IN SOUTH AFRICA HOW TO CREATE AN AWARD-WINNING FEMALE-EMPOWERED WORKPLACE

The Institute of Directors in South Africa (IoDSA) have recently won several awards for its achievements in female empowerment.

According to their CEO Parmi Natesan, these accolades didn’t come about by chance, but they have also never been the focus of the IoDSA’s initiatives towards gender equality.

“Award-winning female empowerment is something that any organisation can achieve,” says Natesan. “It does however require a genuine belief in the value of creating opportunities for females, and consistent effort to effect to real, lasting change.”

MEASURE THE EFFECTIVENESS OF INITIATIVES It’s easy to create strategies, policies, and procedures to enable gender empowerment, but the implementation is often much trickier.

Parmi’s advice is to identify how successful implementation will be measured before designing the relevant strategy, policies and procedures. She also advises that every organisation should customise the metrics used for their unique situation but that the customisation be goal-driven rather than based on past experience or current information.

“One of the most common excuses provided for ineffective goal setting in gender empowerment is that an industry has always been gender-dominated, or that there aren’t enough suitably experienced candidates available to achieve a certain empowerment goal,” explains Natesan. “If this is genuinely true, and not just as a result of still following historic practices, then empowerment initiative metrics need to reflect a dedication to development and succession planning.

There is always something that can be done!”

METRIC

IoDSA SCORE IN 2021

Percentage of females on Board

63%

Percentage of females in Executive Management

100%

Percentage of females in Management

79%

Percentage of female fulltime Staff members

73%

Percentage of bursaries allocated to females

83%

Percentage of females in Management Development Programme

67%

Increase in female members of the Institute

From 37% in 2020 to 39% in 2021

Number of Enterprise Development Investments to female led organisations

3

The IoDSA also considers metrics that are not be easily quantifiable or repeatable, but worth noting and comparing to future results: Improvements in the IoDSA supplier • database to increase black female owned businesses • Prioritise women in IoDSA succession planning • Winning the Top Women Business for the Year for Gender empowerment category PROMOTE SYSTEMIC CHANGE OUTSIDE THE ORGANISATION Making changes to the way an organisation recruits and develops people is only the first step towards creating an award-winning female empowered workplace. The next step is to promote systemic and societal changes that make it easier for the organisation to expand its empowerment initiatives.

“Organisations can no longer focus only on their own bottom line; societal pressure to

74 S TANDARD BANK TO P W O M EN LEADERS

create equal opportunities will continue to increase and eventually have an effect on the financial success of an organisation,” warns Natesan. “Don’t wait for empowerment opportunities to come knocking at your door; make a proactive effort to become involved outside of your organisation.”

The IoDSA plays an active role in promoting systemic change in a variety of ways: • It is the owner of King IV™ which recommends that governing bodies should set targets for race and gender representation in its membership • It provides King IV™ training on 30% Club Board Masterclass for Women • It is a member of Steering Committee of 30% Club for Gender Diversity on Boards in South Africa, and its Chartered Directors act as mentors at the Boardwalk sessions It partnered with the International • Women’s Forum on a board readiness programme

INST IT U T E O F DIR E C TO R S IN SO U T H A F RI CA

• •

•

• •

It is a partner in “State of Gender on Listed Company Boards” research It assisted with the conceptualisation and introduction of the Women Global Governance Conference It featured in the National Women’s Day magazine and the Empowerment Magazine It participates in various speaking arrangements at Women’s Day events Its CEO judges the Gender Mainstreaming Awards and Top Empowerment Awards

A DV E R TO R IA L

INTERVIEW WITH

PARMI NATESAN, CHIEF EXECUTIVE OFFICER, INSTITUTE OF DIRECTORS IN SOUTH AFRICA

WORK IT HARDER. MAKE IT BETTER. DO IT FASTER. MAKE US STRONGER

ACHIEVEMENTS ENSURE THE SUSTAINABILITY OF GENDER EMPOWERMENT It is also imperative to ensure that gender empowerment initiatives are not just reliant on one individual champion in an organisation.

Some of the most effective initiatives have seen their end because the individual driving them has changed positions or employers.

To ensure that the change is sustainable over time, Natesan recommends that empowerment initiatives become ingrained in the culture of the organisation, not just part of its compliance or reputation building activities.

•

•

•

•

•

The IoDSA has already created empowerment goals and plans for next five years to ensure that its progress continues beyond the term of its current executives and board members.

These plans include continuous improvement in Employment Equity statistics, improving the BBBEE rating, and prioritise certain demographics in recruitment, training and development, and promotions. It also plans to continue to advocate for diversity in boardrooms in South Africa via media and other publications, continue to be a member of the 30% Club for gender diversity on boards, and continue with events, partnerships and projects to prepare and empower women for board roles.

Parmi Natesan was awarded Global Woman Achiever at the World Women Leadership Congress in 2022 Parmi Natesan was a finalist for Businesswoman of the Year in the Top Women Awards in 2021 Parmi Natesan was one of Destiny Magazine’s Top 40 Women under the age of 40 on the African continent in 2017 IoDSA was the winner of Integrated Reporting Award in NPO category in 2020 and 2021 IoDSA was the winner of Business of the Year in the Top Women Awards in 2021

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

Understand and be able to clearly articulate your unique value proposition

•

Invest in innovation or you will stagnate, the world around us is changing rapidly

•

Be agile and ready to change trajectory when something unexpected happens

•

Stakeholders are key - look after your employees, suppliers and customers

•

Employ the best people and instill drive in them through appropriate reward

SOCIAL RESPONSIBILITY INITIATIVES •

• •

Supplier Development and Enterprise Development towards black female businesses Corporate Social Investment focused largely on education Improvements in supplier database to increase black female owned businesses

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? • Transformation is a priority for the organisation • We are currently a Level 2 BBBEE • We have a transformation policy that covers transformation objectives for our members, our board, our faculty, our employees and even the wider directorship profession.

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

A DV E R TO R IAL

I NS TI TUTE O F DIR ECTORS IN SOUT H AFR ICA

•

•

•

•

•

•

The majority of IoDSA employees, management, executives and board are females Females are prioritised for promotions; as well as bursaries and training and development The growth in female membership of the IoDSA has been steady, but slow. Whilst it is moving in the right direction, we would like this to increase pace.

In terms of the wider directorship profession, we are very active in advocating for more women on boards and in other leadership positions including: We use our voice to strongly advocate • for better representation of women on boards and in other leadership positions in SA. King IV (which we own) recommends • that governing bodies should set targets for race and gender representation in its membership.

• IoDSA is a member and active participant on the 30% Club. Our Chartered Directors act as mentors at their Boardwalk sessions. We also partner on “State of Gender on Listed Company Boards” research.

• We recently co-hosted a global governance conference on Women on Boards • IoDSA was featured in National Women’s Day magazine and Empowerment Magazine • We partnered with IWFSA to develop women leaders • We participated in various speaking arrangements at Women’s Day Events

•

Our CEO judges the Gender Mainstreaming Awards and judged the Top Empowerment Awards

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? • With directors often being in the spotlight (not always for good reasonsincluding in the Zondo Report on State Capture) – we hope to see more accountability and consequences for directors who haven’t fulfilled their legal duties ie who haven’t acted in good faith, in the best interests of the company, with care, skill and diligence.

• We saw one case of director delinquency recently, but this is not enough.

• We need to get to a place where directorship requires a license to practice, like any other profession.

• Transformation remains a key issue in South Africa. Business in general, and the boardroom in particular, is still not representative of the country’s demographics. We expect to see more focus on this in future. Specifically, with regards to women on Boards, recent stats show that females make up only around 30% of JSE listed company Boards.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? • We have invested significantly in increasing our social media presence and engagement over the last few years, including investment into a full time salaried resource for digital

76 S TANDARD BANK TO P W O M EN LEADERS

communications. This has opened up markets and increased our reach and brand presence substantially.

We regularly post thought leadership pieces, event invitations and event photos, webinar recordings and the like on our social media channels.

We also make use of paid social media advertising to increase our reach beyond our followers.

Social media has been a game changer in terms of growing our brand and increasing awareness of our purpose and objectives.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? • We adopt Integrated Reporting and integrated thinking in our reporting and decision-making, which means we consider the effects of what we do as a business on all 6 Capitals (Financial Capital, Human Capital, Social and Relationship Capital, Manufactured Capital, Natural Capital and Intellectual Capital), not just Financial Capital as was historically the case with business.

• This results in us being critically attuned to the impacts of what we do now, on our future survival and success.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Courage to make difficult decisions • • Ability to read people and situations Critical analysis and synthesis of • information overload • Strategic and visionary thinking • Constructive challenge and conflict resolution • Effective communication • Commitment to personal and professional growth

+27 11 035 3000 info@iodsa.co.za www.iodsa.co.za 144 Katherine Street, Grayston Ridge Office Park Block B, 1st Floor, Sandown, Sandton, 2196

CELEBRATING TOP WOMEN

78 80 82 84 86 87 88 90 92 94 96 98

CHARMAGNE MAVUDZI The Standard Bank Top Woman Young Achiever of the Year Award winner, 2021 THANDEKA NDLOVU-MNGOMEZULU Celebrating the Standard Bank Top Woman Entrepreneur of the Year Award winner, 2021 PHUMZILE PHUMZILE MLAMBO-NGCUKA Standard Bank Top Woman Lifetime Achiever Award winner, 2021 IRENE CHARNLEY Standard Bank Top Woman Lifetime Achiever Award winner, 2021 GLORIA TOMATOE SEROBE The Wiphold Co-Founder was a keynote speaker at the 2021 Top Women Summit ESTHER TEEKEN The COO of the Institute of Directors (UK) gave a keynote address at the Top Women Summit TOP WOMEN REACHING FOR THE STARS A look at 5 Standard Bank Top Women Entrepreneur of the Year Award winners TOP WOMAN IN TECH Meet Baratang Miya, Founder of the Women in Tech and Girlhype Coders academies MEDALS GALORE! 3 South African Top Women Sports Champions: From the pool, to the court and into the ocean 5 TOP AFRICAN ENTREPRENEURS MAKING A DIFFERENCE These are four remarkable stories from across the African continent 4 SOUTH AFRICAN MEDIA MAVENS MAKING WAVES Connie Ferguson, Bonang Matheba, Shola Sanni and Beverly Palesa Ditsie MARGO FARGO The leading environmentalist talks embracing the ‘sustainability factor’ in SA

FEATURED CLIENTS

100 104 106 110 111 112 114 116 121 122 123 124 128 132 136 138 140 142 147 148 153 154 159 160

UNIVERSITY OF SOUTH AFRICA UNIVERSITY OF THE FREE STATE MERSETA HERS-SA UNIVERSAL KNOWLEDGE SOFTWARE IAMS POWERHOUSE CONSULTING MOELETSI ATTORNEYS ESKOM VP ELECTRICAL CONTRACTORS RCS GROUP ICON PROPERTY GROUP DURBAN KWAZULU-NATAL CONVENTION BUREAU TULSAWIZ LOGISTICS EXXARO SIBANYE-STILLWATER COOPER & COOPER GROUP VAS ANALYTICAL SERVICES TS5 MINING GROUP LIBERTY TWO DEGREES SOUTH AFRICAN POLICE SERVICE LEGATOR MCKENNA INCORPORATED DERLIZ INVESTMENTS HUAWEI CJP CHEMICALS

S TA N D A R D B A N K TO P WO M EN L EAD ER S 77

E D ITO R IAL

C H ARM AG NE MAV UDZI

STANDARD BANK TOP WOMAN LIFETIME ACHIEVER AWARD WINNER

Charmagne Mavudzi Head Of Marketing & Consumer Experience at Volvo SA

By Charndré Emma Kippie 78 S TANDARD BANK TO P W O M EN LEADERS

C H AR MAG NE M AV U D Z I

TOP YOUNG ACHIEVER 2021 Head Of Marketing & Consumer Experience at Volvo SA, Charmagne Mavudzi, has just recently scooped up the coveted Standard bank Top Women Award in the ‘Top Young Achiever’ category, for 2021 – Sponsored by Standard Bank.

Charmagne was promoted to Head of Consumer Experience in June 2020. In this role, she takes care of the entire consumer journey from acquisition to retention. She has been at the forefront of developing Customer Centric Marketing and CX Strategies that are in line with global standards, working with the Martech team. This entails Marketing & Brand, Media planning team for: Owned, Earned & Paid Digital and Communication Strategies and Customer Loyalty and Retention Strategies.

The passionate young achiever has also led key digital transformation projects in the organisation that required extensive stakeholder management across EMEA and the local dealer network to name a few: the rollout of a new Customer Satisfaction Measure platform; Migration to a new global website template with the implementation of a live chat function; and was also responsible for a department restructure as part of a global NSC transformation. Charmagne also manages all media, creative agencies, and media partners, such as Google and Facebook.

“I am passionate and steadfast about my craft, highly creative, and a methodical thinker with strong attention to detail. I am highly

E D I TO R I A L

Charmagne On Her Big Win:

organised and constantly strive to establish systems and structures that promote efficiency”, says Charmagne.

“I constantly seek to solve brand and business challenges through insights that are data driven. I thrive in innovative environments and seek to build strong, dynamic teams who believe in collaboration and delivering work that demonstrates insight, creativity, and excellence. Because of this, I have gained a reputation for leading through influence and building strong networks. My greatest commitment is to the development of self and others through lifelong learning, remaining curious and always seeking to make a difference wherever I am”.

Charmagne is undoubtedly a well-rounded marketing professional, self-described as extroverted, innately strategic, and ambitious. Some of her most recent professional highlights are being recognised as a Woman of Excellence by women-torque. co.za, in 2019, and working as a Judge for the 2021 Marketing Achievement Awards. Then, of course, she just scooped up the Standard Bank Top Woman Young Achiever Award, on 4 November 2021.

The Standard Bank Top Women Young Achiever Award recognises the candidate for their contribution to the economy and growing employment in their enterprises.

This candidate is a woman under 40 who has contributed to their organisation’s positive success and performance through innovative strategies and solutions.

“Thank you Standard Bank Top Women Awards for this… I really didn’t see this coming. I feel extremely honoured. Thank you to my Volvo team who have allowed me the platform to be able to do great work.

The past 18 months have not been easy for us as companies and as individuals. So to be recognised for efforts we are making, is something that I am extremely honoured and proud of.

To my family and friends who support me in my career and journey, I say thank you! And to every young woman out there – marketer, business woman, scientist – just always believe in whatever it is that you aspire to achieve. You can do it. As long as you dream it and believe in yourself, it is possible!”

Volvo Cars’ continued success is the result of a collaborative, diverse, and inclusive working environment. The people of Volvo Cars are committed to making a difference in our world. Today, we are one of the most well-known and respected car brands, with over 40,000 employees across the globe. We believe in bringing out the best in each other and harnessing the true power of people. At Volvo Cars your career is designed around your talents and aspirations so you can reach your full potential. Join us on a journey of a lifetime as we create safety, autonomous driving and electrification technologies of tomorrow.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 79

E D ITO R IAL

TH AN D E K A N DLOV U-MNGOMEZUL U

Celebrating Standard Bank Top Woman Entrepreneur of the Year

THANDEKA NDLOVUMNGOMEZULU

By Koketso Mamabolo

The Standard Bank Top Woman Entrepreneur of the Year of the Award for 2021 went to Thandeka Ndlovu-Mngomezulu, Executive Director and founding partner of Thasola Consulting and Total Serve Facilities Management. NdlovuMngomezulu is also the Chairperson and shareholder of Intergr8 Property Management, as well as a founding member of INK Foundation, an NPO doing work in the northern townships of Durban where she grew up.

The self-taught culinary chef and sustainability enthusiast holds several board positions for private companies across sectors. Ndlovu-Mngomezulu represents South Africa at the Vital Voices VVGrow Programme, a gathering of 50 women from all corners of the world to discuss ways to empower women entrepreneurs on a global scale.

She started TotalServe Facilities Management from scratch in 2013 and in a short time has established the facilities management, cleaning and hygiene company as an industry leader with 560 employees. To fund TotalServe Facilities Management, Ndlovu-Mngomezulu used provident fund withdrawals.

“Since a very young age I have been very independent and always had a dream of having my own business. With that came hard work, I knew that if I was committed to my employers I would be successful in implementing all the processes and tools to then start my own corporate company,” said Ndolvu-Mngomezulu when asked about what inspired her to start her own business.

TotalServe Facilities Management is a beacon of hope for transformation efforts as it exemplifies the empowerment agenda that is necessary for the development of the South African economy. The company is wholly owned by women, who also make up the entire board of directors, 90% of management and 80% of staff.

Through Thasola Consulting, an accounting, corporate compliance and governance firm, Ndlovu-Mngomezulu has

80 S TANDARD BANK TO P W O M EN LEADERS

T H ANDE K A NDLOVU - MNG O M E Z U L U

been assisting SMMEs in various stages of development. The firm employs over 50 people and has helped over 100 SMMEs in the past 10 years.

Ndlovu-Mngomezulu’s charity, INK Foundation, supports communities through donations and upliftment initiatives, part of which involves scholarships for the youth. She sees her business as a vehicle for change as well as growth. Speaking to Daily News editor, Ayanda Mdluli, she said, “What impacted me the most was seeing people I grew up with not realising their dreams, and giving up. So, at the end of the day I wanted to inspire other people to have employment and be leaders in the sector as well. Which is why I chose this particular career.”

Thandeka Ndlovu-Mngomezulu truly is an inspiration and her work deserves all the honour and recognition she has received.

AWARDS AND NOMINATIONS • • •

•

Top Sustainable Company in SA 2019 Vision 2030 SMME Award Finalist Leading Women in Property Nominee 2018 (Women in Property Network KZN Chapter Awards) Mail & Guardian’s 50 Top Women in Business 2021

• • • • •

MEMBERSHIPS • • • • •

Impilo Private Partnership Project Consortium BioTech Innovation Hub The Sharks Medical Company Bay Union Financial Services Chep SA

SAIBA CIMA WIGESA SAFMA SAPOA

QUALIFICATIONS • •

WORK HISTORY

E D I TO R I A L

•

Honours Degree in Commerce Taxation and Project Management Diplomas Certifications from GIBS, UCT GSB and Wits for leadership and SMME development

Sources: IOL

S TA N D A R D B A N K TO P WO M EN L EAD ER S 81

STANDARD BANK TOP WOMAN LIFETIME ACHIEVER AWAR D

Chancellor of the University of Johannesburg

By Koketso Mamabolo 82 S TANDARD BANK TO P W O M EN LEADERS

PH U MZ IL E PH U MZ IL E ML AMB O - N GCU K A

The Standard Bank Top Women Lifetime Achiever Award for 2021 went to Phumzile Mlambo-Ngcuka who was recently appointed the new Chancellor of the University of Johannesburg. The former Deputy President of South Africa was hailed for the decades she has sacrificed as a leader and activist.

Phumzile Mlambo-Ngcuka has touched the lives of many wherever she has invested her time. Whether it be political activism, governance or education, the former UnderSecretary-General and Executive Director of UN Women has fought for equality from the township streets all the way to the gatherings of world leaders in New York.

Born just before twenty-thousand women from all over South Africa would gather in Pretoria to march against pass laws, Phumzile’s commitment to serving others can be traced back to her parents, particularly her mother, who was a community health nurse.

Education is one the key areas where Phumzile’s influence has been felt. In the early 80s she was a lecturer at Mpumalanga Teachers Training College, after completing a Bachelor’s degree in Social Science and Education from the University of Lesotho.

Some of the key issues that she faced as the Executive Director of UN Women were the stumbling blocks to getting young women in school, which have been exacerbated by the closure of schools around the world in response to the pandemic: “The impact of lost education for children, especially girls, is likely to have permanent effects for many.

Our engagements with civil society, faith-based organisations and traditional leaders have been about community-driven efforts to stop losing a generation.”

That community-driven engagement extends beyond the role she played at the United Nations, including the work her foundation does.

Phumzile started the Umlambo Foundation in 2008 and it is still going strong.

“Umlambo Foundation leverages the goodwill of people and institutions to invest in leadership and management development of school principals to improve the quality of education in public schools; giving learners a chance to WIN against poverty,” reads the organisation’s mission statement.

The Umlambo Foundation assists in upskilling educators and gathering resources from a network of stakeholders and decision makers to improve the quality of education that children are receiving. This involves training for teachers, management courses for principals and initiating drives for school infrastructure, books and equipment.

The Foundation takes a broad approach to supporting schools, making a difference in the various aspects, from operations to the actual teaching and learning.

Phumzile campaigns for universal access to education, something which affects the majority of girls in Africa. In an op-ed about youth development, for the African Policy Review, She writes: “... in SubSaharan Africa almost two thirds of girls who are out-of-school are expected never to attend.”

E D I TO R I A L

With her time at the UN over, and a new chapter at the University of Johannesburg about to begin, Phumzile is showing no signs of slowing down. Her knowledge, empathy and responsible leadership have earned her the respect of people from around the world, who recognise the positive impact she continues to make in the service of others..

THE POSITIONS HELD BY DR. PHUMZILE MLAMBO-NGCUKA OVER THE YEARS: Under-Secretary-General and • Executive Director of UN • Women (2013 - 2021) Deputy President of the • Republic of South Africa (2005 - 2008) Minister of Minerals and Energy • (1999 - 2005) Deputy Minister of Trade and • Industry 1996 - 1999) Member of Parliament (1994 • 1996) QUALIFICATIONS SHE HAS RECEIVED: PhD in Education and Planning • (Warwick University) MPhil in Education and Planning • (University of Cape Town) Bachelor’s in Social Science and • Education (University of Lesotho) Gender Policy and Planning • qualification (University of London) Honorary doctorate (University • of the Witwatersrand Technikon) Sources: Historic Schools Relief Web African Policy Review Wits University

S TA N D A R D B A N K TO P WO M EN L EAD ER S 83

MEET ONE OF SOUTH AFRICA’S RICHEST WOMEN AND WINNER OF THE STANDARD BANK TOP WOMAN LIFETIME ACHIEVER AWARD –

IRENE CHARNLEY

By Fiona Wakelin

On the evening of 04 November 2021 at 6pm, the 18th annual Top Women Awards in partnership with Standard Bank took place virtually and was viewed across the globe.

Over 10 years ago, Standard Bank of South Africa took up the Platinum naming rights to the Top Women Awards - South Africa’s leading awards platform for the advancement of women in leadership.

84 S TANDARD BANK TO P W O M EN LEADERS

IR E NE C HA RN L E Y

E D I TO R I A L

Amongst a host of accolades, the

of the Public Investment Corporation.

of a number of successful transactions,

women who have had long-term impact

and former deputy Chairman of

the organisation from an industrial

Lifetime Achievement Award is given to on the way people think about and

perceive the role of women in society.

This honours and celebrates women

who have demonstrated excellence and what it means to be a true Top Woman and serves as an inspiration to all

young women out there, to show that

She is the Founder, former CEO

which led the transformation of

Smile Telecoms, a Pan-African

telecommunications group established in 2007, with broadband operations in Nigeria, Tanzania, Uganda and a

presence in the Democratic Republic of Congo (DRC).

conglomerate into the focused media and telecoms Group. Irene also

spearheaded one of the early broadbased black empowerment schemes in SA, called the Ikageng Scheme in

which 32 000 ordinary South Africans participated and received 400%

anything is attainable if you have the

return on their initial deposit. During

will to apply yourself and persevere.

Irene’s tenure at Johnnic, she served as a director on a number of boards,

The Award celebrates an

including SAB, Premier Group, MNET,

entrepreneurial pioneer – someone

Multichoice, FNB.

who has been at the forefront of

business in South Africa. Through

Irene’s successful business career was

and acquisitions she has grown her

negotiator for the National Union of

strategic initiatives, joint ventures

preceded as a trade unionist and key

business network - and her latest

Mineworkers.

venture, a low-cost telecommunications operator has been designed to ensure that low-income earners have access to telecoms.

She has pioneered Africa’s first 4G

LTE network infrastructure and is a

true representative for powerful women succeeding in business. Through

this Lifetime Achievement Award, we

celebrated this business leader who is an icon and an inspiration.

Irene Charnley is a successful businesswoman and social

entrepreneur and is the President of International Women’s Forum South

Africa (IWFSA), a global organisation of over 7 500 pre-eminent women of significant and diverse achievement across 36 nations and 6 continents.

She is also independent Director and Chairperson of Gibela Rail, which

Prior to establishing Smile, Irene, as

Executive Director, was instrumental in

transforming MTN Group into one of the most pre-eminent Telecoms operators

on the African continent and the Middle East region, through a number of

licence company acquisitions. She

also led the management and staff

buy-in of 18.7% in MTN, which was an

entrepreneurial initiative independent of MTN and which saw over 3 000 of MTN employees benefit from the structure at the time.

manufactures passenger trains for Prasa

As an Executive Director of MTN’s

Irene also recently served on the Board

Corporation, she was lead negotiator

in its 52 000m² manufacturing plant.

major shareholder, Johnnic Industrial

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

K E Y N OT E AD DRESS

G LO RIA TOMATOE SER OB E

Gloria Tomatoe Serobe

Champion of women’s empowerment delivers Standard Bank Top Women Conference keynote address Gloria Tomatoe Serobe’s keynote address at the 2021 Standard

independent and Old Mutual is the pro bono administrator.

Bank Top Women Conference focused on driving women

Apart from her leadership role within Wiphold and Wipcapital,

enablement and empowerment. An iconic South African

she serves on several boards of directors including Old Mutual,

entrepreneur and businesswoman, she is a pioneer in the field

Nedbank, Denel and Safin and is Chairperson for Adcorp

of broad-based black economic empowerment for women,

Holdings Limited (Employment Services). Gloria is an honorary

and is renowned for creating platforms which drive women’s

member of the Actuarial Society of South Africa and serves on

economic participation.

the advisory council of the South African Institute for Chartered Accountants (SAICA).

In a lifetime of remarkable achievements, she is, perhaps, best known for her role as one of four co-founders of Women

In 2021, in honour of her being “a resolute advocate of social

Investment Portfolio Holdings (Wiphold) - the first women’s

equity, fairness, justice, and equality, as well as for her fight

group established post-1994 to list on the JSE - and for her

against poverty, creating jobs, reducing unemployment and

current role as CEO of Wipcapital, a subsidiary of Wiphold

building a stronger economy”, Nelson Mandela University

focusing on operational financial services.

conferred upon her the degree of Doctor of Philosophy (honoris causa).

Gloria is Chairperson of the Solidarity Fund which was created in March 2020 in response to the COVID pandemic in South

Sources

Africa. President Ramaphosa appointed her to this position

Wiphold

in acknowledgement of her astute resource stewardship.

The Fund is a platform for the public and private sectors and the general public and civil society to come together and contribute to the funding of various initiatives. While the Fund works closely with government and business, it is, however, 86 S TANDARD BANK TO P W O M EN LEADERS

Solidarity Fund Nelson Mandela University

E ST H E R T E E K E N

K E Y N OT E A D D R E S S

Esther Teeken Transformation guru delivers Standard Bank Top Women Conference keynote address

At the 2021 Standard Bank Top Women Conference, Esther

who is a member of the Institute of Chartered Accountants in

Teeken delivered a keynote address focusing on the lack of

England and Wales (ICAEW). Within the ICAEW, Esther is a

women on boards around the world. The Chief Operating

member of the female leaders network.

Officer (COO) at the Institute of Directors has years of experience implementing transformation strategies which have also contributed to increased revenues and better functioning

Before completing her finance qualifications, she studied Business Administration at Erasmus University in Rotterdam.

organisations.

Family is an important part of her life, and the time she has

Esther was appointed COO in 2021 following over a decade at

enthusiast, sailing and skiing whenever the moment presents

Grant Thornton International, where she served as the Global

itself.

Chief Financial Officer. Before her appointment, she assisted the Institute of Directors (IoD) on various projects which were aimed at reorganising the IoD’s operations. Shortly after taking

away from work she spends with hers. Esther is an outdoor

“She is a big advocate of greater diversity in the workplace,” says the IoD. It was at Grant Thornton International that

up the COO role, Esther was asked to join the IoD’s board.

Esther was exposed to the range of benefits that are available

Founded in 1909, the IoD presents the perspective of the

cultures and locations. Esther is also a member of the Women

business community to regulators and lawmakers in the United

on Board network.

Kingdom. Members of the community are able to access resources which can contribute to the success of businesses, including training courses and events.

to organisations which have teams of people from different

Source: Institute of Directors

“In my own journey to becoming a board director here at the Institute of Directors, in London, I found a lot of confidence and strength in having a supporting circle around me,” said Esther, S TA N D A R D B A N K TO P WO M EN L EAD ER S 87

A LOOK AT 5 STANDARD BANK TOP WOMAN ENTREPRENEUR OF THE YEAR AWARD WINNERS

By Koketso Mamabolo

Each year the Standard Bank Top Women Awards recognises entrepreneurs who “demonstrate excellence, ingenuity and achievement”. The women who receive this award are leaders who are making their contribution to economic development and increasing employment opportunities.

Here Standard Bank Top Women Leaders looks back at the winners from 2015 through to 2019, starting with Marthie Jansen Van Rensburg, the 2015 winner, and closing with Zeenat Ghoor, the 2019 winner of the Standard Bank Top Women Entrepreneur of the Year Award. to unemployment in Kempton Park, is Ekurhuleni Artisans & Skills Training Centre which has gone on to help tens of thousands gain skills as artisans. Starting with one welding machine, a borrowed factory space and two staff members, Marthie has flourished as the Director and sole owner.

MARTHIE JANSEN VAN RENSBURG (EKURHULENI ARTISANS & SKILLS TRAINING CENTRE) - 2015 Marthie Jansen van Rensburg has played part in forming not one but four businesses, three of which were formed in Botswana. The fourth, which started in 2006 as a response

to Trial Balance. She is also a past finalist in the Women-Owned SMME and Young Achiever of the Year Standard Bank Top Woman categories.

“Our purpose is to rebrand these once underestimated career options as an alternative choice for young South Africans,” she told Top Women Leaders.

Marthie studied Small Business Management at the Brits Technical College as well as Kempton College in 1996. Along with her management qualifications, Marthie also completed a diploma in Bookkeeping

88 S TANDARD BANK TO P W O M EN LEADERS

SARISA FERREIRA (ARELI VEG) - 2016 The winner of the 2016 award was former paralympic athlete Sarisa

TO P WO ME N R E AC H ING FO R T HE S TA RS

Ferreira who was recognised for the work she has done with Areli Veg, a farming business in the Eastern Cape which started with 6 staff members and quickly went on to grow, seeing a profit from within their first year operating.

A 100m and 200m sprinter at the Beijing Paralympics in 2008, Sarisa is a stellar example of overcoming challenges which life may throw at you. She was diagnosed with cancer and had her leg amputated at 16.

The business itself was born out of necessity, as a response to a drought in the Eastern Cape. Areli Veg began to provide fruit and vegetables to the Kouga District and has gone on to scale up.

While she has found success in farming and athletics, Sarisa has also studied pharmacy, teaching and public relations.

LYNETTE MAGASA (BONISWA CORPORATE SOLUTIONS) - 2017 Lynette Magasa’s advice to entrepreneurs looking to start their own businesses? “You have to be patient, disciplined and dedicated but, most importantly, you need to invest in having your own mentor.”

Lynette received the Standard Bank Top Women Entrepreneur award in 2017 after being a finalist in 2013

and was recognised as the Young Achiever of the Year in 2015.

Lynette is the founder and CEO of the Boniswa Group, a telecommunications company that has made wonderful strides since its foundation in 2004. “My journey has enabled me to learn and to understand that it’s okay to stay in my own lane – to chase legacy rather than success,” she told Standard Bank Top Women Leaders.

E D I TO R I A L

the Top Women Awards.

A former part-time lecturer at the Tshwane University Technology, she has published two academic papers focusing on Information Technology: “The effectiveness of programmes to recruit and retain women in ICT” and “The state of IT governance in the top 20 IT spending companies in South Africa”.

It was working as a receptionist, and a love for answering the phone, that led to her starting a telecommunications business.

“I used to love answering the telephone and whenever I said ‘Hello,’ it brought a smile to my face.

I suppose the infinite power of the universe turned my passion and dreams into a reality.”

ZEENAT GHOOR (ASPIRE CONSULTING ENGINEERS) - 2019 “Be the change you want to see” is a motto that Aspire Consulting Director Zeenat Ghoor lived by when she was still at school. This motto is part of the drive that led to her committing her life’s work to making some sort of difference in the lives of others.

VERONICA MOTLOUTSI (SMARDIGITAL SOLUTIONS) 2018 The 2018 Standard Bank Top Woman Entrepreneur of the Year Award went to the founder and CEO of SmartDigital Solutions, Veronica Motloutsi, who is currently the Board Chair of Celcom Group SA, non-Executive Board Member of Sentech, Director of Vulatel, and non-Executive Director of FTTx Council Africa. Veronica was on the judges’ panel for the 2020 edition of

Her route down the path of civil engineering began while taking part in social and welfare projects, where she realised she wanted to study a field where she could impact people’s daily lives.

At the end of 2005 she graduated with her Civil Engineering degree and formed Aspire Consulting as a way to provide opportunities for artisans struggling to find work.

Self-funding the business speaks to how invested she is in making a difference. “The journey is not easy but the difference you can make is incredible,” she wrote in 2020.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 89

MEET BARATANG MIYA, FOUNDER OF THE WOMEN IN TECH ACADEMY & GIRLHYPE CODERS ACADEMY

MasterStart chief innovation officer Faryn Pearson talks to Baratang Miya, a technology guru who has been opening doors for women and girls to code for almost 20 years.

By Faryn Pearson

Baratang Miya has been empowering women and driving workforce diversity and inclusion of women and youth in the technology and entrepreneurship space since 2003. She is the founder of the Women In Tech Academy and Girlhype Coders Academy, which has reached more than 900 000 women and girls since 2003. (That 10k number is a very old number that we had before 2015, unfortunately it’s sitting on the internet and everyone is referring to it).

They say it takes a village to raise a child but it also takes a community to drive change. What role has the community played in GirlHype’s journey?

The foundation of Girlhype in 2003 was strengthened by the partnerships we had with the Cape Chamber Of Commerce, dtic’s Technology for Women In Business (TWIB), Western Cape Government, City of Cape Town, South African Women In Business (SAWEN), South African Women In Science and Engineering (SAWISE) and the Universities in Western Cape especially UCT, UWC, CPUT and University of Stellenbosch. I truly owe the first five years of Girlhype’s establishment to these organisations. The resources, mentorship and support they provided me as a leader and to the girls is what made the organisation what it is today.

Being part of the Silicon Cape community helped me build

90 S TANDARD BANK TO P W O M EN LEADERS

BAR ATAN G M I YA

relationships with startups and corporates.

With GirlHype, we want to mentor girls to get into the male-dominated technology field so it’s crucial that we help them, as a community, to get ahead and succeed once they enter the tech space. The key is to create a community with empathy, compassion, and understanding. We need diverse spaces where women are given the space to excel.

How can businesses cultivate a sense of community among the broader society they work in?

career development is still predicated on a man’s trajectory. To be a specialist software developer, for example, your training and advancement happens in those child-raising years where men are surging ahead and work spaces and cultural environments are not designed for women’s growth.

I was lucky because my husband and I were equal in terms of raising our kids, but it’s not always the case. I realised the employment and education systems were not designed for me especially as a black woman.

The school’s curriculum did not prepare me for higher education or employment even though I had the cognitive capacity for it. I don’t want other girls to go through what I did, finding myself having to choose between raising my children and giving them the best parenting versus choosing a career.

With GirlHype, we want to mentor girls to get into the maledominated technology field so it’s crucial that we help them, as a community, to get ahead and succeed once they enter the tech space.

They need to incentivise their employees especially female executives - to mentor people outside the company, and pay them for their time. GirlHype relies a lot on mentors - and most of the women are doing it for free, but it takes a lot of time and it is done after hours. If they had the time, even three hours a month for example, we could do so much more. We did this with Britehouse Mobility, they paid their mentors to volunteer their skills and time with the girls and it works very well.

Corporates also need to open doors at entry level programming employment opportunities. After training and mentoring we battle to place our girls for employment.

NPOs have a constant battle for resources, so if they could fund us or donate computers and skills that would be a great way for them to give back to the community.

Another practical thing big businesses can do is for CEOs to give their time to mentor CEOs of nonprofits to help them grow into running a big company. Sometimes you are driven by passion and not experience - especially executives who come out of the startup space - they need that extra guidance.

How can the private sector support and grow excellent women leaders?

The private sector needs to support women’s career trajectories. There is this distinct lack of support because women’s

So I thought, let me focus on girls and encourage them to go into technology because research shows there are few women in tech, there is so much opportunity that women are not aware of, and girls’ choices of subjects need to be influenced when they are still young to meet the requirements for a career in tech. The lack of women in the sector, still, is due to social norms and pressures and it needs to change because it’s not that women don’t want to be in the boardroom.

What advice do you have for women and girls trying to change the gender status quo in their environments?

My advice is to be inclusive and make it a commitment - take it as a commitment to yourself to change what you can. For example, if you are in HR, commit to a figure of a number of women to employ in different technical roles, and be committed to achieving that. Make it a mission to find others to help educate and empower the people around you. Find allies and build a tribe of people you know are for women empowerment. Don’t make it an internal

I N T E RV I E W

organisational war because it can make the environment uncomfortable for you. Commit to doing it, lobby others from different departments to help and support your goal, and you will win people over that way. Take it one step at a time - pay it forward - even if you mentor one woman, it’s enough to change the status quo. Remember that it’s not your battle to fight alone, the system can be very exhausting if you do it by yourself.

Seminars, conferences and workshops in the tech space can be great places for you to find out what others are doing and learn from them.

MasterStart is a high growth edtech business, offering flexible and fully supported online learning for thousands of future leaders around the world.

Take it one step at a time - pay it forward even if you mentor one woman, it’s enough to change the status quo.

Remember that it’s not your battle to fight alone, the system can be very exhausting if you do it by yourself.

MasterStart works with industry leaders to develop highly relevant programmes and partners with leading business schools and universities so every student can achieve academically recognised certification.

Amongst these partners are the University of Stellenbosch Business School (USB-ED), Gordon Institute of Business Science (GIBS) and the Graduate School of Business, UCT (GSB). Learners receive unparalleled online learning that enables them to grow, develop and adapt their careers in a rapidly-changing world.

With offices in Cape Town and London, MasterStart is on a mission to humanise online leadership learning through collaborative education programmes that equip participants to start life-long learning conversations.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 91

E D I TOR IAL

S TANDARD BANK TOP WOMEN SPOR T S CHAMPIONS

KGOTHATSO MONTJANE - WHEELCHAIR TENNIS PLAYER

TATJANA SCHOENMAKER - SWIMMER

BIANCA BUITENDAG - FORMER PROFESSIONAL SURFER

In 2021 the Standard Bank Top Women Awards honoured women who have been excelling and setting a wonderful example for the next generation of athletes. Kgothatso Montjane, Tatjana Schoenmaker and Bianca Buitendag were celebrated for their efforts on the sporting stage.

KGOTHATSO MONTJANE Wheelchair tennis player Whether it be in singles or doubles, Kgothatso Montjane has made tennis courts around the world her stage. South Africa’s threetime Sportswoman with a Disability of the Year once again found herself in the limelight when she reached the Wimbledon finals for both singles and doubles.

It was while studying at Helen Franz School, at the age of seven, that the girl hailing from Limpopo

92 S TANDARD BANK TO P W O M EN LEADERS

began playing tennis. Kgothatso is giving back through her Sports Development Foundation, which provides assistance to scholars from previously disadvantaged backgrounds.

Achievements • • • • • •

Ranked No.1 in Africa and South Africa Ranked No. 5 in the world Won 29 Single Titles First Black South African woman to compete at Wimbledon First African to compete in all four grand slams Wimbledon finalist (Singles and Doubles)

STANDAR D BANK TO P WO ME N SPO R T S C H AM P I O N S

E D I TO R I A L

TATJANA SCHOENMAKER Swimmer Tatjana Schoenmaker found herself swimming to attention when she broke the 200m breaststroke record on her way to winning a gold medal in under two minutes and nineteen seconds.

As a teenager Tatjana was already a standout performer, winning multiple medals at the 2015 African Games and the 2017 World Student Games.

This success has continued into adulthood, including medals at the 2018 Commonwealth Games.

Achievements • 200m breaststroke world record holder (Long Course) • 200m breaststroke Olympic gold medalist (2020) 100m breaststroke silver medalist • (2020) • 100m breaststroke African record holder (Long Course) • 50m breaststroke African record holder (Long Course) • 200m breaststroke African record holder (Short Course) • 100m breaststroke African record holder (Short Course) 50m breaststroke African record • holder (Short Course)

BIANCA BUITENDAG Former professional surfer Bianca Buitendag belongs in the ocean.

The twenty-year-old professional surfer was a teenage prodigy.

She was crowned national champion six times before turning 16. Bianca went on to join the World Championship Tour at the age of 18, where she spent five years competing against the best surfers in the world. The Northeastern University graduate brought home one of the three medals team South

Africa secured at the Tokyo Olympics, before announcing her retirement from competitive surfing.

Achievements Olympic silver medalist (2020) • 6-time South African National • champion • Ranked 4th in the world [2015] Sources: Biancabuitendag.com Tatjanaschoenmaker.com kgothatsomontjane.com

S TA N D A R D B A N K TO P WO M EN L EAD ER S 93

E D ITO R IAL

5 TO P AF RI CAN ENT REPRENEUR S MA KING A DIFFERENC E

By Zolani Sinxo

Africa’s economy is expected to grow by 3.8 percent in 2022 after the COVID-19 pandemic lowered GDP growth, which saw per capita income decline by 5½ percent.

According to the International Monetary Fund (IMF), the growth is mostly supported by external conditions of trade and commodity prices. In addition, bountiful agricultural production in some countries will boost the region’s economy The Exchange

from small farmers – making an important contribution to the local and national economies.

Here are four remarkable stories from Kenya, Ghana, Rwanda, and South Africa. Inspirational stories of innovation, resilience, and hard work, showing that no matter where you come from, or how difficult your upbringing, anything is possible.

Tabitha has received numerous awards and honours - most notably in 2010 President Mwai Kibaki honored her with the Order of the Burning Spear (M.B.S.) Award.

Kenya Tabitha Karanja from Kenya has defined all odds and challenged existing stereotypes to become one of the leading entrepreneurs in her home country. In 1997, together with her husband, Tabitha founded Keroche Breweries in a sector previously dominated by multinationals.

With her style of leadership and resilience, she has grown Keroche Breweries to be the second-largest brewery in Kenya. The company targets 20% of the Kenyan market and sources local produce

Rwanda Accessible and clean water is one of the main challenges that weaken Africa’s social and economic development and Christelle Kwizera, a social entrepreneur in Rwanda is on a quest to change this narrative.

Kwizera is slowly becoming a household name in East Africa - she is the founder of the Water Access Rwanda, known as WARwanda. The company provides clean and affordable water not only in her home country, but to the broader East

94 S TANDARD BANK TO P W O M EN LEADERS

African region.

Christelle has said she started WARwanda with the desire to eliminate water scarcity whilst at the same time providing young people with employment – and this desire was born after witnessing how rural and urban households were affected by a lack of readily available, clean, water.

“We are a social enterprise committed to eradicating water scarcity by providing appropriate technologies for durable access to water.

“​ Established in 2014, our mission and vision have guided our services as we provided clean water access to over 132,000 individuals, schools, business and farms in Rwanda and across the borders in DRC, Burundi and Uganda.”

So far, Warwanda has provided water to over 100,000 Rwandans

5 TO P AFR ICAN E NT R E PR E NE U R S MAK ING A DIFF E RE N CE

through a network of 95 boreholes and her company is the only enterprise to be awarded the Africa Entrepreneurship Award.

At the age of 26, in 2019, Christelle was recognised by INCO as Woman Entrepreneur of the Year in Paris.

Ghana One of the greatest challenges we face as a continent is that our natural resources are exported, refined and sold back to us at exorbitant prices. Two sisters from Ghana, Kimberly and Priscilla Addison, are challenging this situation and showing the world what Africans are capable of.

Kimberly and Priscilla are the founders of ‘57 Chocolate, a chocolate manufacturing company which was founded in 2016. Their chocolates are known to be organic and handmade with Ghana’s finest organic cocoa beans.

The number 57 in their brand name symbolises the year of Ghanian independence when Kwame Nkrumah became the first African President of Ghana, this means their products are deeprooted in the Ghanian cultural and economic well-being.

‘57 Chocolate aims to inspire the people of Ghana, especially the youth, to create and develop

made-in Ghana products which will result in much needed job opportunities.

The two sisters who previously lived in Geneva, Switzerland said while there, they thought that it was strange that Switzerland is known for its chocolate, but the country has no cocoa trees, meanwhile Ghana is the secondlargest producer of cocoa.

In an article written by Selorm Tamakloe the two said they saw the need for chocolate manufacturing in Ghana and across the continent of Africa and thought that this could be an opportunity to put the country on the map.

“Generally, there is untapped potential in the manufacturing of chocolate across the continent of Africa. In Ghana, the candy shelves of supermarkets and malls are overflowing with foreign chocolate bars, some undoubtedly made with Ghana’s very own cocoa. On the other hand, Ghana is known for its cocoa, but not for its chocolate products. Having recognized all this, we were determined to create a Ghanaian brand that is reputable locally and internationally,” reads the article. ’57 Chocolate produces about 1 000 bars per week.

South Africa In South Africa, Zeenat Ghoor was the winner of the Standard Bank’s Top Woman Entrepreneur of the Year Award for 2019, a prestigious accolade that celebrates women in business and those who are doing remarkable work in the country.

Zeenat is in an industry that is still male-dominated and despite all the challenges she has risen to be a leader in the construction industry.

She studied civil engineering at the University of Cape Town and after years in the industry Zeenat started her own company, Aspire Consulting Engineers.

E D I TO R I A L

According to an article in the previous edition of Standard Bank Top Women, Ghoor started her company with the intention of giving skilled, disadvantaged artisans opportunities to secure work in the market.

“Aspire (my company) would do new builds and renovations for homeowners; the edge I would offer to my clients is that I am an Engineer by profession and would manage their project from a time cost and quality point of view.”

She registered with SAICE for over a decade and completed her professional registration with ECSA 5 and registered with SACPCMP. Her company is registered with CESA, SAIBPP, SAICE and WPN. Although challenges persist in the industry, Zeenat Ghoor is determined to succeed against all odds.

Africa abounds with stories of entrepreneurial verve, tenacity and opportunity. And with the projected growth for the coming years, these can only multiply.

Sources: The Exchange WARwanda Standard Bank Top Women Leaders Selom Tamakloe Keroche Breweries

‘57 Chocolate

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

S A’ S LE ADI N G SOCIAL MEDIA MAVENS

By Riana Andrews

The world is consuming more content than ever before and with the growth of social media and

video nearly everyone is now a content creator. But there are those among us who stand head and shoulders above the crowd in this busy space. In South Africa women especially are increasingly dominating the arts and entertainment - and social media - space and setting trends … and the agenda.

Here are four South African women media mavens currently making waves: established with her late husband Shona.

Ferguson Films have produced hit drama after hit drama and some of the most talked about shows in SA TV history including The Queen, which trends on Twitter every time an episode drops, The Wild, The Throne and Igazi for Mzansi Magic on DSTV and Kings of Joburg for Netflix.

She still acts, often appearing in Ferguson Films productions. She also has her own fragrance and lotion.

This media maven knows what SA TV audiences love - and delivers the drama in spades.

BONANG MATHEBA

As far as social media mavens go, Bonang Matheba is the Queen B. Full stop. She has shown the power of social media with her 8 million followers hanging on her every word … and gorgeously shot posts.

CONNIE FERGUSON

Known as one of South Africa’s most recognisable TV stars after her long stint in one of SA most loved soapies, Generations, Connie Ferguson really earns her media maven moniker as owner of Ferguson Films which she

But it is clear she not only plays hard, she works hard too. Bonang is a TV presenter, radio host, MC, style icon, Global citizen ambassador and luxury beverage brand business owner, amongst other things.

The star-studded launch of her House of BNG range of MCCs in 2019 generated a huge buzz and much fanfare.

96 S TANDARD BANK TO P W O M EN LEADERS

But Bonang’s reach and influence is beyond just Champagne, Darling Champagne and SA’s borders, as is evidenced in the multiple awards and accolades that she has accumulated

SA’ S L E ADING SO C IAL ME DIA M AV E N S

over the years - including winning the Best Inspiration & Influence at the Global Social Awards and Africa Influencer of the Year at the People’s Choice Awards in 2019 and being named one of Forbes’ 50 Most Powerful Women in Africa in 2020.

Her aspirational lifestyle is the inspiring content that many want to consume.

SHOLA SANNI

Because global streaming service Netflix keeps quite tight lipped about what happens behind the scenes, we are not absolutely sure who is behind the big decisions being made in Africa, but we are going to credit Netflix Director of Public Policy for subSaharan Africa Shola Sanni.

Teacher, Blood & Water, JIVA!, How to Ruin Christmas: The Wedding, Trippin’ with the Kandasamys, I Am All Girls, Queen Sono, Kings of Joburg, Santana, Riding with Sugar, Seriously Single and many more.

“It is about partnering to showcase the best of the local culture. It is about South Africans telling their stories to the world. There is a connection that happens when people view content and stories on Netflix. What we found is this power to be a cultural ambassador for South Africa and the continent,” she said.

With Netflix being the most subscribed streaming service in the world, the impact on SA film and TV industry is huge. Early this year Netflix also announced a commitment of US$1-million towards the newly established Netflix Creative Equity Scholarship Fund (CESF) for film and TV students in Sub-Saharan Africa.

“The scholarship fund forms part of Netflix’s global Netflix Creative Equity Fund launched in 2021 to be allocated to various initiatives over the next 5 years with the goal of developing a strong, diverse pipeline of creatives around the world,” the company said.

E D I TO R I A L

During the Covid-19 lockdown she produced a film about this momentous occasion titled Lesbians Free Everyone (2020).

Beverley Ditsie was awarded an honorary doctorate by the Claremont Graduate University in California acknowledging “her dedication and hard work in the fight for LGBTI equality”.

She was recently announced as one of the 2022 recipients of the prestigious Chicken & Egg Award, which invests “in the personal and professional wellbeing of visionary women and gender nonconforming documentary makers”, the first South African to receive this grant.

With the title of Director of Public Policy for sub-Saharan Africa, Sanni must have a hand in driving these huge and very positive initiatives and thus a media maven is born.

BEVERLEY PALESA DITSIE

An article on The Guardian website recently called Beverley Palesa Ditsie “The South African woman who helped liberate lesbians everywhere”.

Last year Sanni announced the launch of Netflix’s ‘Made in South Africa’ content collection – a curated collection featuring over 80 South African films, series, documentaries and reality TV shows, accessible to Netflix’s more than 209 million subscribers from over 190 countries.

It features include the much-loved shows and films such as My Octopus

The award-winning filmmaker and activist was instrumental in bringing LGBTIQA+ rights to the fore in South Africa and was one of the organisers of the first Pride march in Africa in 1990.

Her films include Simon & I, A Family Affair, and The Commission while she has also worked as director on reality TV shows including Big Brother Africa, Survivor South Africa, and Project Runway South Africa.

In 1995 she became the first African lesbian to address the UN at the Fourth World Conference on Women in Beijing,

After a tough couple of years, the positive vibrations and influence emanating from these media mavens are resulting in changing the narratives in and about South Africa. Long may they continue.

Sources: The Callsheet The Guardian https://fergusonfilms.co.za/, News24 https://bonangmatheba.com/, IOL www.tourismupdate.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 97

I NT E RV I EW

M ARG O FARGO

By Charndré Emma Kippie Margo Fargo is one of South Africa’s leading environmentalists. She owns her very own metal straw company and has her own coffee company. Margo Fargo heads several women empowerment organisations, including the successful and very popular Crown Me Naturally SA initiative. Despite an increasingly demanding schedule and the challenges that come with it, Margo’s passion remains: to bring positive change to both people and the world they inhabit.

Obtaining her Honours in BSC Consumer Sciences in Sustainability was only the first step for Margo Fargo towards her goal of truly making a difference, not only locally but on the world stage as well. The dynamic entrepreneur currently focuses primarily on sustainability within the workplace, offering turnkey solutions for big corporate institutions and their employees on how to lower their carbon footprint.

WHO IS MARGO FARGO? I was born in the city of roses – Bloemfontein and grew up in a community called Heidedal. I am a BSC Consumer Sciences specialising in sustainability.

Throughout studying I took part in environmental programmes and pageants such as Miss Earth South Africa and Miss South Africa. Throughout my late teenage to mid 20s I have worked in retail, the medical sales industry, PR and the beauty

98 S TANDARD BANK TO P W O M EN LEADERS

MAR G O FA RGO

industry. At the end of 2018, I decided to take the leap of faith to start my own business called Far_Go straws, a sustainable straw company and to be more intentional about creating spaces and opportunities in the environmental and business sector.

In that same year, I launched a NPO called Crown Me Naturally, aiming to create a platform for people to come together and talk about natural hair care, identity, brand collaborations and hair education across various cultures.

Throughout this period, I have worked with various local businesses and brands to help create more awareness and opportunity for consumers to go plastic free. I am passionate about the consumer industry and also own a proudly African coffee company called Grinda Coffee. As an entrepreneur I always look for ways to bring ideas, concepts and people together.

PLEASE TELL US A BIT ABOUT YOUR ORGANISATION/BUSINESS. Far_Go straws is a metal straw company specialising in personalising and providing a plastic free alternative when drinking liquids. These stainless steel straws come in a selection of colours such as black, silver, chrome rainbow, rose gold and gold.

They come in 3 different shapes and sizes.

You can personalise these straws with names, logos and various pouches. These products are perfect for carrying around when consuming beverages, a gift as well as creating awareness around making more eco-friendly choices.

WHAT DOES YOUR ROLE ENTAIL? As the founder and managing director, I do most of the communication with service providers and ensure that we work with various clients and create awareness around the plastic free alternative. Managing and overseeing our online store and ensuring that customers receive good service and their orders on time. Creative concepts and collaborations play a pivotal role in ensuring we stay highly visible as a small business.

cannot do anything that you want to and endure without considering the sustainability factor.

WHY ARE YOU PASSIONATE ABOUT ESG INITIATIVES? I grew up very simple and have an appreciation of my surroundings. My parents raised me to respect the environment in small ways and that followed me right to where I am right now. There is so much beauty in just doing what is right and considering the next generation and what they have to work with. Our planet gives us so much. From fresh produce, shelter, minerals and beautiful landscapes, why not protect and preserve it with what we can do. A society cannot grow and thrive if the environment is not healthy, strong and sustainable.

WHAT IMPORTANT TRENDS HAVE YOU WITNESSED IN THE LAST YEAR IN TERMS OF SUSTAINABILITY IN SA? I have specifically been impressed by the fact that the hospitality, food and beverage sector has taken great leaps by introducing convenient ways to make more sustainable decisions such as reusable plastic bags, emailing slips and brands resorting to biodegradable packaging. Within the hospitality industry, various adjustments to taps and shower heads have saved water and lights that save energy. Many businesses and hotels have resorted to solar panels as a way to create a hybrid way of living. Our heroes of the communities are our waste pickers, they have been welcomed and weaved into society whereas in the past, this was frowned upon, picking up tins of plastic from the streets to create an income for themselves means that they have created their own green economy. In fashion, thrifting and upcycling clothing is a growing trend meaning, less waste and water is used as much as fast fashion is still a major contributor to waste and pollution. These small strides collectively I believe are making a positive impact.

WHAT DOES ‘SUSTAINABILITY’ MEAN TO YOU?

WHAT ARE SOME OF YOUR FAVOURITE MILESTONES THAT YOU’VE ACHIEVED IN YOUR CAREER THUS FAR?

Sustainability means everything to me. This stretches across various sectors. When we talk about the environment, you cannot exclude sustainability. Sustainability is the capacity to endure an ongoing way right across various domains in life. I believe one

I’d say successfully changing the way people see sustainability through my business and ensuring conversations are being had in the beauty and fashion industry as well. I’ve had the honour of representing Africa at a renewable energy conference

I N T E RV I E W

in 2018 and this pushed me more to be intentional in finding myself in these spaces and having these intentional conversations.

There is still more to do.

IF YOU COULD SOLVE ONE ESGRELATED PROBLEM IN THE WORLD, WHAT WOULD IT BE, AND WHY? I would say alleviating the waste issue we have globally. It would be a dream come true to make it a strict law to ensure that every bit of waste created by each person gets repurposed, upcycled or transformed. This will eliminate so many other issues we face as the world.

DO YOU HAVE ANY WORDS OF INSPIRATION TO GET THE YOUTH MORE INVOLVED WITH SUSTAINABILITY EFFORTS? Look around you, look at yourself and see what you can change to make it more sustainable. A small sustainable and consistent decision makes a big impact. You are never too old or too young to make a change right where you are.

MARGO FARGO: SUSTAINABILITY BOOK RECOMMENDATIONS The Upcycle: Beyond SustainabilityDesigning Abundance by Michael Braungart and William McDonough Cradle to Cradle: Remaking the Way We Make Things by Michael Braungart and William McDonough The Truth About Green Business by Gil Friend

S TA N D A R D B A N K TO P WO M EN L EAD ER S 99

PROF. MADIPOANE MASENYA Madipoane Masenya (Ngwan’a Mphahlele), a professor of Old Testament Studies at Unisa, was the first black female to obtain a doctoral degree in Old Testament studies both locally and in Sub-Saharan Africa, and the first person to approach the Old Testament from a womanhood approach at Unisa.

especially women, thus making a critical mark on African biblical hermeneutics both nationally, continentally and globally.

Given the Eurocentric framework in which Old Testament scholarship was/ is conceived and theorised, her work, which not only focuses on the biblical texts’ socio-historical contexts, literary and ideological approaches, but also on critiquing problematic ideologies both within the texts’ contexts of production and those of the hitherto marginalised persons, makes a needed refreshing addition and contribution to mainstream biblical scholarship which remains basically white, male, heterosexual and reformed.

She has published numerous scientific articles and chapters in specialist books in the area of the Hebrew Bible and gender, especially in African contexts.

Prof. Madipoane Masenya

A B-rated NRF researcher, she is a member of the South African Academy of Science. As a gender-conscious scholar, she has employed her bosadi (womanhood-redefined) approach, as a hermeneutical lens to re-read biblical texts in affirming ways to African people,

Serving as editor of journals, including the Journal of Biblical Literature, she has edited and written books including the following: The Africana Bible: Reading Israel’s Scriptures from Africa and the African Diaspora (AugsburgFortress); authored How Worthy is the Woman of Worth? Rereading Proverbs 31:10-31 in African -South Africa (Peter Lang) and co-edited with K.N. Ngwa a volume titled Navigating African Biblical Hermeneutics: Trends and Themes from our Pots and our Calabashes (Cambridge Scholars). As an authority in the discipline, she has been asked,

100 STANDARD BANK TO P W O M EN LEADERS

and continues to be asked, to endorse specialist books.

In 2021, Prof. Madipoane Masenya was seconded to act as Executive Director in the Office of the Principal and ViceChancellor at the University of South Africa.

DR. ANISHA JOGI Dr. Anisha Jogi, Unisa PhD graduate and staff member, recently completed one of the first legal theses in South Africa on the regulation of AI in the healthcare sector.

“Artificial intelligence (AI) could greatly advance healthcare in South Africa but, at the same time, can also pose serious risks. Government therefore has a duty to regulate the use of AI in the provision of healthcare services to ensure accountability among producers and end-users without stifling innovation.”

This is one of the main conclusions drawn by her PhD research, which one of her overseas examiners has praised as “world class”, entailed an in-depth exploration of the ethical and legal challenges of AI in healthcare, including a comparative analysis of liability for injury or damage arising from AI systems in the United Kingdom and United States.

Dr. Jogi, who works at Unisa Legal Services, says the expectation is that AI will have a more positive benefit than a negative impact for society, and

UNISA

that drawing attention to the possible risks of AI in healthcare should not be misconstrued as “anti-innovative”.

“Rather, it is essential to have due regard to risks so as to ensure that novel technologies like AI, are developed and operated based on an appropriate AI governance regime that secures the trust of individual users and serves the public interest with emphasis on the safeguarding of a human-centric culture.”

Dr. Anisha Jogi

While the ultimate objective of AI is to benefit humanity, she says, it must be designed so that it is not mutually destructive with the primary goals of humans.

“AI should not become so proficient at what it was developed to undertake, that it results in crossing over ethical or legal boundaries. Because of these new ‘intelligent’ technologies, the evolutionary impact of AI on our society will have far-reaching legal and ethical consequences, which we need to examine and be prepared for.”

A “huge issue” in South Africa is that the current liability frameworks for negligence seem to hold the human actors responsible, comments Dr. Jogi. “However, as the technology becomes more sophisticated and can be classified as strong AI (capable of

exceeding humans at almost every intellectual task), the autonomy of the technology will become more prevalent.”

The more autonomous technology becomes, the more challenging it becomes to decide who is legally accountable if something goes wrong.

“As technology becomes more developed in performing human ‘intelligent’ tasks, the line between operator and instrument begins to blur,” says Dr. Jogi. “Who or what should be held accountable when injury or harm arises due to AI? Should the blame lie with the developer, producer, data supplier, the health institution that procured and implemented the AI system, or the healthcare professional who use and rely on it?”

The country’s current legal regime may not be adequate to deal with medical claims for negligence arising from the use of AI, she says. South Africa also appears to be lagging behind in developing a proper framework for approving and regulating autonomous and adaptive AI-based medical devices.

She goes on to make a range of recommendations to address these and other legal and ethical issues concerning AI in healthcare, including to: •

Create a legal basis for conferring “legal personhood” on AI systems, making these systems capable of being sued in court. In this way, the burden of liability would lie with the AI system, and those involved in the supply value chain would not be subjected to lawsuits for negligence (unless they had failed to make provision for AI insurance or other financial mechanisms, or if the court decided to “pierce the corporate AI veil”).

•

Establish an AI insurance regime as a mandatory requirement for specific AI offerings, covering losses arising from unintentional errors.

•

Develop specialised AI courts comprising judges who are knowledgeable and conversant of the AI field.

A DV E R TO R IA L

•

Appoint an AI ombudsperson to investigate complaints on AI matters.

•

Consider developing auditing functions for AI systems to detect and recognise undesirable outcomes.

•

Through new legislation, establish an independent agency to safeguard the public interest by implementing a certification process for AI systems commercially traded on the open market.

In the case of AI medical devices, such an agency would make recommendations on safety to the South African Health Products Regulatory Authority (SAHPRA).

•

Develop an AI Corporate Governance Code of Best Practices focusing on accountability and ethical leadership in AI.

•

Develop an African-focused observatory initiative to monitor and report on advances in AI across various sectors, including healthcare.

•

Create financial incentives to encourage the design and deployment of AI systems that are aligned with set ethical and regulatory objectives.

“AI has the ability to revolutionise medical science and offers many prospects for healthcare, from limiting onerous functions in administration to enhancing the precision of diagnosis and improving patient care management to accelerating drug production and distribution,” Dr. Jogi says.

That said, those who deploy and stand to profit from AI in the provision of healthcare services must be accountable for their adverse risks and consequences.

Says Dr. Jogi: “With the recommendations offered here, a case is made for an inclusive and harmonised approach of imperative policy adoption

S TA N D A R D B A N K TO P WO M EN L EAD ER S 101

A DV E R TOR IAL

UNI S A

and technological transformation, which is believed will underwrite the benefits, and mitigate risks resulting from AI deployed in the healthcare industry, for the benefit of all people, and more particularly for the most vulnerable populations in South Africa.”

teaching, an academic career came in handy for me. Exposing young and emerging scholars to a rich African archive to advance knowledge is my passion. Hence, I dedicated my life to teaching and training young scholars in research”.

PROF. EDITH DINONG PHASWANA Prof. Edith Dinong Phaswana is an associate professor and director of graduate programmes at the newly established Thabo Mbeki African School of Public and International Affairs at Unisa.

Prof. Phaswana is a multi-awardee educator and leader in South Africa’s education system. She has received several prestigious awards in her academic career that includes the National Institute for the Humanities & Social Sciences’ best edited volume in the non-fiction category (2020); The Mail and Guardian top 100 women changing South Africa in the education category (2019), and the UJ Humanities Distinguished Teaching Excellence in the senior undergraduate category (2014).

As a leader in education she has also featured as one of the top women elevating SA’s education systems by Public Sector Leaders Magazine (2021, August issue) and the Standard Bank Top Women Leaders Magazine (16th Edition).

Prof. Edith Dinong Phaswana

She boasts an extensive international experience having received specialist training in countries such as The UK, The US, Brazil and China. She has successfully supervised over 59 postgraduate students in Development Studies at various universities in South Africa. As academic director responsible for teaching and learning at the TM-School, she brings in a wealth of experience of over 30 years having taught both in South Africa and the UK. Prof. Phaswana is responsible for strategy, planning, and coordination of the school’s teaching and learning portfolio. She oversees course development, programme delivery, quality assurance, accreditation, and research at the TM-School.

“As someone who loves ideas and

“My aim is to give a human face to leadership and inspire many young people. When I started my academic career, I found myself a loner in many spaces and dedicated myself to developing future leaders on the continent. I want our young people to recognise pockets of excellence that exist on the continent.”

Prof. Phaswana’s research interests include leadership and transformation, specifically women leadership and representation in decision making structures within the higher education sector.

She has also published scholarly papers on African development, youth leadership and development policy in internationally accredited journals.

She also serves as a member of the editorial board and reviewer for several international journals. Prof.

Phaswana has presented over 40 conference papers at national and international platforms.

102 STANDARD BANK TO P W O M EN LEADERS

She has dedicated her research work in education and transformation within the higher education sector in South Africa specifically in women leadership and representation in decision making structures. In her own words: “When women find themselves occupying those lonely seats at the table as is usually the case in many spaces they must ensure that the terms of conversation change. Their presence even if outnumbered must make it difficult for certain things to be said or done.”

Prof. Phaswana is an institution builder and contributed to the establishment of various academic formations in South Africa. Currently, she forms part of the team that established the new Thabo Mbeki African School of Public and International Affairs. Previously, she served the academic community as the founding Vice President of the South African Development Studies Association - she was the first and only female to be elected president since the formation of SADSA in 2013.

She was also one of the founding resource persons in the establishment of the National Institute for the Humanities and Social Sciences in South Africa since its inception in 2013. At the formation of the Young African Leadership Institute (YALI) in Southern Africa, Prof. Phaswana became one of the founding lecturers for this prestigious programme. She also served as one of the instructors for the Diversity and Democracy Institute which was a partnership between The New School Graduate College (New York), University of Witwatersrand and University of Johannesburg. She was one of the pioneers that developed curriculum and taught the Leadership programme for the Mandela Institute for Development Studies.

She currently serves as the international expert for the International Accreditation Council (IAC) of the European Association of Development Studies Institute – the highest association of Development Studies in Europe. She also served as the chair of the IAC

UNISA

review committee in 2021.

She participates in several think tank groups’ projects on the African continent. Prof Phaswana continues to provide leadership, research advisory and consultancy services in various organisations and the government of South Africa.

As an engaged scholar she regularly gives commentary on women leadership and education in local tv, radio stations and print media.

PROF. KERSTIN JORDAAN As a B3 NRF rated academic, Professor Kerstin Jordaan is one of only three B-rated female mathematicians in South Africa. She is also only the fifth female in her field to have been rated in this category since the inception of the NRF ratings in 1984.

polynomials, in particular properties of the zeros, structure relations satisfied by the polynomials and their derivatives as well as asymptotics of the polynomials and their zeros,” Jordaan says.

Special functions play a significant role in mathematical physics, other branches of mathematics, physics, engineering, and other sciences. Classical orthogonal polynomials (OP) constitute an important class of special functions and have various well-known properties and applications. Their study has a long and rich history and continues to be an active research area. A deep exploration and understanding of the existing properties of OPs, together with a search for new properties, is crucial to enhancing their usefulness in theoretical and practical problems. This is the line of research that Jordaan has been pursuing since obtaining her PhD. In recent years, her research interests have developed to also include nonclassical and non-standard situations such as semi-classical OPs. “This journey has been rewarding, and I have obtained new properties of orthogonal polynomials, solved some open problems and opened new research directions. I have published more than 35 research papers in peerreviewed ISI accredited international journals since 2003, including 17 papers (2013-2020). My work has received a total of 269 citations yielding a WoS h-index of 10.

Prof. Kerstin Jordaan

She is a full professor in the Department of Decision Sciences, Unisa where she conducts research in mathematics, supervises postgraduate students and researchers in mathematics at the national and international level and teaches undergraduate and postgraduate modules in financial engineering, financial mathematics, and financial risk management to students in Commerce and Operations Research.

“My research interests are properties of special functions and orthogonal

“According to MathSciNet, 153 authors have cited my publications 243 times.

The Google Scholar database lists 529 citations of which 299 are since 2017 and my Google Scholar h-index is 14 with i10-index of 24,” Prof. Jordaan says.

Prof. Jordaan served the academic community as the elected president of the South African Mathematical Society from 2016 to 2019. This is arguably the highest-ranking position in South African mathematics. Apart from overseeing and leading the usual activities of this learned society, she initiated several new projects, for example, the BRICS Mathematical Sciences Conferences from 2017-2020.

A DV E R TO R IA L

She has served on the Steering Committee of the National Research Foundation (NRF) Centre of Excellence in Mathematical and Statistical Sciences, and since 2020, on the Advisory Committee of the NRF National Graduate Committee. Jordaan has been a member of the NRF rating specialist committee for Mathematical Sciences since 2017 and convened this committee in 2020. She has been an Associate Research Fellow of the African Institute for Mathematical Sciences, since 2015.

Prof. Jordaan is the recipient of several international scholarly awards for her research: A Royal Society Newton Advanced Fellowship (2018-2021); a by-invitation-only award to present in a programme: Complex Analysis Toolbox at the Isaac Newton Institute, Cambridge (2019); an award to participate in a research programme at the ICMS in Edinburgh (2019); London Mathematical Society Research awards (2015 and 2012); Academic Staff exchange scholarship SAPIENT (2012).

She regularly receives invitations and funding to present at by-invitation only workshops, such as at the Banff International Research Station, Mexico (2018), Canada (2020), the Summer Research Institute, Tianjin (2018) and the Liu Bie Ju Centre for Mathematical Sciences, Hong Kong (2017).

“I am extremely grateful for the recognition from the NRF and my peers, internationally and nationally, for the quality and impact of my research.

The rating is an important confirmation that the research is perceived as valuable and that it contributes to the understanding of certain aspects of mathematics and applications thereof,” Jordaan says.

TEL: 0800 00 1870 TOLL FREE EMAIL: enquire@unisa.ac.za WEBISTE: www.unisa.ac.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 103

A DV E R TO R IAL

UN I VE RS I TY OF FR EE STAT E

BLOEMFONTEIN CAMPUS

The University of the Free State (UFS) was founded in 1904 with six students in the Humanities, making it one of the oldest universities in South Africa.

It has grown into a well-respected, highly internationalised, and regionally engaged institution, with around 42 000 students in seven academic faculties, spread across three diverse campuses in Bloemfontein and Qwaqwa in the Eastern Free State.

Its vision is to be a research-led, student-centred, and regionally engaged university that contributes to development and social justice through the production of globally competitive graduates and knowledge.

The university offers a vast array of high-quality and internationally accepted degrees, diplomas, and certificate courses in the following faculties: Economic and Management Sciences, Education, Health Sciences, the Humanities, Law, Natural and Agricultural Sciences, and Theology and Religion. It also houses a Business School as well as various Open and Distance Learning offerings and Short Learning Programmes. On the South Campus in Bloemfontein, the University Access Programme provides alternative access to higher education for promising students who did not obtain the required marks in their final school examinations.

The UFS creates opportunities and growth through leading learning and teaching, focused research, and impactful engagement with society.

Students are holistically supported to achieve some of the highest success rates in the country and they are therefore highly employable. It

produces research with industry, social impact, and real-world application. Its culture promotes equity, ubuntu, and accountability. Challenges and issues are addressed as they emerge and are dealt with openly in a way that promotes social justice and human rights.

MAJOR MILESTONES AND SUCCESSFUL PROJECTS One of the factors that sets the UFS apart, is its high levels of student success through several well-crafted, holistic student support initiatives – enabling the institution to raise its general success rate by about 15% over the past ten years.

The academic success initiatives developed by its Centre for Teaching and Learning have earned the institution international recognition. These include language and literacy development and well-supported tutorial programmes. The UFS is also playing a leading role among South African universities in the field of academic advising, where students’ educational paths are aligned with their career dreams.

Among its centres of excellence is the Afromontane Research Unit (ARU) situated on the Qwaqwa Campus, which is doing groundbreaking work to empower vulnerable mountain communities with uplifting environmental, social, and economic knowledge. In addition, the Academy for Multilingualism is doing ground-breaking work to develop unique multilingual pedagogic strategies across the institution.

The UFS is also a leader in various fields of knowledge, such as cancer research,

104 STANDARD BANK TO P W O M EN LEADERS

cardiothoracic surgery, indigenous knowledge systems and agriculture, city-region economies, and agroprocessing, to name but a few.

CELEBRATING GENDER EMPOWERMENT The UFS has a significant representation of women in its management, lecturing, and research structures, with women occupying two of its four vice-rector positions, as well as four of its six SARChI Research Chairs.

The Gender Equality and AntiDiscrimination Office (GEADO) – as part of the Unit for Institutional Change and Social Justice – runs programmes that seek to harness the talents, creativity, and skills of the broader UFS community. These programmes support a commitment to equality, diversity, and inclusion, and include advocacy work on gender equality, gender sensitisation, gender inclusion, and gender representation. Not only do they challenge gender biases, but also constitute a call to action, forging a path towards change.

On the academic front, the Centre for Gender and Africa Studies advances gender empowerment through focused research initiatives.

From a human resource perspective, the UFS Leadership and Development Division provides female employees with the opportunity to enrol for the Women in Leadership Training Programme and other management training initiatives presented by the UFS Business School. The Diversity and Inclusivity Programme on the UFS Blackboard (HR hub) is specifically designed to provide

U NIVE R SIT Y O F FR E E S TATE

a respectful and inclusive workplace culture, something that is critical for gender equality at work.

The UFS Employment Equity Plan has set specific targets to increase the number of specifically black females in leadership and senior academic positions, which has led to a welcome growth in the number of female managers. The transformation of the professoriate programme (43% female) provides support to academics to develop their scholarly identities and to build the necessary competencies to achieve the performance standards expected for promotion to professional level, and also include a mentoring programme. There has been a notable increase in the number of academic female staff in senior academic positions (senior lecturer, associate professor, professor), from 131 in 2017 to 169 in 2021.

Executive coaches assist newly appointed female line managers, encouraging self-awareness and allowing them to make more conscious use of their skills, while masterminding their own professional development and growth.

The UFS has also taken a firm stance against gender-based violence, with regular awareness campaigns on all three of its campuses. Another initiative, the Sexual Assault Response Team (SART), which is made up of business units across campuses, works according to a set process flow to provide victims of gender-based violence with legal, medical, and counselling services.

Rector and Vice-Chancellor, Prof Francis Petersen, also often uses public platforms and opinion pieces to speak out against gender-based violence in higher education.

COMMUNITY INVOLVEMENT Engaged scholarship is one of the institution’s core principles and is the vehicle for its corporate social responsibility initiatives. Through engaged scholarship, the UFS uses its scholarly and professional expertise with an intentional public purpose and benefit. In this spirit of serving society, each of its seven faculties has

a service-learning component, enabling students to make a real, practical difference in surrounding communities while obtaining their degrees. The UFS strongly believes in collaboration and has longstanding relationships with 150 community organisation partners in order to achieve its engaged scholarship goals.

Various UFS school support initiatives have not only contributed to the Free State’s excellent 2021 matric pass rate of 85,7%, but also to making it the top-achieving province in South Africa for the third year in a row. Initiatives include the very successful Internet Broadcast Project, where lessons in certain subjects are broadcast from the UFS South Campus to around 71 000 learners in more than 80 different schools every week. The popular Science-for-the-Future initiative features different school programmes, targeting not only gifted learners who excel in Natural Sciences, but also involve teachers and even parents in workshops where the mysteries of Science and Maths are unlocked.

Among its other projects that encapsulate its society-focused role, is the Agribusiness Transformation Programme, whereby black commercial farmers and sustainable black-owned businesses in the Free State were identified in a developmental programme leveraging expertise, skills, and infrastructure of the UFS and strategic business partners.

PLANS FOR THE FUTURE The UFS vision of Visibility and Impact extends to the African continent and the

A DV E R TO R IA L

rest of the world, as close collaboration with industry partners ensures that it delivers graduates who are equipped for and sought-after in workplaces all over the world.

The university is successfully developing an ecosystem where the institution, the private sector, industry, commerce, government, and communities co-create and collaborate to provide humancentred solutions, which are digitally supported to respond to the challenges of society. One of the ways in which this finds expression is through its newly established Interdisciplinary Centre for Digital Futures, initiating projects with a multi-disciplinary approach that combines social, natural, and digital sciences to find solutions to relevant societal needs.

The UFS has developed a comprehensive Digitalisation Plan to find the best way of using information and communication technology as a tool for enhancing learning, research, collaboration, and decision-making.

It plans to roll out more unique academic support programmes and to use the experience gained during its shift to emergency online tuition over the past two years to advance online and blended learning pedagogical systems in the rest of the country and the continent.

The UFS aims to build on its highly internationalised character by further widening and improving its international collaborations, guided by the United Nations Sustainable Development Goals.

Tel: Bloemfontein Campus: +27 51 401 9111 Qwaqwa Campus: +27 58 718 5000 South Campus: +27 51 401 9111 Email: info@ufs.ac.za Website: www.ufs.ac.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 105

Unemployed students can now study engineering at various universities across the country through funding from the merSETA, following our partnership with Ikusasa Student Financial Aid Programme (ISFAP).

To date, the merSETA has funded over 450 students through this partnership, a 100 of whom have graduated. This partnership is important for skills development and ensuring sustainable employment for the country’s youth.

Through the merSETA funding, ISFAP is able to assist underprivileged students so they may acquire critical skills needed by the country.

The partnership between the merSETA and ISFAP was inspired by, among others, the #FeesMustFall protest, which saw university students across the country protest against the high cost of education at higher education institutions.

It was through this protest that the need to devise more means to support students financially was identified, especially those coming from the “missing middle” income households. Although government had already established student financial aid support institutions such as the NSFAS for the poor household families with incomes between R0-R350 000, funding for the “missing middle” (household income between R350 000- R600 000) is not catered for. The #FeesMustFall movement made it clear that more needed to be done.

Last year alone, through this partnership, about 100 students received funding to study engineering across different universities in South Africa.

The support is both financial and non-financial. It includes psycho-social, work readiness, mentorship, health programmes, financial literacy and time management. Students are also offered support through various means, such as transportation, laptops, data, food and accommodation.

The merSETA remains committed to investing in the future of engineers. It is with such commitments that the bridging of scarce skills can be realised and the future of engineers can be protected.

LEADERS IN CLOSING THE SKILLS GAP

For many learners in townships, their academic journeys end once they finish their final matric exam paper. This is because many lack the financial means to progress to tertiary education.

Through a partnership with the merSETA, the Katlehong Technical High School seeks to alleviate this challenge. The two are collaborating to ensure matriculants enrol in trades within the mersector upon completion of their matric.

In 2017, the school enrolled 20 learners aged 18-24 in different engineering trades. In 2019, 17 completed their theoretical training and were placed at different dealerships in the Volkswagen Hatfield Group and Ford Group for practical training. The learners successfully qualified as motor technicians after they passed their trade tests on their first attempt.

The school also arranged for the learners to obtain drivers’ licences before taking them to dealerships because as a motor mechanic, one is required to move cars around as part of your duties and not having a driver’s licence posed a serious challenge.

This benefit was extended to all matric learners, not only those who participate in the merSETA apprenticeship programme. This means that most learners leave the school with a driver’s licence.

The school has also been able to negotiate employment opportunities for these learners at the dealerships where they do their training. Apart from being fully employable after the training, the learners also receive a stipend during training with which they are able to help provide for their families as most come from disadvantaged backgrounds.

These types of programmes are extremely beneficial to township communities as they advance youth development.

They also help reduce the high unemployment and crime rates within these communities. The impact on the lives of school children and their families in the community is immeasurable.

LEADERS IN CLOSING THE SKILLS GAP

The merSETA and the South African Renewable Energy Technology Centre (SARETEC) are in collaboration for the implementation of the ICT4APP pilot project for the Solar Photovoltaic Mounter part of the Solar Photovoltaic (SPV) qualification. The two will present the first part of the accredited qualification for SPV Technicians in mid-2022.

The pilot project is designed to test the ICT4APP digital teaching and learning platform, and it will be launched in July 2022 for completion within six (6) to eight (8) months. The purpose of the pilot project is to test each digital feature built to guide learners on their journey, whilst monitoring learning achievements for remedial action when required.

Different approaches to assessment will also be validated. At the centre of the learning journey are the learners, the PV Technical Mentors and the workplaces. Each have a unique role to play so that performance of the ICT4APP platform can be measured for impact.

The programme is uniquely based on a repackaged digital teaching and learning pathway using technology to guide the learner through various components of the curriculum. Knowledge components are completed online and when assessments show sufficient theoretical knowledge, learners are then invited to practical workshop training on pre-determined practical topics. The practical training takes place at an approved TVET college uniquely equipped with infrastructure and technical mentorship expertise to complete the prescribed practical projects.

Once practical skills are mastered with the requisite expertise, learners are invited to approved workplaces for the completion of specific workplace assignments.

The first Technical Vocational Education and Training colleges to present the Solar Photovoltaic qualification are in the officially designated Renewable Energy Development Zones (REDZ) of South Africa. They are: • Goldfields TVET College in Welkom Free State; • East Cape Midlands TVET College in Uitenhage Eastern Cape; • Vuselela TVET College in Klerksdorp North West; • Tshwane North TVET College Mamelodi Gauteng North; • Ekurhuleni West TVET College, Tembisa Gauteng East; • False Bay TVET College, Westlake, Cape Town Western Cape; and • West Coast College, Vredenburg Western Cape.

As far as the merSETA and its development partners are aware, this is the first digital learning experience designed to incorporate the most up-to-date online technologies whilst guiding learners to practical project sites and potential workplaces in order to integrate all three learning components of theory, practical skills and workplace experience in a registered occupational qualification.

Interested parties can play a role in this innovation project by registering as an active company for the hosting of pilot learners. More information and updates can be obtained by emailing: ICT4APP@merseta.org.za or cogillcl@cput.ac.za

LEADERS IN CLOSING THE SKILLS GAP

Vision Leaders in closing the skills gap.

Mission To increase access to high quality and relevant skills development and training opportunities.

To support economic growth in order to reduce inequalities and unemployment.

To promote employability and participation in the economy.

WE CARE

WE BELONG

It’s about caring for people we render services to

www.merseta.org.za

It’s about working together with colleagues

merSETA Social

@mersetasocial

LEADERS IN CLOSING THE SKILLS GAP

WE SERVE

It’s about going beyond the call of duty

@mersetasocial

HERS -S A GE N DE R TRAN S FORM ATION IN HIGHE R E DU CAT IO N IS N E E DE D FOR S US TAIN ABL E S OCIE TIE S

SA believes having a gender representative leadership is critical not only for universities but also for realising the UN SDGs, the African Union Agenda 2063 and National Development Plan 2030.

What do we do?

The United Nations (UN) 2030 Agenda for Sustainable Development sets seventeen interrelated Sustainable Development Goals (SDGs), with gender equality at the heart of achieving these goals. Even more reason for the Higher Education Resource Service – South Africa (HERS-SA) to believe that the attainment of gender transformation of leadership in higher education can accelerate the attainment of these goals.

In South Africa, out of twenty-six universities, only six women are ViceChancellors, and less than 50% of women hold PhDs and even fewer are full professors, while most of them are in lower ranks. This means very few women are part of decision-making. It is no secret that South African universities are gendered, racialised and classed.

The higher education (HE) sector plays a critical role in the production of skilled labour and the transformation of society, economy, and politics. Should HE remain unchanged, we risk the reproduction of inequalities. For this reason, HERS-

HERS-SA has committed itself to developing women for senior leadership positions in HE. This is done through multi-pronged interventions that look holistically at the person, the group, organisation, and the greater society. Our training interventions aim to empower women on self-mastery, leadership, women leadership barriers, institutional culture, processes, procedures and politics and the role and impact of the external environment on universities. HERS-SA ACADEMY is our flagship, involving week-long intensive training that attracts women from all universities. The following interventions are also in place: • • •

• • •

Mentorship and coaching programmes Multi-generational dialogues Strategic participation in HE gender forums to bring an outsider perspective Doing advocacy and research on women leadership Creating collaboration networks for women Creating women leaders brand visibility

There are some shifts in HE, such as the appointment of women Chancellors,

110 STANDARD BANK TO P W O M EN LEADERS

with the most recent appointment of Dr. Phumzile Phumzile Mlambo-Ngcuka and Advocate Mojanku Gumbi. Some of the women making moves and at the helm of leadership are our alumni. More work is still needed, by creating a culture that enables women to thrive; which requires gender-responsive policies and budget.

What can you do?

We are under no illusion that the shift has been easy, after all, as Nelson Mandela once said, “After climbing a great hill, one only finds that there are many more hills to climb.” The work can be accelerated by collaborating with other sectors through sponsorship, donation in cash and/or kind (sharing expertise, being mentors, guest speakers, and more).

Everyone has an opportunity to shift the gender inequalities in HE! As we strive to put Africa firmly on the world stage through people driven development, women in HE are going to play a significant role. Strengthening the role of Africa’s women through ensuring gender equality and parity in all spheres of life.

CONTACT Website: www.hers-sa.org.za Phone: 067 724 0236 Email Address: info@hers-sa.org.za

U NIVE R SAL K NOWL E DG E SOF TWA RE

I N T E RV I E W

UNIVERSAL KNOWL EDG E SOF TWA RE UKS - PAST, PRESENT, FUTURE I n te r v i e w w i t h U n i v e r s a l K n o w l e d g e S o f t w a re C E O, N e e s h a R a m s u m a r

What skills do you think leaders of the future are going to need?

The way we place value in terms of skills required is a constantly evolving matrix as most jobs are being automated as technology advances.

UKS was founded in 1998 and has been listed on the JSE for many years.

In 2005 Neesha Ramsumar, CEO, assumed responsibility for the company, allowing for a management buy-out in 2017. UKS is evolving and focusing its attention towards the EdTech space. They are also expanding and concentrating on optimising the use of technology in coding and robotics, software development, learning platforms and data compliance.

UKS’ Innovative Librarian competition was started in response to COVID-19 challenges, as a method to encourage people to get involved in uplifting communities as well as helping schools with stationery and hardware needs during these unprecedented times.

The company is also a sponsor of the annual LIASA Librarian of the Year competition, which thanks librarians for their contributions to their communities.

In addition, UKS diligently sponsors prizes for reading and literacy competitions.

UKS is a female-owned level 1 B-BBEE certified company. As a female-owned company, UKS embodies gender empowerment policies, with 70% of its employee’s being women.

UKS has been able to establish strong relationships in a multitude of African territories since the late 1990s with strong ties to education departments in Botswana, Swaziland, Namibia, Zambia, Lesotho, Kenya, and Malawi.

Leaders should leverage off data analytics to assist them in making robust strategic decisions, which ultimately ensures growth and sustainability. However, this does not negate wisdom, and executives should never become complacent despite the wealth of data at their fingertips.

What are the current and future trends in your sector?

As technology evolves, consumers can scan products, retrieve product information, and read product reviews or comments on social media.

In conjunction with these features, UKS has identified fully customisable apps which are now a huge trend.

NEESHA’S 5 PEARLS OF WISDOM ON SURVIVING AND THRIVING IN BUSINESS •

Digital marketing has to be a key

•

Foster a culture of creating “raving

strategic goal for any business fan” clients •

Spreadsheets are your friends as you cannot manage what you cannot measure

•

Identify where in the company lifecycle your business is and strategize accordingly

•

You are only as good as your team

How has UKS embraced Digital Marketing to increase revenue?

We utilise a balanced approach that includes promoting products, generating community awareness, and creating interactive posts to stimulate engagement on all platforms, which increases user engagement and drives growth for our digital presence.

• • • • •

Marketing/prospecting to our target market and audience Building credibility and trust Escorting and courting the buyer through the process Presenting the product or service that meets their needs Closing the sale – Seamless process, followed through from constant engagement with our customers

S TA N D A R D B A N K TO P WO M EN L EAD ER S 111

I NT E RV I EW

I AM S P OW E RHOUSE CONSULT ING

I A MS POW E R HOUSE C ONSULTI NG I n te r v i e w w i t h I A M S P o w e r h o u s e C o n s u l t i n g C E O, M a r i e S e b u e n g

Marie Sebueng is the Founder and Chief Executive Officer of IAMS Powerhouse Consulting. The company holds a B-BBEE Level 1 and provides innovative people management solutions, leading human resources technology and organisational development to help develop individuals, entrepreneurs, and corporations to achieve optimal performance.

A dynamic businesswoman, speaker and moderator. With over a decade of experience as a career coach, leader and mentor, Marie leads various programmes that advocate for entrepreneurship, diversity and inclusion, with a focus on women and leadership.

PLEASE DESCRIBE THE HISTORY OF IAMS POWERHOUSE CONSULTING AND WHAT LED TO YOU DECIDING TO START THE COMPANY? I was inspired by my observation in the corporate world, that the organisations that thrive are those with great leaders, so I founded a business that enables and develops leadership capability. We all know great leaders who have influenced

our careers and the course of our lives. Africa is the next economic hub and frontier. As a continent we have the youngest and most dynamic population in the world. Which presents the opportunity to develop leaders and help grow businesses.

WHAT SERVICES DOES IAMS POWERHOUSE CONSULTING OFFER - AND WHAT SETS YOUR COMPANY APART FROM THE COMPETITION? IAMS Powerhouse Consulting provides innovative people management solutions. We are a leading human resources technology organisational development partner.

“We change the way people learn and grow in Africa” and have a unique service offering to lead the most important aspect of any business: the people.

Whether it be for ambitious entrepreneurs or competitive corporations, we offer services aligned with our purpose to “unearth potential, empower leaders and enable performance excellence”.

This is possible due to the fact that our offerings can be customised to provide digital or in-person training, coaching and consulting. We have sourced accredited expert solutions

112 STANDARD BANK TO P W O M EN LEADERS

and providers, STADIO is our associate partner, one of Africa’s leading distance learning institutions.

WHAT EXCITES YOU ABOUT WHAT YOU DO? Knowing that what we do contributes to the Sustainable Development Goals (SDGs) and the future world of work: “Changing the way people learn and grow in Africa”.

AS CEO AND FOUNDER OF IAMS WHAT EXCITING PLANS DO YOU HAVE FOR THE FUTURE OF THE COMPANY? Extending our reach into other regions on the continent, using tech as a key driver, and enabling more leaders and businesses.

POWERHOUSE ADDRESS: Cnr 3rd Street & Cedar Road, Willowood Office Park, Broadacres, South Africa TEL: 065 828 7148 079 5766 988

EMAIL: consult@iamssa.co.za WEBSITE: www.iamssa.co.za

We are passionate about helping people learn and grow.

AMIS

I N T E RV I E W

IAMS

P O W E R H O U S E C O N S U LT I N G

IAMS Powerhouse in partnership with STADIO Higher Education offers accredited learning experiences to develop leaders at every level of your organisation IAMS Powerhouse provides innovative people management solutions.

We change the way people learn and grow, by developing and empowering individuals, entrepreneurs and corporates to achieve optimal performance. We are excited to announce our partnership with STADIO Higher Education, who shares our likeminded philosophy, that every person should be provided with a springboard to become the most empowered version of themself.

Through our partnership with STADIO, one of Africa’s leading distance learning institutions, we offer a full suite of accredited learning and development programs. Whether making the shift from team member to leader or requiring strategic effectiveness and impact through an executive development program or driving digital upskilling in preparation for the 4th industrial revolution (4IR), we develop learning programs customised to business needs. We help drive sustained performance through accredited courses and bespoke leadership development experiences .

IAMS

Why IAMS Powerhouse?

• Top Empowered Company 2021 • Rising Star Sponsor • Expert HR & OD Community in Africa • BBBEE 1U Contributor P O WLevel ERHO S E C O N S U LT I N G

Why Stadio?

• 40+ Accredited Qualifications • 5 Faculties • 8 Schools • 9 Campuses • Contact, Distance & Blended Learning

Let us empower you with the tools and strategic inventions to unearth potential, empower leadership and enable performance excellence in Africa.

S TA N D A R D Together we can grow minds and dreams for a competitive advantage.

Tel: +27 65 828 7148 consult@iamssa.co.za B A N K TO P WO M E N L EAD ER S 11 3

Moeletsi Attorneys is a Level 1, 100% black-woman owned boutique law firm based in Sandton which prides itself on honouring all our commitments to our clients, employees and stakeholders. We strive to meet the highest ethical standards.

We are experienced employment attorneys with a broad range of qualifications and skills in the area of employment law. Our employment attorneys work collaboratively with other professionals such as mediators and counsel to ensure that the client gets the best possible outcome.

Litigation In the employment environment, disputes are inevitable and occur often. The dispute may arise from issues relating to terms and conditions of employment which may trigger strike action or from a performance issue.

The bottom line is that if the dispute is not handled properly it can be costly.

It can be protracted.

Our employment attorneys have represented various individuals, public and private institutions before forums such as the Commission for Conciliation, Mediation and Arbitration, Bargaining Councils and the Labour Court. Disputes that are “arbitrable, i.e. they can be decided by arbitration, go to the CCMA or Bargaining Council and an arbitration award is issued. However, disputes that must be decided by court such as an interdict, are referred to the Labour Court and the court makes an order.

Our approach to any dispute is to find the most efficient and effective way to resolve it. This, in many instances, involves mediation or negotiation.

Mediation Mediation is a process by which a mediator assists the parties in actual or potential litigation to resolve the dispute between them by facilitating discussions between the parties, assisting them in identifying issues, clarifying priorities, exploring areas of compromise and generating options

000 STANDARD BANK TO P W O M EN LEADERS 114

in an attempt to resolve the dispute. It is an alternative to having the dispute adjudicated in court.

TRANSPARENCY We at Moeletsi Attorneys understand the importance of transparency. We are committed to being transparent with our clients at all times. This is key to building trust and becoming our client’s trusted advisor.

SERVICE EXCELLENCE Moeletsi Attorneys adopts an integrated approach that puts the client at the centre of everything. Our staff are always looking for ways to go the “extra mile” to anticipate and exceed the client’s expectations.

We are committed to delivering an affordable service that is efficient and reliable which leaves a positive and lasting impact on our clients.

INNOVATION Moeletsi Attorneys prides itself on being adventurous and creative.

Our people continuously question conventional wisdom and challenge

MO E L E T SI ATTO RN E YS

the status quo in a way that best suits our clients’ needs. We feel that our adaptability and mental fortitude in light of an ever changing legal landscape differentiates us from our competitors.

A DV E R TO R I A L

OUR TOP WOMAN

GROWTH Moeletsi Attorneys embraces any opportunities to learn and improve.

We invest in our firm and our people.

We pride ourselves on encouraging personal development and continuous improvement in all facets of life.

Through the constant pursuit of personal and professional growth, we are confident that our employees are able to operate autonomously in a way that ensures that we are better able to meet and exceed our client’s expectations every step of the way.

WHAT WE OFFER We pride ourselves on excellent service • Advisory • Contracting • Dispute Resolution • Investigations and Hearings

Ms Qaqamba Moeletsi founded Moeletsi Attorneys in 2019 as a company which specialises in all aspects of Employment Law. Ms. Moeletsi has over 11 years’ postadmission as an attorney experience. She has exclusively practiced employment law and has done work for various individuals and organisations in the public and private sector. Moeletsi Attorneys currently represents individuals with internal disciplinary cases and organisations with cases before various tribunals such as the CCMA and courts

Tel: 010 448 7273 Head Office: Suite U, 4th Floor 165 West Street, Corner West and Sandown Valley Crescent, Sandton Email: info@m-attorneys.co.za Website: www.m-attorneys.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 11 5

I NT E RV I EW

MESSAGE FROM THE GROUP CHIEF EXECUTIVE OFFICER, ANDRÉ DE RUYTER Gender equality is not just a goal, it is a fundamental human right, a business imperative and a necessary foundation for a peaceful, prosperous, and sustainable world. 2020/2021 was a significant year in the quest for Gender Equality, with the development and adoption of the Global Acceleration Plan for Gender Equality, which gives impetus to the quest for a just and equal society, ensuring that member states had a strong focus on gender equality and women’s empowerment, supporting transformation plans that are gendered responsive action, and giving inputs into system-wide guiding processes, so that they would take gender equality considerations into account.

Eskom believes that a sustainable future is not possible without gender equality and that men are important allies in achieving gender equality in a diverse society. Eskom has pledged to promote gender equality and provide a sense of belonging to women as articulated in the spirit of the Eskom Women Advancement Programme; a holistic approach aimed at “breaking the mould” that is based

on perceptions of and about women that perpetuate misrepresentation of women in leadership and technical roles. Eskom commits to increasing the representation of women in leadership roles from 42% to 50% as articulated in the Global Acceleration Plan on Gender Equality.

Eskom also commits to addressing the pay disparities in line with the principle of equal pay for work of equal value as articulated in the Employment Equity Act, Code of Good Practice for Work of Equal Value.In conclusion, I salute men and women who strive towards a gender-diverse workplace. We all know that a diverse workplace has an overall impact on the reputation of the company, in that it creates a culture that employees are happy to be part of. We live in a diverse country, and if Eskom wants to appeal to a larger audience, we must aim to advance gender equality.

Eskom commits to support the HeForShe initiative, a global effort that seeks to involve men and boys in achieving equality by taking action against negative gender stereotypes and behaviours. Eskom regards men as critical aides and partners in achieving gender equality and commits

116 STANDARD BANK TO P W O M EN LEADERS

to mobilise men in the journey on a global effort that seeks to involve men and boys in achieving equality by taking action against negative gender stereotypes and behaviours.

ESKOM WOMEN ADVANCEMENT PROGRAMME During 2014, Eskom launched the Eskom Women Advancement Programme (EWAP), a holistic approach aimed at “breaking the mould” that is based on perceptions of and about women that perpetuate misrepresentation of women in leadership and technical roles. It is a deliberate attempt to influence the culture such that leadership support for EWAP exists, that the programme is inclusive and involves all key stakeholders, men in particular and that the stereotypes are changed. One of the hallmarks of EWAP has been a commitment to influence and change the gender landscape to focus not just almost exclusively on activities, but to also focus strongly on results. The following are the focus areas of EWAP: Women in Leadership Increase representivity of women in leadership positions.

Women in Nuclear Build a cadre of women to fill critical roles at our nuclear programmes.

E S KO M

•

•

Women in Technical environment Develop a pipeline of women to occupy technical roles and increase representivity.

Creating a conducive environment Ensure that HR practices and policies are geared towards gender equality.

Partnerships Partner with institutions of common interest to develop global leaders

•

•

This strategy focuses on addressing the issues that hinder women in advancing into critical leadership and technical positions within the business.

ACHIEVEMENTS Since its inception, the programme has achieved the following: • Governance: EWAP has established a series of governance structures to deal with matters pertaining to gender equality namely: •

•

Establishment of the National EWAP Steering Committee, whose mandate is to provide strategic and tactical direction and oversight on the implementation of the Gender Equality Strategy through the Eskom Women Advancement Programme.

The National Steering committee comprises appointed representatives, the Executive Sponsors, from Divisions, whose responsibility is to ensure gender equality and equity in the respective Divisions.

Divisional EWAP Steering committees in the following Divisions: Distribution, Transmission

•

•

and Group Capital and Generation Appointment of Divisional Executive Sponsors who are accountable for the establishment of the EWAP in the divisions, Provide oversight, assurance, and support of the programme in the divisions

Establishment of the Gender Office in partnership with the Wits Gender Office, whose mandate is to provide innovative approaches, technical support, policy development, and capacity building to ensure that gender equality is central to sustainable global environmental solutions.

The EWAP Annual Plan for 2022/2024 as well as the Gender Calendar have been developed.

Eskom developed an ambitious Gender Equalisation Plan to address the underrepresentation of women and ensure that the 50/50 target by 2020. This plan informs the target setting and key performance indicators and measures process of the organisation. It has subsequently been revised to align with the commitment articulated in the Global Acceleration Plan for Gender Equality, which is 2026 as well as the Employment Equity Plan. The plan seeks to identify positions that arise due to attrition and reserve them for women at organisation level and divisional level. Stringent monitoring measures have been put in place to ensure that

A DV E R TO R IA L

the appointment of women at middle management and senior management level is influenced by the Divisional Executive: Human Resources as well as the Assigned Employment Equity Manager.

EWAP has reviewed Human Resources policies and procedures to ensure that they are gender friendly.

Eskom has started the process to address gender income differentials in line with the Equal Pay Work of Equal Value principle.

A total of 7 042 female employees benefited from the income differential and Eskom has committed to address the income differentials as a matter of urgency.

•

Eskom Workplace Sexual Harassment Combatting Strategy is in place.

•

Launched the HeForShe initiative, the solidarity movement for gender equality which provides a systematic approach and targeted platform on which men can engage and become change agents towards the achievement of gender equality.

•

•

•

•

Trained 240 Women as mentors, to develop the next generation of leaders by giving beginning and mid-stage female leaders the opportunity to learn from their successes as experienced leaders.

Convened Round-table discussions on pertinent topics of concern to women.

Launched the Eskom Transformational Journey: A ‘Nickel of Democracy’ book which details Eskom’s journey on gender equality.

Conducted a Needs Assessment for Women in the Technical environment. It Is envisaged that the initiative would guide the development of targeted interventions aimed at addressing gender-related challenges in the space.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 11 7

A DV E R TOR IAL

•

•

E S KO M

EWAP Annual Awards awarded annually, aimed at promoting the advancement of gender equality and acknowledgement of women, efforts to advance gender equality and diversity in the workplace and making equal opportunities a vital part of business development.

Awards in the following categories have been conferred: The Inspiring Women award

•

The Authentic Leader

•

The Millennial Leader.

•

The Advocate and Change Catalyst Leader

•

The Women of the Year Acknowledgement by Standard Bank Top Women of EWAP Executive Sponsor Ms. Elsie Pule as the Top Women Public Sector Leader, which acknowledges

women who have demonstrated excellence in performance and delivery; and who have raised the visibility of women in government.

•

•

Acknowledgement by the South African Board for People Practices of Eskom as a runner up to the Top Gender Empowered organisation.

Established the following strategic partnerships with organisations in the gender space:

KEPCO.html

118 STANDARD BANK TO P W O M EN LEADERS

E S KO M

I N T E RV I E W

ELSIE PULE

G ro u p E xe c u t i v e , H u m a n R e s o u rc e s

PLEASE DESCRIBE YOUR ROLE AND RESPONSIBILITIES AS GROUP EXECUTIVE, HUMAN RESOURCES AT ESKOM At the most basic level, my role entails advocating between employer and employees and keeping them informed and happy to improve business outcomes. The role is responsible for the lifecycle of the employee and all administration that goes with it. This includes, inter alia, Talent Management, Employee Health and Wellbeing, Employee and Labour Relations, Organisational Effectiveness, Remuneration, Performance Management and Diversity and Inclusion.

PLEASE SHARE SOME OF YOUR MAJOR HR HIGHLIGHTS • Leading HR teams of over 1 400 employees across South Africa • Served at various organisations as a board member including the Eskom Pension and Provident Fund (EPPF), the Institute of People Management (IPM) and the Eskom Finance Company (EFC) • Spearheaded the Eskom Women Advancement Programme to address gender equity • Led a compilation of the book “Eskom Women’s Transformation Journey” – A Nickel of Democracy • Bestowed the HR Leader of the Year award by Africa India Summit in 2011 and Runner Up IPM HR Director of the Year in the same year • Bestowed the Standard Bank Top Female in the Public Sector (2018) S TA N D A R D B A N K TO P WO M E N L EAD ER S 11 9

I NT E RV I EW

• •

•

E S KO M

Presented numerous papers internationally including Women Empowerment & Gender Equity Appointed on the Energy Sector Gender Ministerial Advisory Council by the Minister of Minerals and Energy in 2021 Serves on the newly formed Eskom Divisional Board - Generation, Transmission, Distribution Division, and the Eskom Rotek Industry Board

support to ensure that these policies result in tangible changes in the energy sector. The establishment of the Women Empowerment and Gender Equality (WEGE) Policy and Ministerial Advisory Council under the auspices of the Department of Minerals and Energy will spearhead transformation in the sector.

The strategy will ensure equal rights, opportunities, and economic empowerment of South African women in the energy sector.

Our female population is just under 40% and we are proud to have achieved 40% gender empowerment at Professional and Senior Management levels through the Eskom Women Advancement initiatives.

WHICH POLICIES AND PRACTICES AT ESKOM ENSURE GENDER PARITY? • Diversity and Inclusion Policy • Talent Discovery Procedure where the Assigned Employment Equity Manager makes recommendations during recruitment to align with the Employment Equity Plan • Dedicated Eskom Women Advancement Programme with initiatives for gender equality • A fully-functional Gender Office with a budget dedicated to gender equity IN YOUR OPINION IS THE ENERGY SECTOR AN ATTRACTIVE ONE FOR WOMEN IN SOUTH AFRICA? Women remain under-represented in energy value chains, while a range of policies and initiatives are being implemented to promote gender mainstreaming in the energy sector, there is a need to focus on effective implementation and the necessary

WHAT ARE SOME OF ESKOM’S CSI INITIATIVES? Eskom’s corporate social investment projects are aimed at enabling the life aspirations and sustainable earning potential of South Africans. The entity has the following CSI projects under its wing: • Eskom Young Scientist, which exposes both males and females to the STEM field • Business Investment Competition, which empowers small businesses from enterprises development and support • Small Business Economic Development Portal, where femaleowned businesses are provided with skills on how to access the market

120 STANDARD BANK TO P W O M EN LEADERS

WHAT EXCITING PLANS DO YOU HAVE FOR THE COMING YEAR? • We have elevated accountability on gender equality to Divisions • We have established Divisional Eskom Women Advancement Programme committees whose role will be to account for gender equality in the Divisions as well as providing oversight, assurance, and support of the programme • We have appointed Divisional Executive Sponsors who will report to the Divisional Executive on progress made on gender equality in the respective Divisions • We are in the process of developing a Women Development Programme to support women in Eskom to realise their full potential through educational and participatory approaches • We will be embarking on a series of roundtable discussions with captains of the industry with pertinent issues affecting women • We will continue to offer developmental exposure to women in Eskom in entities outside South Africa, as and when a need arises DO YOU HAVE A MESSAGE FOR YOUNG WOMEN WISHING TO JOIN THE ENERGY SECTOR? Energy is a catalyst for women empowerment. There are abundant opportunities for women in the Energy sector and it’s up to us to explore them.

Address: Megawatt Park, Maxwell Drive, Sunninghill, Sandton Tel: +27 (11) 800 8111 Email: mediadesk@eskom.co.za Website: www.eskom.co.za

VP E L E C T R ICAL C O NT R ACTO RS

VP Electrical Contractors (Pty) Ltd is a B-BBEE Level 1, 100% directed and black female-owned company.

The organisational structure has a qualified and competent team of three female Directors, Management and Supervisors with a staff complement of 40 employees. With three decades of experience, we proudly promote the principles of employment equity, equal opportunities, and empowerment for our workers in order to strive to be a leading company in our industry.

leader that gifted his time and energy to build and help others without expecting anything in return. A visionary that translated everything into reality.

VISION Ensuring excellence in our operations to meet our obligations, sustain our growth and reach our goals.

Recognition of the personal worth and value of all our employees by providing a framework that allows sustained personal satisfaction, security and advancement opportunities.

A DV E R TO R IA L

WHAT WE DO • Electrical maintenance and • construction • Reticulation, MV/LV, street lights • Credit control • Disconnections, reconnections and meter reading • Installation of meters • Cable route tracing and cable fault location Jointing and terminations (HT • & LT)

To be a leading female construction company in providing the highest level of service while offering superior craftsmanship to every project, we handle in the construction industry.

MISSION We are committed to deliver added value to our customers by identifying, monitoring and responding to their needs and expectations.

VP Electrical Contractors (Pty) Ltd is a South African privately owned company with a 7EP CIDB grading. We specialize in electrical and maintenance projects on a national footprint scale.

VP Electrical Contractors was founded in 1990 by Vukile Patrick Binqela. A

OUR VALUES • • • • • •

Integrity Responsibility Dependability Empowerment Transparency Respect

Tel: (012) 800 4777 Address: 171 Bencon Street, East Lynne, Pretoria, South Africa Website: www.vpelectrical.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 121

I NT E RV I EW

RC S

SANDI R I C HA R DS O N Human Resources Executive, RCS

many CSI efforts which

support initiatives like the Amy Foundation and the Whitaker Peace and Development Initiative (WPDI), among others.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Gender and diversity empowerment is a priority that is driven by the most senior levels of our organisation and that of our shareholder, BNP Paribas Personal Finance. We know and understand our employees, 76% of whom are female and we took decisive action to empower women in leadership roles.

We ensure that our employee policies and procedures consider this to foster a healthy and supportive company culture.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? By giving women opportunities to expand their personal and professional horizons, we have made considerable strides towards making RCS a safe space, and have created an environment that is receptive to differing opinions and perspectives. We have found our strength in our diversity, because diversity is in the fabric of our business. The diversity of our employees, together with an inclusive culture has given us a different lens to view not only the workplace but also our customers and society. This perspective has been invaluable as the driver behind our

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? At RCS, we are determined to become more sustainable in every sense of the word. This includes adopting greener policies and operations to reduce our carbon footprint. However, there is also a crucial social component to sustainability. Our goal is to promote and boost financial inclusion, and our products are geared towards giving more South Africans – including women, who are some of the most vulnerable and under-served individuals in society – access to finance. It’s also important to stand by our customers in times of distress, and we drive initiatives to provide better customer services and solutions when our customers need us most. Our sustainability goals aim to restore the planet and uplift people and are fundamental to achieving key business objectives as well as attracting and retaining the best talent.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Michelle Obama stands out for me. As a female leader, she challenged the status quo in a way that is authentic and humane. She represents strength, but also equanimity and respect. Michelle Obama has a very high level of emotional intelligence (EQ) and I believe this is a factor that all effective leaders have

122 STANDARD BANK TO P W O M EN LEADERS

in common. During her time as First Lady, she came into her own, addressing social issues that were tough to navigate with empathy. My female role models, whether famous or amongst my family, friends and colleagues – all have something in common… They are women who have demonstrated unwavering courage and kindness under very difficult circumstances.

WHAT SKILLS DO YOU THINK FEMALE LEADERS OF THE FUTURE ARE GOING TO NEED? It is a common misconception that ‘hard’ or technical skills should be prioritised over ‘softer skills,’ which have historically been deemed less important. However, the pandemic has demonstrated that traits like empathy, compassion and relatability are the rarest and most crucial skills. These are the skills that position leaders as powerful agents for positive change, and they are the skills that we need to focus on developing.

Website: www.rcs.co.za Facebook: @RCSGroup Instagram: @rcs_group Twitter: @RCSGroup_ LinkedIn: @RCSGroup

IC O N PR O P E RTY

I N T E RV I E W

I C ON P ROP E R T Y ICON PROPE RTY CE O, M E L IS S A PHE L PS , S H A RE S WHAT DROV E HE R BUS IN E S S TO S UCCE S S

Melissa and her team out to sell their homes.

Today, IPG has offices in Mitchell’s Plain, Delft, Eerste River, Strand, and Somerset West. The business holds a level 1 BEE rating as it is 100% black female-owned. On women empowerment, IPG boasts impressive statistics, as 77% of the staff are women.

“We started on the 16th of

January 2008, and we closed our first sale the very next day. That showed me that we were on the right track.” Melissa Phelps - CEO and

Principal of Icon Property Group.

Hailing from the Northern Suburbs in Cape Town, Melissa Phelps wanted to bring something fresh to the Cape Flats property market. In 2008, as the real estate market entered into a recession, Melissa and her husband, Gary, started Icon Property Group (IPG) from their dining room table, with startup capital of just R5 000.

From the outset, her goal was to see service excellence become the distinguishing factor for her brand. In hindsight, this call proved to be the one that set Melissa and her business up for success.

“I felt at home in that market and people knew who I was. So, starting my own business in that arena was a natural progression for me,” she said. Since then, the IPG name has become so well known in the Cape Flats community, that sellers seek

“This is a female-dominated industry because people are more comfortable sharing the personal details involved in selling a home, with women”, Melissa said.

platforms increasingly filling the gaps in how properties are sold.

“We recognise the opportunity

to grow into the advantages that smart tech has to offer, and we’re embracing it,” she said.

“A lot is happening within IPG

at the moment. We’re investing in our agents, developing their skills. The more equipped our team is, the better they will serve our clients. That’s the only way that we see the business growing the way we intend it to.” Melissa said.

Of her own experiences, Melissa recounts that she has always aimed to embody client-focused professionalism. This is evidenced by the flow of client referrals in her business. “I once had a client call me 12 years after I helped him sell his home, insisting that I help a member of his family who was now selling their home as well,” Melissa shared. “It feels good to know that people can see where my heart is. That’s my legacy,” she continued.

This clean-cut client-centred approach is what defines the IPG brand. This is also what sets the business up to attain its objectives. These include a greater market share in Cape Town, with markets in Gauteng and Kwa-Zulu Natal on the horizon.

CONTACT

Melissa noted a focus on harnessing the impact of the digital and social media tools that exist today. “The pandemic catapulted us into the future, it pushed us to do away with the traditional approach to doing business in favour of all-thingsonline. This is likely to continue, with digital

Physical address: Unit 108 Wentworth, Somerset Links Office Park, De Beers Avenue, Somerset West Phone: 021 203 1620 Email Address: info@iconpg.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 123

PRO F I L E

K ZN C O N VE NT ION BUREAU

K Z N C O NVE NT IO N BU RE AU

P RO F I L E

The Intra-African Trade Fair was the first of its kind in Africa bringing together businesses from across Africa with over 10,000 attendees. Hosted by the KZN Convention Bureau in Durban, from 15 - 21 November 2021 The Durban KwaZulu-Natal Convention Bureau is a partnership initiative of the KwaZulu-Natal Department of Economic Development, Tourism and Environmental Affairs and the Ethekwini Municipality to promote the meeting or business tourism services of the South African province of KwaZulu-Natal and the metropolitan area of Durban. The Durban KwaZulu-Natal Convention Bureau began its operations on the 1 July 2010 and is thus still very much at its inception stage of development. It operates as a special division of Tourism KwaZulu-Natal. This entity provides the following business tourism support services together with its partners: • • • •

Promotional materials Educational trips and site Inspections Supplier information and quotations Social programmes

• • • • • • •

Pre and post tours and incentive packages Assistance with congress bids Convention publicity and delegate boosting Destination display and promotion Information kits and welcome packs for delegates Shuttle services; Identification of professional conference organiser (PCO) services

The word Zulu literally means ‘people of heaven’ and this is a word that is known throughout the world. We use this word to make potential tourists aware of the many heavenly attractions of our province and why Durban and KwaZulu-Natal is an ideal meeting venue for conventions, smaller meetings and incentive offerings. We can use these offerings to provide the overarching distinctive experience which so many

conference delegates are now seeking, particularly through pre and post tours to KwaZulu-Natal 8 tourism regions namely the Battlefields; Drakensberg; Durban; Elephant Coast; Pietermaritzburg and Midlands; North Coast; South Coast and Zululand. These experiences are also ideal fro the crafting of unique incentive tour offerings.

For more information regarding the various business tourism venues and services of Durban and KwaZuluNatal please make use of the venue and business tourism service supplier database search facilities on this site.

Alternatively please contact our Durban KwaZulu-Natal Convention Bureau information desk on conventions@ durbankzncb.co.za. Please also view our promotional video at .https://www. youtube.com/watch?v=oJWLRZPBUL8

S TA N D A R D B A N K TO P WO M EN L EAD ER S 125

PRO F I L E

K ZN C O N VE NT ION BUREAU

126 STANDARD BANK TO P W O M EN LEADERS

K Z N C O NVE NT IO N BU RE AU

SONTO MAYISE KwaZulu-Natal Convention Bureau Sonto is by nature a determined woman, this she has shown by summiting Mount Kilimanjaro in 2019. This is the same determination she shows at work, no matter the task she is faced with. Long before she joined the Durban KZN Convention Bureau or before she was making waves in her own right. She is well travelled and is well equipped with skills that sets her apart from the rest, with the Masters in Tourism and the MBA from Universidad Europea de Madrid (Spain), it is clear that Sonto really means business and she is a a great motivation to many.

She already has the massive task of bringing mega conferences into the province, which have noticeably helped boost the economy of the province. Her efforts have earned her a number of accolades including being one of the top 40 women in Meetings, Incentives, Conferences and Exhibitions (MICE) in 2018. She was also recognised by the Premier of KZN as his Discretionary Award recipient at the Premier’s Excellence Awards 2018 and recently earned the Convention Bureau an important award – the 2020 Oliver Top Empowerment Award in the category of Public Services as the most

commendable organisation. Other prestigious awards include: The Golden Globe Tiger Awards/ The Future of Tech Congress and Awards 2020 for the Woman Leader in MICE Industry and for the Most Influential General Manager in MICE and the recent awards at the World Leadership Congress and Awards/ Business Leader of the Year 2021 for The Outstanding Contribution to MICE Industry and for The Most Influential Woman Leader in MICE Industry.

The master organiser that she is, Sonto has been instrumental in bringing to KZN events that have put the province on the international map, exposing it to both tourism and investment opportunities. Some of these events include: the 2016 Aids conference, the UN International Telecommunications Conference 2018, the BRICS Business Council 2018, the World Economic Forum on Africa 2017 as well as the Forbes Women Leadership Summit and many others.

Through these events, Sonto was able to expose the province to over 20 000 delegates collectively and contributing immensely to the economy of the Province through hosting these major international MICE events.

P RO F I L E

At her current job at the Durban KZN Convention Bureau which was established to promote the meeting of business tourism services of KwaZuluNatal, Sonto is tasked with orchestrating and spearheading four avenues in order to attract potential visitors to the province. Those avenues are to coordinate: MEETINGS: primarily promoting KZN as the preferred destination for staging gatherings for the likes of product launches and meetings organised by global organizations and governments; INCENTIVES: focusing promoting accommodation and corporate travel agencies; CONFERENCES: whose key focus is on global, regional and local associations EXHIBITIONS: tasked to look for national and international organisers who are enticed to host events or exhibitions in KZN. She has taken these tasks in her stride…

Sonto is a high energetic, creative thinker and a problem solver, with outstanding relationship development skills and ability to key in on strategic partnership issues.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 127

000 STANDARD BANK TO P W O M EN LEADERS

T U L SAWIZ LO GI S TI CS

Tulsawiz Logistics was born in 2012.

The company subcontracted under different individuals that had mining rights to purchase the stockpile in Witbank. Months would go by without a single load, with things stabilising three years later. The key to keep things going was hiring staff only when they were needed, which was also a challenge when trying to secure sustainable contracts. The market wanted a fully-fledged business and we were not, but we kept on pushing until we got something sustainable.

Since 2019 we have been in partnership with the Gauteng Government Development Agency (GGDA) and we

A DV E R TO R IA L

are currently doing wine exports from Cape Town to Ghana (Accra), but due to the COVID-19 pandemic volumes have gone down. We have also done transportation for Barloworld on the Corobrick contract, where we were transporting bricks from Newcastle right through to East London; this business as well has been affected

by COVID-19. We have also operated our fleet on the notorious N3 between Durban and Johannesburg, where we were transporting containers from the Durban harbour to different customers in Johannesburg.

landlocked and rough terrain. Besides transportation and freight forwarding, we are intending to move into warehousing and distribution so that we can offer customised solutions to our customers.

Over the years we have gained a reputation for transporting over

Founder and Senior Managing Director, Nozuko Mayeza, ran the office alone for

Our strategic intent is for our clients to rely on our expertise and experience to develop strategies and innovative solutions for all their transportation and distribution challenges.

Tulsawiz Logistics has grown substantially since its inception twenty years ago.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 129

A DV E R TOR IAL

TULS AW I Z LO GIST ICS

over five years with one or two drivers, depending on what the business had available.

Our turn around came after six years, when Barloworld Logistics started to use our services in 2018. For that project we recruited eight drivers of which two were on contract, Nozuko had to get extra hands to help at the office.

COVID-19 happened and things started to move slowly again, but with our resilience and a never giving up spirit, we secured a R90-million project in the automotive industry.

Staff retention during the pandemic will always be our greatest milestone. We have been in business for ten years, and many entrepreneurs have not made it this far. To be still going post-COVID is one success we’ll always be proud of.

COVID killed so many businesses and we are glad we are still standing. The new project is our greatest excitement, the highest amount we have grossed is R6.4-million and now we are going to triple that as our turnover for the next three years. We will do everything to make sure this project is a success and it gets renewed. Building on what we have achieved, we’ve given ourselves a target of acquiring R250-million in business in the next 3 years.

We celebrate gender empowerment daily, not only on the 9th of August.

We do this by acknowledging the role of women in business and in the communities where our trucks operate from; we encourage women to take up truck driving, and we also commit to assisting them to achieve that dream.

We’re glad this year to have started receiving calls from women in different villages wanting to take us up on this.

We also assist a few NGOs to empower the youth in many ways, depending on what NGOs need at a particular point in time.

Tulsawiz Logistics is a fully black female-owned company, B-BEE Level 1 company. The owner is also a highly involved employer so our company is not only black female-owned but blackmanaged and controlled as well.

Tulsawiz understands that when we help you save time, we also help improve your business efficiencies and productivity. We offer our customers a highly innovative, online track and trace system to improve interactions with us, giving you that added peace of mind .With our system, we intend to eliminate unnecessary administration, communication and logistical hurdles.

OUR TOP WOMAN Nozuko Mayeza – Director I am a passionate entrepreneur who has been in the trucking business since 2012. Before that I was a banker for seven years, starting as a receptionist at a branch level and within a year I was headhunted by a business banking unit to take over a provincial admin support role to the regional executive, and I was later approached by a leading bank’s retail divison.

Key Responsibilities Principal strategist, planner and • funder of the business • Responsible for strategy executionOverseer finance and accounting and client retention Responsible for compliance of the • • company Involved in setting up business policies and compliance • Oversee recruitment processes • Heading a team of Customer Service Duties, Employees and Human Resources • Acquired a contract with Barloworld to transport bricks across South Africa, our dedicated routes were New Castle/ Gauteng to Eastern Cape and Gauteng to Mpumalanga Qualifications • Matric • BCom Degree in Transport with Unisa (not complete) MEET THE TEAM Lumko Bangushe – Logistics I have more than 14 years of accounts management and spent all these years in the transportation and freight industry.

This has afforded me the opportunity to build an excellent record in achieving objectives and targets set. I have sound knowledge of implementing financial

130 STANDARD BANK TO P W O M EN LEADERS

strategies in both the fields of debtors and creditors; thereby contributing to the maximisation of the company’s value.

Added to the above is the ability to build and maintain customer relationships by maintaining high professionalism, and business and industry acumen.

I am a person who is highly driven, goaloriented, self-confident, ambitious, and decisive and a ‘sponge’ of knowledge and growth.

I have led a team of twelve who ensured that the department’s goals and objectives were met. I played a critical role in helping suppliers resolve their queries on time thus ensuring an excellent working relationship is maintained.

Achievements • Directly managing a client list of 40 and a staff complement of twelve directly reporting to me • Managing key accounts and strategically liaising with southern African market share for various accounts management • Consolidation of positions for key accounts operating in various countries in southern Africa • Review of the credit control processes across the various entities Follow up on intercompany • litigations • Travelling to various southern African countries to assist with managing their accounts Qualifications • Bachelor of Commerce Finance and Management – UKZN • CBP Leadership Certification (Innovatech Africa) Managing and Leading for Higher Performance (Bollore Africa Logistics) Vulindlela Andries – Project Champion I am a results-driven individual with over 20 years’ experience in the logistics industry. I’ve worked in different positions for different companies, working in strategic support positions, working collaboratively with other departments (i.e., sales, marketing, finance etc.) to reduce costs and

T U L SAWIZ LO GI S TI CS

maximise productivity. I have been involved in a variety of high profile multidisciplinary projects where I gather information on a range of topics and monitor KPIs and other reporting metrics.

Key Responsibilities • Manage over 80 Woolworths delivery vehicles, ensuring that 260 deliveries are effectively and efficiently executed daily, in line with the budgets • Manage and maintain over 90 vehicles and a complement of 150 employees; also ensuring that over 600 Brandhouse customers are delivered daily OTIF (On Time in Full) Manage KFC and McDonald • deliveries in the in-land region; ensuring that quality of stock is not compromised on delivery • MBSA/BIL – Implement, manage and coordinate delivery of parts for the Johannesburg and Durban regions. Ensure OTDs’ are met, customer liaison, and being involved in multiple projects by the MBSA team in the build-up to the delivery of the new W206 C-Class Crown National – oversee the • day-to-day operations, including meeting with team leaders and auditing activity

companies. We have partners for women in trucking here in SA and abroad. Our drivers do community engagement during weekends e.g. hosting soccer tournaments etc.

And for anyone in the community that is keen to start a business we bring all the services and training needed to start a business.

Currently, we have over ten mentees whom we are mentoring for logistics, some didn’t even have companies registered, some only registered companies but have never gone out to look for a contract. We teach them about access to the market.

For young girls, children and the physically-challenged we work with different NGOs that are experts in this field and get the department of social development involved.

If the entity we have a project with has something already running, we don’t not run a parallel project, instead we join forces in helping the needy.

We have a success rate of female truck drivers that we trained from scratch, and got accredited by reputable large

A small group of orphans from the Donkerhoek community in Mpumalanga.

We are assisting them to acquire much needed skills like computer literacy. In this picture they had just completed a course.

CSI

We funded this project to teach the locals basic business skills, we ran it with a local NGO.

Education • Management Development Programme USB • BTech Degree in Transport Management from UJ National Diploma in Logistics • Management UJ SOCIAL RESPONSIBILITY We are a company that is into empowerment, wherever we work we assess the needs of the poor, design a plan and execute it in order to help the poor and as Tulsawiz we carry the cost.

A DV E R TO R IA L

ADDRESS:96 Marple Road,

Germany start-up tour 2019.

We took two of our mentees to pitch their business to a German audience.

The key thing here was to give them exposure, through this initiative one of them is about to collaborate on projects with a German company.

Pomona

Kempton Park, Johannesburg TEL: +27 73 054 3626

EMAIL: info@tulsawiz.co.za

WEBISTE: www.tulsawiz.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 131

EXXARO CONTINUES TO INNOVATE AND EVOLVE AS A DIVERSE, INCLUSIVE AND WOMEN EMPOWERING CORPORATE CITIZEN – SOLIDIFYING THIS WITH THE UPCOMING APPOINTMENT OF ITS FIRST BLACK FEMALE CEO 000 STANDARD BANK TO P W O M EN LEADERS

E XXA R O

Established in 2006, Exxaro Resources has evolved over the last 16 years and positioned itself as a leader in the mining and renewable energy solutions sector.

Guided by its business strategy – referred to as the Sustainable Growth and Impact strategy, the company has geared itself to transition and diversify beyond coal mining to renewable energy solutions and a mineral business capable of thriving in a low-carbon future. To positively respond to the climate change agenda, Exxaro is pursuing a reduction in our carbon footprint with the goal of being carbon neutral by 2050 for scope 1 and 2 GHG emissions.

To accomplish this, it is imperative for Exxaro that diverse members of society are involved in building a better future for the country and global markets. As such, the company applies an integrated approach that focuses on establishing multi-faceted, collaborative, inclusive, and diverse business strategies.

Due to its commitment in developing a company that is as innovative as it is equitable and humane, Exxaro has

received great accolades such as the 2007, 2021 and 2022 Top Employer in South Africa, Mining Industry, in 2014 – Exxaro was awarded the Deloitte Best Company to Work for award and recognised in the Top 10 Global Leaders in Carbon Disclosure Leadership Index, and 2020 and 2021 Coal Safe Best Performance for a company with over 10 000 employees recognition within South Africa’s mining industry, to name a few.

When the COVID-19 pandemic ravaged the world, negatively impacting businesses, and vulnerable communities, Exxaro collaborated with South African communities and the public and private sectors to mitigate the pandemic effects through a R20million donation to the Presidential Solidarity Fund.

Driven by its purpose to Power Better Lives in Africa and Beyond – Exxaro ensures that socio-economic resources are accessible to the most vulnerable and marginalised people in the communities where the company has mining operations. This means investing in initiatives such as education, health, infrastructure, food production, and

A DV E R TO R IA L

enterprise development. To effectively do so, there needs to be a focus on equitable projects aimed at the most historically disadvantaged. To this end, Exxaro is aware of the race and gender inequalities that dominate the South African socio-economic landscape, with black people and women statistically ranking highest in unemployment, pay inequality and underpromotion – especially in white and male-dominated fields. Therefore, Exxaro is dedicated to accelerating women empowerment in the mining industry.

Since gender inequality poses a grave concern within many industries, Exxaro’s aim is to continuously bridge the gap by empowering women through its women in mining initiatives. This has been exemplified by the company proudly sponsoring and participating in the 2021 Women in Mining Conference.

The conference was inclusive of an anti-gender-based violence (GBV) workshop hosted on the third day of the conference.

The Women in Mining event took place from 17 to 19 February and ensured women in mining were equipped

S TA N D A R D B A N K TO P WO M EN L EAD ER S 133

A DV E R TO R IAL

E XXAR O

with knowledge and strategies about thriving in the industry.

Furthermore, it offered a platform for women to discuss the multitude of discriminations, harassment, and inequalities they face in the maledominated industry. The conference ensured it centralised the safety of women in mining. This included Exxaro’s investment in the redesign of personal protective equipment (PPE) for the protection of women working underground.

The company additionally sponsored the Top Women Leaders Conference

by Standard Bank. This conference honours public figures and women who are excelling in their respective fields and paving the way for transformation.

Some of the women honoured were Dr Glenda Gray, South African physician, scientist and activist; Caster Semenya, South African Olympic gold medallist; and Hon. Naledi Pandor, Minister of International Relations and Cooperation.

Exxaro aspires to do more than sponsor women empowerment conferences, it is committed to providing systematic support for women in mining as well.

According to Mining Review Africa, women in local mining account for 12% of women of the labour force. Exxaro is making great strides to increase female participation in mining. It currently boasts 22% of women in the mining force. Keeping up with its social investments to provide education for the marginalised, 43% of the company’s young professionals in training are women. Women further comprise 33% of full-time engineering and mining bursaries at universities, and 35% of the learner pipeline across their group.

While there are great strides for gender equality in mining, female participation in the industry has not yielded positive behaviour and treatment towards female miners. Rather, they continue to face abuse, harassment, and

intimidation by male colleagues daily.

As a result, Exxaro has developed various in-house anti-GBV initiatives.

A prime example is the Women in Mining Lekgotla hosted by the company’s Coal Central mine.

Through this, the company’s employees are better educated about the importance of gender equality. As a result, Exxaro employees, male and female, have taken a stance against GBV. To further the combat of GBV systematically, Exxaro partnered with the Presidency and Minerals Council South Africa (MCSA) to pilot a GBV and Femicide (GBVF) 100 Day Challenge. The company contributed R3.5-million to the Presidential GBVF fund in 2021.

With the understanding that gender discrimination is a global issue that threatens human life and sustainable development, Exxaro further cemented itself in the area of gender equality by partnering with United Nations Women (UNWomen) to end all forms of workplace gender discrimination in the workplace. The company signed up for the United Nations Women’s Empowerment Principles (WEPs) in 2020. Launched in 2010, the WEPs are principles created to guide companies and businesses in women empowerment across workplace departments and communities. Exxaro joins 2 200 businesses that have endorsed the principles globally, and 67 corporates that have signed within South Africa.

For its commitment to gender empowerment and equality, Exxaro was included in the Bloomberg 2021 and 2022 Gender – Equality Index (GEI). The Bloomberg GEI tracks performance of public companies that are committed to transparency pertaining to gender equality support through policy development, representation, an transparency.

134 STANDARD BANK TO P W O M EN LEADERS

Nombasa Tsengwa

E XXA R O

This GEI provides insight into best practice for employee engagement, productivity and future market value while pioneering positive change in the communities in which they operate.

Exxaro is one of 380 companies worldwide that have achieved this recognition. Under this GEI, the company commits to celebrating women in mining, being anti-GBV and applying a zero-tolerance policy against all forms of discrimination.

While global recognition for Exxaro has been astounding thus far, the company still strives towards even greater women empowerment. There is a current advancement towards fair acknowledgment and reward systems for women for their contributions and accomplishments in the same way it does men.

As of 1 August 2022, Dr Nombasa Tsengwa will take over as Exxaro’s CEO. The incoming CEO becomes Exxaro’s first black woman CEO. She graduated from the University of Maryland, College Park, in the United States of America with a Ph.D. in Agronomy. Dr Nombasa Tsengwa boasts 18 years of experience of executive management and board

experience within the public and private sectors. As the current Executive Head of Coal Operations at Exxaro, her role is to oversee the operations and functions of the Coal Business and its ventures.

Not only has Dr Nombasa Tsengwa worked for Exxaro for 14 years, but she has assisted the current CEO, Mxolisi Mgojo, in the formulation and successful execution of Exxaro’s business strategy over the years. It is for these outstanding accomplishments that the company believes she is best suited for the position of CEO – thereby ushering in a new era of women empowerment at top positions in mining.

Even though Exxaro is proving to be a leader in women empowerment and gender equality initiatives, there are still great hurdles to be overcome. The appointment of Dr Nombasa Tsengwa as CEO does not equate to complete equal representation of women at senior management level at Exxaro, and the mining industry overall. Representation of those with disabilities is another area of focus. Acknowledging the long road to equality ahead is the best course of action for the company. In doing so, there will be concerted effort to address inequality in representation

A DV E R TO R IA L

of women and persons living with disabilities at Exxaro. As Dr Nombasa Tsengwa transitions into her role, women empowerment, equitable employment, and fair access to opportunities will continue to be among the key focus areas for Exxaro.

The company will continue to pioneer innovation and change by acknowledging national statistics of the underprivileged and marginalised to ensure they are empowered and become active participants in the mining sector – thus contributing to a better life for communities, a stable and growing economy, and enriched South African society.

ADDRESS: 13 Roger Dyason Road, Pretoria West TEL: 012 307 4000

EMAIL: tsabeng.nthite@exxaro.com Website: www.exxaro.com

S TA N D A R D B A N K TO P WO M EN L EAD ER S 135

136 STANDARD BANK TO P W O M EN LEADERS

the world t hro ke in ug ma h we ou e r c

PURPOSE To safeguard global sustainability through our metals

VISION To be a leader in superior shared value for all stakeholders

in

ci

ST

si

on

ng

pr

sa

idi

nd

gu

a ct

C ore

io n s

ess sin bu

The dif fe re n

OUR IMPACT

p le

s-

RA

th e b a sis f o r al

TE GI

r l ou

C FO UN D

de

ci

O A TI

N

iCARES VALUES

A DV E R TO R IAL

C O O P E R & COOPER GR OUP

A RARE FIND WITH AN ABUNDANT SUPPLY

Following its private acquisition in January 2022, Cooper & Cooper - also referred to as CooperGroup - is now wholly black woman-owned, making it a level one B-BBEE contributor.

CEO, Lorato Mogaki, brings with her two decades of experience in senior and executive level positions in the mining industry. With this acquisition being the first of its kind, it further emphasises the opportunity for growth not only for the industry, but for women in the industry.

Lorato Mogaki, Chief Executive Officer

138 STANDARD BANK TO P W O M EN LEADERS

Cooper Group was founded in 1897 as a grain merchant, supplying the needs of an everexpanding mining community.

Since then the company has grown exponentially into five divisions, spread across South Africa, which manufacture, supply and service products in the mining, construction, marine and original equipment manufacturing (OEM) sectors. The company has sole agencies to distribute

leading international brands in South Africa and on the African continent, offering the local market a wide range of engineering and marine products across its Engineering Supplies; Crane Services; Marine Equipment Supplies; Repairworx and Liftworx.

From rope and slings to rigging and anchors, and everything in-between, the company describes itself as “leaders in the supply of chain, lever and electric hoists to the gold, platinum and coal mining sectors”, adding that it is also a major supplier of other industrial products and services to a broad range of commercial, industrial, and utility sectors, complying with all the recognised international and South African standards and accreditations.

ENGINEERING SUPPLIES focuses on the servicing, repair, inspection, and load testing of lifting equipment

C O O PE R & C O O PE R GR O U P

(including all makes of overhead cranes) by continuously implementing the company’s quality and safety commitment, which is supported by its international principals aimed at meeting the highest legal and industry standards.

Crane Services is an on-site repair and breakdown division that provides excellent service through its qualified team of service technicians and lifting machinery inspectors. Services provided by this division include: • • • • • • •

The servicing, load testing and repairs of overhead cranes and electric chain hoists Onsite inspections and load testing of chain blocks and lever hoists with our mobile test rig Quarterly colour coding of lifting tackles Non-destructive testing (NDT) The manufacturing of overhead cranes, monorails, jib cranes and spreader beams 24-hour emergency breakdown technicians on call Compression testing of jacks and trestles

MARINE EQUIPMENT SUPPLIES is a leading stockist and supplier of marine, lifting and safety equipment. This division is a world class (ISO 9001-2000

& Bureau Veritas Quality International) manufacturer of a vast assortment of marine equipment. MES manufactures and supplies ex-stock the largest range of safety equipment – from life rafts and pyrotechnics to special nets (designed to ensure helicopters land safely on rigs and ships whilst at sea) in the Southern Hemisphere. The wholesale section and service centre cover a full range of products required maintaining and servicing a small craft.

REPAIRWORX offers first-class service and repairs to all brands of lifting equipment. while the newly established Liftworx division focuses on servicing the lifting tackle reseller market only.

New innovations in modern technology, combined with substantial human and capital investments, enable Cooper Group to manufacture, supply and represent its flagship products Nitchi, Donsa and Tsala.

The company is one of only three companies that carry the SABS mark and permit number on its products, differentiating it from its competitors.

GENDER EMPOWERMENT As a progressive corporate entity led by a black woman, Cooper & Cooper views the empowerment of women as a business imperative and has since

A DV E R TO R IA L

employed highly capable women in all key functions including the Technical functions MAJOR MILESTONES Cooper’s humble beginnings in 1897 as a grain merchant quickly evolved. The ‘70s saw the business move towards importing and trading within the Mining, Lifting and Safety Equipment, having acquired the agency for the Nitchi range.

Other lifting related products followed shortly after, as the ‘80s saw the first branch open in Welkom. Branches in Louis Trichart and Rustenburg followed shortly after. Cooper & Cooper continued to build into the new millennium with continued growth in infrastructure and with the additional rollout of countrywide branches and a wider vision. Today, as mentioned, Cooper Group has sole agencies to distribute leading international brands.

+27 11 493 4355 info@coopergroup.co.za 39 Baldwin Road, Village Deep Johannesburg, 2001 www.coopergroup.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 139

VITROVIAN ANALYTICAL SERVICES I NTE RVI E W W I TH VI TR OVI A N A NA LY TI CA L S E RVI C E S OP E R AT I ON S MA NAG E R , Z I NH LE MOKW E NA

Vitrovian Analytical Services, trading as VAS, is a coal laboratory that is situated inside the town of Delmas.

It is one of the local 100% blackowned coal laboratories that render analytical services to the coal mines in the Mpumalanga province. The Laboratory was established in late 2014 to early 2015 as an additional division, adding to the existing variety of operations under Vitrovian Trading Projects (Pty) whose main office is in Witbank.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? We give our employees, interns and community equal opportunity in our process of recruitment and we encourage young women to take part in leadership activities, give them support and inspire them to believe in themselves and their capabilities.

Women are given the opportunity to take the lead and make informed decisions. This influence comes from our Managing Director, Lindiwe Mtshweni, who plants the seed of woman empowerment in her managing team and motivates them to continue to support and encourage other young women in leadership roles and also identify potential leaders in our workplace.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? RATINGS AND POLICIES? We have implemented policies that are in-line with the Employment Equity Act. Our policies outline the terms and plans on how this may be achieved. Our company has employed young women as operators, drivers and managers to close the gap that was created due to gender inequalities. Women and men are given equal opportunities and in the past five years the business has grown accordingly. Vitrovian Analytical Services’ current overall B-BBEE status is Level 1 and the company has a BEE Procurement Recognition Level of 80%.

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

Vitrovian Analytical Services is a laboratory that has moved from a manual system of analysing coal qualities to digital instruments, including auto titrators and mechanical vibrators; these instruments require less physical and analytical performance. We also have an application called Laboratory

140 STANDARD BANK TO P W O M EN LEADERS

Information Management system, LIMS. The application is less time consuming, contributes less errors, validates and produces repeatable and reliable results.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? Social media has become one of the best ways for businesses to reach and engage their target audiences. In our organisation, it no longer became optional but essential to help grow our brand. We have websites which have been a great enabler for the organisation, helping us reach new and highly targeted potential clients.

It has given us the ability to create real human connections. Potential clients have expressed their interest through social media, which is great for the business. Our social accounts have become a critical part of the process of social marketing and have improved the laboratory’s accessibility.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? VAS strives to remain a sustainable business by reducing any negative impact and having a positive effect on the local environment and community

VIT R OVIAN ANALY T ICA L S E RV I CE S

I N T E RV I E W

in which we operate. We also believe we have to produce quality and accurate results, therefore our focus is to ensure that we maintain accreditation status and we comply with its requirements. We have advanced instruments that we use for analysing and also take into account the improvements and working on advancing the system with resources that will contribute towards producing quality results. Our goal is to seek new methods and processes that ensure continued development.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

•

•

•

•

Ensure that you maintain what you already have by generating quality and reliable outcomes Be innovative and look into advancing current methods and developing new ones Communicate and always seek knowledge on what your target market prefers, criticise and fondly anticipate Empower young people with knowledge and training, the more knowledge your team has the better for everyone Use every day to learn something on personal and business development

S TA N D A R D B A N K TO P WO M EN L EAD ER S 141

I NT E RV I EW

AM I S

T S5 MINING GR O U P

WELCOME TO THE TS5 MINING GROUP STORY WHO WE ARE Founded by mining and motor-rail entrepreneur, Dipuo Mosana, TS5 Mining Group is a mining services and mining equipment manufacturing and distribution holdings company.

Based in Burgersfort, Limpopo, South Africa, and headquartered in Waterfall Midrand, Johannesburg, South Africa.

TS5 Mining Group, through its subsidiaries, provides service to major mining companies such as Anglo American, Northam, Glencore to name a few.

It prides itself in delivering profitability to its clients through consistent tonnage output, fair labour practice and integrated community engagement.

While TS5 Mining Group is a commercial business, it is a family; the long staff

A DV E R TO R IA L

tenure, commitment, loyalty and mutual support through good times and challenging times alike are testament to this.

in mining, secondary support, underground sweepings, general mining and operating in a final materials smelter.

WHAT WE DO This is an inspirational story of someone from Modimolle in Limpopo, South Africa, who turned a povertyladen upbringing into a prosperous mining, manufacturing, motor-rail and mentorship empire.

VISION To become the preferred and trusted partner to customers by offering quality product and excellent service.

Graduating from University of Pretoria with a Bachelor of Administration, Dipuo started tendering for various government contracts and general trading to raise capital to start a sustainable business.

Venturing into the male-dominated mining sector, Dipuo is the first young black woman in Limpopo to specialise in the conveyor belt manufacturing business. Currently, with 12 years’ experience in mining, Dipuo’s mining operations include material handling

MISSION To exceed our clients’ expectations and add value to the business of our customers.

COMPANY OBJECTIVE • To be the preferred supplier To grow and develop a sustainable • • •

company Building long term relationships with our customers Create job opportunities and

encourage our employees to develop skills

S TA N D A R D B A N K TO P WO M EN L EAD ER S 143

A DV E R TOR IAL

TS 5 M I N I N G GR OUP

EXPERIENCE • Our management team has more than 20 years’ experience in the mining industry, of which 12 years are in the Eastern Limb area.

• Our operations are on surface as well as underground.

Most of our operations are currently • taking place on the Chrome mines and Platinum mines.

• Our employees have the necessary skills and training to perform their duties and responsibilities successfully.

•

With time we have formed trustworthy relationships with various partners on which we can depend for assistance.

OUR SERVICES Conveyors • Splicing • Maintenance • Conveyor belt cleaning • Conveyor belt operations Ore movement (loading and hauling) Articulated dump trucks •

• • • • • • •

Tipper trucks (10m³) Excavators TLB’s Front end loaders XLP Dozers Water tankers Skid steer loaders

Mining • Drilling and blasting • Sweepings • Reclamation • U/G ventilation walls, refuge bays, stores, workshops and dams • Construction OUR CLIENT BASE • • • • • • • • • •

144 STANDARD BANK TO P W O M EN LEADERS

Glencore Helena Mine Thorncliffe Mine Magareng Mine Bokoni Platinum Mine Modikwa Platinum Mine Anglo American Mototolo Mine Northam Platinum Zondereinde Mine

T S5 MINING GR O U P

I N T E RV I E W

DIPUO MOS ANA Meet our Founder and CEO

Dipuo is expanding her business interests into commercial and passenger logistics across the African continent in line with the African Union Agenda 2063 ideals.

The ambition is simple, yet audacious: To be the biggest black woman-owned and managed mining and motor-rail manufacturing, maintenance, repair and overhaul (MRO) business on the African continent by revenue, geographic coverage and service excellence reputation.

A disciplined, instinctively decisive and hardworking woman of class and style, Dipuo still finds time to coach and mentor young women on financial discipline, business skills and success character development.

She was also part of 10 000 women that were chosen to study business management through Goldman Sachs/GIBS .

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? I believe in women and I have made sure that I put capable women in positions of power.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Women have the passion and dedication to listen to employees and that has strengthened workmanship in the company.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? We have a BEE Level 1 rating.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? Mining is growing. Opportunities are opening up with graphite due to the high price of oil and fuel. The world is now moving into electrical cars. We are now focusing on moving to graphite.

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

We are using XLP docking mining machines that are remote controlled.

They are used to mine.

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? Our goal is to expand the business to the rest of Africa. We are looking at securing investors as the market is getting broader in graphite.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Digital skills are important to acquire and keep up with technological advances.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? The female leader who inspires a lot is Flora Jika, the Managing Director for Coca-Cola Africa. She has moved

S TA N D A R D B A N K TO P WO M EN L EAD ER S 145

I NT E RV I EW

TS 5 M I N I N G GR OUP

from mining to a beverage company.

She has fought to bring women in the market and has developed a lot of women in leadership. The other woman who inspires is Margaret Skosana, the municipal manager at Nkangala District Municipality.

She became disabled through a motor vehicle accident, but that did not stop her from achieving her goals. She is now holding a position of power and is making it possible for people with disabilities to soar in their careers. She is focusing on developing young people to achieve their goals in business.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

• •

• • •

Turn your passion into a career Build a personal network of like-minded entrepreneurs and become connected to the community Work hard Get organised Understand who you are and what you stand for

146 STANDARD BANK TO P W O M EN LEADERS

Address: Hertford Office Park, Building A, Bekker Road, Vorna Valley, Midrand, Gauteng Tel: 010054973 Email: info@ts5mininggroup.co.za Website: www.ts5mininggroup.co.za

L IB E R T Y T WO D E GRE E S

I N T E RV I E W

Liber ty Two Degrees Limited Chief Executive Officer HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Liberty Two Degrees (L2D) has one of the largest exposures in the retail property sector in South Africa, and a quality portfolio anchored by iconic, trendsetting and industry-leading superregional centres.

Amelia Beattie has been the Chief Executive of Liberty Two Degrees (L2D) since listing the company as a Trust REIT in December 2016. In 2018 Amelia led the reconstitution of L2D to a Corporate REIT as well as the alignment of the company to investor preferences, effectively positioning the business for sustainable growth.

Today, L2D is a co-owner of some of South Africa’s most iconic shopping centres, namely Sandton City, Nelson Mandela Square, Eastgate Shopping Centre, Melrose Arch and Liberty Midlands Mall among others across the country focused on creating experiential spaces to benefit generations.

Passionate about serving the property industry, Amelia was the President of the South African Property Association (SAPOA) from 2014 to 2015. She is also past Chair of Women’s Property Network (WPN) and served as a trustee for the education trusts of WPN and SAPOA until 2018. Recently, she has been appointed to the SA REIT Executive committee and serves as the chair of the Research committee.

L2D has various leadership development initiatives in place to enhance capability and to deal with areas of improvement. These include: coaching, workshops, online courses and receiving ongoing feedback.

What are your organisation’s gender equality and BEE ratings and policies?

L2D is a level 2 BEE contributor, with 64% of the people at L2D being women, of which 23.5% are in leadership positions.

The board has adopted a diversity policy which provides targets for the promotion of diversity. L2D’s lead independent director and Chief Executive are women.

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

In executing our Smart Spaces building block we endeavour to create smart environments that integrate technology to enhance the customer and tenant experience as a key initiative in this strategic growth area. We aim to accelerate our roadmap to create the seamless interaction between digital and physical retail.

We have developed a data lake so that relevant data can be made available to our people. We also share some of these insights with our tenants. We have installed AI cameras which provide us with advanced data analytics.

We have also piloted the MallComm tenant engagement app at Eastgate Shopping Centre.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Good Spaces is one of L2D’s strategic building blocks, which focuses on environmental sustainability and climate change. The Good Spaces strategic building block fits into L2D’s broader IMPACT strategy, which commits to quality, business growth and sustainability.

At the core of GOOD Spaces are a number of pillars, being certification of the entire portfolio and working towards net zero.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Technology will always be the biggest driver of these challenges and opportunities, leaders of the future will require a level of technological intelligence.

Emotional intelligence in leadership is a key element to ensuring a successful workforce and fostering a safe environment where employees feel comfortable to suggest ideas and to voice their concerns.

Ensuring a cohesive collaboration of efforts across the organisation is a skill that any leader needs to have. Fresh and adaptive thinking, agility and flexibility are vital for future leaders.

Physical Address: 3rd floor, West Office Block Nelson Mandela Square corner of Maude and 5th Streets Sandton, 2196 Telephone: +27 11 448 5500 Email: investors@liberty2degrees.co.za Website: www.liberty2degrees.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 147

The South African Police Service (SAPS) is an organ of state, constitutionally mandated to prevent, combat and investigate crime; maintain public order; protect and secure the inhabitants of the Republic and their property; and uphold and enforce the law.

The Service employs over 180 thousand employees spread across the national and provincial head offices and specialised units, as well as at the 1 156 police stations across the country.

During his tenure as National Commissioner of the SAPS, the current serving Minister of Police, General Bheki Cele was instrumental

148 STANDARD BANK TO P W O M EN LEADERS

in ensuring that the ratio of men to women in leadership positions in the SAPS, was propelled from a meagre 22% female representation to over 30% within a very short space of time between 2009 and 2011. This was to set the tone and agenda for transformation, recognising the valuable role women can and do play in policing.

Continuing on this 2011 trajectory, present-day statistics of women in leadership roles in the SAPS is much more than merely ticking gender equity boxes. With a progressive executive management structure striving to foster an enabling environment for the advancement of women, policewomen

SAPS

are now fiercely breaking boundaries, penetrating operational environments that were historically reserved for their male counterparts.

the prevalence of such serious and violent crimes.

A DV E R TO R IA L

established Women’s Network in 2003 to forge strong bonds between women in the SAPS and ensure women in leadership positions mentor those at lower ranks. In addition, the Network facilitates career advancement of women through leadership training programmes.

The SAPS recognises women as leaders and acknowledges the set of skills they bring to the organisation to take policing to the next level in the best interest of the communities and victims of crime.

In line with the vision of the current National Commissioner, General Khehla Sitole, the organisation continues to make significant strides on gender transformation since the dawn of democracy. During Women’s Month in 2021, the SAPS paid tribute to women in previously, typically male dominated policing environments that include the Air Wing, Bomb Disposal Unit, Equestrian, the K-9, Tactical Response Team (TRT), Highway Patrol Unit, Motor Vehicle Accident Reconstruction Unit, Forensic and Ballistic Experts, and many others.

Furthermore, the multi-disciplinary national task team established to prevent and combat aggravated robberies, particularly Cash-In-Transit heists, is led by a female Major General. This team has since its inception in 2018, secured the arrest of at least 202 suspects and saw the recovery of 104 illegal firearms and 178 hijacked or stolen vehicles, bringing to a sharp decline

Through the implementation of its fiveyear Women Empowerment Agenda plan (2019-2024), the SAPS has to date reached significant milestones including the preservation of 40% of all training initiatives for women to ensure their upward mobility and ascension to middle and senior management.

Again, 70% of all places in the emerging leadership programme are now reserved for women in order to broaden the pool of women leaders in the SAPS.

Without reservation, the SAPS appreciates that having women occupy leadership positions is not only important for gender equity; but also serves to inspire current and future women in policing to consolidate the gains made by women pioneers.

Divisional Commissioner: Financial Management Services Lieutenant General Puleng Dimpane SOUTH AFRICAN POLICE SERVICE’S FIRST FEMALE CHIEF FINANCIAL OFFICER WELCOMES THE R8,7-BILLION BUDGET INCREASE FOR 2022/2023

To this end, the SAPS can today boast over 50% of female Lieutenant Generals, the second highest rank on the SAPS rank structure. Two of these are Deputy National Commissioners and make up 66,6% on this echelon.

Four of these are Provincial Commissioners with one provincial commissioner position vacant, thus giving it at 50/50 split. Seven of the female Lieutenant Generals at Divisional Level include the Deputy National Head of the Directorate for Priority Crime Investigations (DPCI also known as the Hawks.

To accelerate the transformation agenda in the SAPS, the organisation

S TA N D A R D B A N K TO P WO M EN L EAD ER S 149

A DV E R TO R IAL

S AP S

In his maiden budget speech on 23 February 2022, the Minister of Finance, Enoch Godongwana announced a R8,7-billion increase in the budget of the Department of Police for the 2022/2023 financial year.

While not ideal given the challenges and demands on policing, Lieutenant General Puleng Dimpane has welcomed the increase saying that it is better than no increase at all against the context of the country’s fiscal constraints.

Lieutenant General Puleng Dimpane, the Divisional Commissioner responsible for Financial Management Services in the South African Police Service, has been serving as the Chief Financial Officer of the organisation following her appointment to the position in December 2018. Dimpane is the first woman to be appointed in this role.

Her ground-breaking appointment in 2018 accentuated the efforts by the SAPS management to professionalise the Service through the appointment of suitably qualified and skilled employees. Shortly after her appointment, the SAPS went on to formalise and adopt the Women Empowerment Agenda, a five-year plan that would foster the advancement of women into leadership positions within the service, also welcoming women into environments known to have historically been reserved for policemen, while women in the Service were previously assigned to more “softer” administrative and clerical roles.

Ever enthusiastic and confident, ready to take on any challenge, Lt General Dimpane has since her appointment, prioritised the implementation of clean, effective and efficient financial management systems in the Service, that have for the first time, set the SAPS on a positive trajectory, guarding against future negative findings by the

Auditor General. Lt General Dimpane has vowed to ensure that the SAPS’ performance and audit outcomes improve with each financial year.

Having started her career as a state accountant, the 45 year-old Mafikeng born Dimpane uses the combination of internal auditing and government finance knowledge and almost 20 years in the Public Service both at Provincial and National levels, to enforce compliance with financial management prescripts; and ensure that adequate and effective financial management systems and internal controls are in place to safeguard state resources, enforce good governance and to ensure that service delivery is achieved in the most economic, effective and efficient manner. She holds a Bachelor Degree of Commerce (Accounting and Auditing) as well as an Honours degree in Business Administration. She also served as a trustee in the board for the Police Medical Aid scheme from 2017 to 2020.

As the Divisional Commissioner responsible for Financial Management Services, the CFO oversees a budget of over R100-billion for the South African Police Service. She has during her tenure as the CFO, redeemed the SAPS from a qualified to an unqualified audit, for the first time in 5 years, and is determined to attain even better audit outcomes with each audit review.

Lieutenant General Dimpane joined the organisation in 2007 as a Senior Superintendent (Colonel) where she served as the Provincial Commander responsible for Internal Audit. Having worked in various Provincial Government Departments as an Internal Auditor. She was later appointed as Provincial Head, Financial and Administration Services at the level of Brigadier, a position she held for six years. She worked as a Chief Financial Officer in Provincial

150 STANDARD BANK TO P W O M EN LEADERS

Government and re-joined the SAPS in 2016 with the rank of Major General where she served as the Deputy Provincial Commissioner responsible for Asset Management in the Free State before her appointment as the CFO. With her credentials, Lt General Dimpane is determined to achieve more with less and more importantly, she is determined to change the generally negative perception and attacks on the integrity and aptitude of the management of the South African Police Service.

Deputy National Commissioner: Support Services Lieutenant General Francinah Ntombenhle Vuma BRINGING ABOUT TANGIBLE TRANSFORMATION THROUGH ADVANCING THE EMPOWERMENT OF WOMEN IN POLICING

SAPS

Lieutenant General Francinah Ntombenhle Vuma is one of three Deputy National Commissioners in the South African Police Service, and is responsible for Support Services that cover the Divisions: Human Resources Management and Development; Legal and Policy Services; Finance Management Services; Supply Chain Management; Technology Management Services; and a number of components that render strategic support functions to the organisation.

Since assuming her current executive role as a Deputy National Commissioner (DNC) in 2018, General Vuma has been instrumental in driving the Women Empowerment Agenda 2019–2024, a five-year plan that was designed to: address existing gender imbalances in the workplace; advance unified women enrichment interventions; and create environments within the SAPS that enable women, to actively participate and contribute to sustainable policing.

Through the enhancement and enforcement of relevant regulatory frameworks that continue to advance equitable women representation in operational environments, Vuma has played a leading role in ensuring that the SAPS can today, boast a representation of just under 60% of women Lieutenant Generals, the second highest rank on the policing rank structure. This includes four female Provincial Commissioners.

With 35 years’ service having joined the South African Police Service in 1987 as a student Constable at the Kwa-Mhlanga Police Station, Vuma steadily rose through the ranks of the South African Police Service to the top echelons of the organisation.

Lieutenant General Vuma has served the organisation in a number of leadership positions in various disciplines, and spent most of her time serving in the Finance, Supply Chain

Management (SCM) and Support related environments from 1988 to 2010.

Along with her peers, Vuma facilitated and created an enabling environment, driven by a vision to see police-women breaking barriers and transcending gender stereotypes, where today the SAPS has a fair representation of young women in policing fields historically reserved for males.

From previously being confined to administrative, clerical and “soft” office roles, women can presently be found in environments such as Air-Wing Officers; Bomb Disposal Experts; Ballistic Experts; Forensic Scientists; Flying Squad; Highway Patrol; Tactical Response Team; and Motor Vehicle Reconstruction Experts.

A DV E R TO R IA L

Loyal Service, the 20 years Medal for Loyal Service, the 30 years Loyal for Loyal Service, and the Gold Medal for Outstanding Service.

Deputy National Commissioner: Crime Detection Lieutenant General Liziwe Evelyn Ntshinga (SOEG) CONFRONTING CHALLENGES FACED BY WOMEN IN POLICING TO PAVE THE WAY FOR THE YOUNGER GENERATION OF POLICEWOMEN

As an academic in her own right, a seasoned and highly experienced administrator, Vuma holds a Bachelor of Honours degree in Policing Practice and is set to complete her Master’s Degree in Policing.

Her passion to serve and care for the communities extends beyond her career to outside of Policing. She has served as Chairperson of Masizakhe Woman and Social Club in KwaMhlanga as well as a Member of the School Governing Body at Northridge Primary School in Sinoville, Pretoria.

She has also rendered her expertise and services as a treasurer at Lerato la ka Day Care in Alexandra, in Gauteng.

In the SAPS, she has also held several leadership roles in non-policing structures such as the Police Music and Cultural Association (POLMUSCA) where she has served as Treasurer, Deputy Chairperson, National Chairperson, and is now the serving President of POLMUSCA. The highly decorated Deputy National Commissioner has during her career been awarded the 10 years medal for

Lieutenant General Liziwe Evelyn Ntshinga is the current serving Deputy National Commissioner (DNC) since Sept 2021, and is responsible for Crime Detection in the South African Police Service. Ntshinga is a seasoned detective who has amassed 36 years of uninterrupted service as a policewoman since 1985. Under her command currently are the divisions of Crime Intelligence and the Detective and Forensic Services.

Lieutenant General Ntshinga has been hailed for her progressive role during in her tenure as the Provincial Commissioner of the Eastern Cape, where she boldly confronted challenges faced by women in policing

S TA N D A R D B A N K TO P WO M EN L EAD ER S 151

A DV E R TO R IAL

S AP S

in order to pave a smoother journey for the younger generation of women in the SAPS. In 1992, seven years after joining the organisation, General Ntshinga began her career as an investigator in the detective environment.

To date this environment remains largely dominated by males investigating high profile cases and those relating to serious and violent crimes. Yet 30 years later, Ntshinga has transcended related gender stereotypes and is today heading up the entire national crime detection function.

This came as no easy feat. After steadily rising up the ranks from the Park Road Police Station in Bloemfontein where she was attached to the Sexual Offences at the then Child Protection Unit; her expertise and vast experience in the Detective and Forensics environment later earned her the role of Provincial Commissioner for the Eastern Cape at the rank of Lieutenant General in 2016, the second highest rank on the SAPS rank structure.

While heading Organised Crime Investigation Units in the Free State and as the Provincial Head for the Directorate for Priority Crime Investigation [HAWKS] at the level of a Major General in the Northern Cape, Ntshinga successfully led various operations and projects, such as Project CARNARD, a cross border operation between Namibia and South Africa, focusing on theft of motor vehicles from Japan through the Durban harbour, that were on -route to Namibia.

General Ntshinga also led Project DE LITE, leading a team that was investigating precious stones that were illegally exported from SA to Switzerland and India.

She was also the team leader of Project DARLING, a sting operation

carried out by a multi-disciplinary project team whereby 21 high profile businessmen were arrested in various provinces on charges of contravening the Diamond Act. Property in the sum of R50 million and Diamonds worth R60 million were recovered during this project.

Because of her extensive experience and knowledge in the Organised Crime environment, in 2016 she was appointed as the National Champion of Trafficking in Person within the DPCI and was also appointed as a Chief Facilitator of the SARPCCO Trafficking in Person training.

She has also served on several boards as a board committee member of the State Diamond Trader as well as a board member of the Precious Metals and Diamond Regulator Committee.

This is the same year in which she moved to the Eastern Cape and the Provincial Commissioner where she served until 2020.

While in the Eastern Cape, Lieutenant General Ntshinga promoted and empowered a number of female Station Commanders some of whom are now occupying senior positions in the SAPS management. Through her influence, motivation and mentorship programmes, some of these female commanders emulated her example and penetrated operational environments.

Confronting Women in Policing and her role in capacitation and empowerment of women.

A true visionary, the well decorated DNC has partnered with the Department of Community Safety in the Eastern Cape and the National Youth Development Agency to train young women in the SAPS in preparation for future leadership positions in the organisation.

The Minister of Police, General Bheki Cele recently at the 2022 National Police Day annual celebration, bestowed on Lieutenant General Liziwe Ntshinga, a medal of the South African Police Service Gold Medal for Outstanding Service (SOEG: Stella Officcii Egregii Gold); and this is just one of many medals she has earned for loyal service and outstanding service.

General Ntshinga holds a B-Tech Degree in Policing is currently working towards a M-Tech Degree in Forensic Investigation majoring in forensic methods, techniques and intelligence.

Ntshinga went on to promote and attract young women to join specialised environments such as the K9 and Equestrian. These are units which were previously male dominated.

The Deputy National Commissioner has represented South Africa on various international platforms and conferences, receiving awards and certificates of recognition as the best in presenting the Challenges

152 STANDARD BANK TO P W O M EN LEADERS

CONTACT Address: 231 Pretorius St, Pretoria, Gauteng 0001 Landline 012 841 7879

L E GATO R MC K E N N A I N C

ABOUT US Legator McKenna Incorporated (LMI) is an established legal practice situated within a stone-throw of the Durban CBD. Its roots extend over 80 years of excellent specialised legal services, carried out by a reliable, well-qualified team of skilled professionals and paralegals.

The present company has a staff complement of approximately twenty dedicated and experienced individuals under the direction of Merosha Dasarath, supported

by Michael McKenna and Tony Meyer, and further assisted by three attorneys, Priyanka Govender, Cameron Naidoo, Bonita van Zyl, and rotating candidate attorneys.

Over the years, the company’s success may be judged by the fact that its clients include major financial institutions and businesses, of which some have been associated with it for more than forty years.

LMI is small enough to offer individual personalised service, yet large enough to tackle complex legal matters. The company is structured in a manner that allows the professional staff to interact daily to discuss their matters, exchange ideas and potential strategies.

LMI is an equal-opportunity employer. All of its administrative and support staff are from historically disadvantaged communities and ninety percent of its staff complement are female.

The company is dedicated to the promotion and achievement of women empowerment.

We are proud to be a Level 1 BEE contributor and rated as a valueadded contributor.

A DV E R TO R IA L

OUR SERVICES Litigation • • Debt Collection • Asset Recovery • Conveyancing • Estates and Trusts Matrimonial and Family Law • • Corporate Law OUR TOP WOMAN Merosha Dasarath An attorney, notary, conveyancer, businesswoman and mum to two little kids, Merosha certainly has her hands full and successfully manages to direct the LMI ship with ease. Merosha served articles under Michael McKenna and was appointed as a director in 2007.

Merosha’s areas of practice include general civil litigation, conveyancing, notarial bonds, general notarial practice, the administration of estates, and the preparation of agreements such as the purchase and sale of immovable properties and businesses. She has over twenty years of experience.

LMI has recently acquired new premises in La Lucia Ridge, and will be launching the opening of its new home later this year.

Address: Unit 201, Building 1, 2nd Floor, 34 Essex Terrace 3629 Westville, South Africa Tel: 031 305 1571 Email: mail@legator.co.za www.legatormckenna.co.za/

S TA N D A R D B A N K TO P WO M EN L EAD ER S 153

154 STANDARD BANK TO P W O M EN LEADERS

DE R L IZ INVE S TM E N TS

P RO F I L E

DOREEN MBHALATI-MASHELE Fro m hum bl e be gi n n i n g s to fo u n d i n g h e r ow n co m p a ny Doreen Mbhalati-Mashele is a mother of six - three being her biological children. She is married to Victor Mashele from Bonn Village, Tzaneen, in the Limpopo province and is originally from a small rural village known as Myakayaka village - also in Tzaneen, Limpopo. She is the founder and sole shareholder of Derliz Investments, which has a staff component of more than 500 employees with different skills in the provision of fibre - including fibre to the home (FTTH); fibre to the building (FTTB); and fibre to the X (premises) (FTTX); Derliz Investments also provides services in property managements and rentals.

Despite obtaining a BSc degree in Mathematics and Chemistry from the University of Venda in 2001, Doreen’s first job was working as a till packer at Pick ‘n Pay in Tzaneen. However, this humble start did not stand in the way of her ambitions. She joined Limpopo Water Initiative in Polokwane as a research officer and then moved to Transnet. Doreen resigned from Transnet in 2017 to pursue her dreams in Derliz, the company which she had founded in 2012. She had the courage to resign because, through her hard work, Huawei had given Derliz a contract which she wanted to focus on full-time.

Doreen describes her relationship with Huawei as life-changing. When she first came to the

H uawei helped me to grow from nothing because they gave me a chance - and they keep giv ing me wor k because they k now tha t I

company’s attention, she

am committed to getting the job done, w ithin

was working night shifts full-

good time and quality delivery.

time and was subcontracted by other subcontractors to oversee projects.

She was given a Special Recognition Award at the 2021 BRICS Women Innovation Contest, for her efforts in environmental sustainability, and green design.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 155

156 STANDARD BANK TO P W O M EN LEADERS

DE R L IZ INVE S TM E N TS

DERLIZ INVESTMENTS Derliz Investments (Pty) Ltd was founded by a black woman who has been working for different contractors, implementing telecommunications, electrical and construction projects. The company is multifaceted as it consists of people with different skills and it aims to empower black people especially women and the disabled.

The name Derliz comes from the first three letters of Doreen’s parents, Derrick and Lizzy, and she believes that naming the company after her parents brought more blessings because they are very happy about it.

Derliz Investments delivers full

turnkey communication solutions in South Africa and works together with Huawei Technologies to minimise the environmental impact of ICT products through technological innovation and green designs.

Huawei COO Christina Naidoo says Derliz has been working on Huawei projects for more than five years and has grown exponentially within Huawei’s supply chain.

The company is a beneficiary of Huawei’s Enterprise and Supplier Development (ESD) programme which is geared at supporting blackowned SMMEs in the ICT sector.

The programme provides training and/or providing equipment that the SMMEs require to enhance their operational activities.

P RO F I L E

The company also specialises in property rentals and management in Springs, Gauteng. With the help of Homenent/Rentnet Springs CEO, Mr. Petrie Dippenaar, Derliz Investments grew from having 10 tenants in 2009 to over 200 in 2022. Derliz Investments offers affordable rental accommodation like single rooms, communal houses, self-contained rooms, bachelor flats, one to three bedroomed flats and houses. This helps students studying in TVET Springs College and people working in and around Springs.

VISION AND MISSION To see Derliz Investments (Pty) Ltd grow and empower its employees

S TA N D A R D B A N K TO P WO M EN L EAD ER S 157

“ D er l iz Inve stm e nts is one of the top-per for ming s ub-co ntra ctors in the Huawei Telkom FTTH project w i t h h ig h qu a lity deliver y and effic iency. This achi eve m e nt is du e to the hard wor k, d ed ic ation and te na city o f its CEO, Doreen Mbhalati-Mashele.

We c ong ra tu la te he r on this spec ial award ,” s ay s N a ido o.

through skills acquisition. Derliz’s aim is to put black construction workers on the map. The company’s vision is to bring new technology into the communications environment and first world technology and experience to emerging markets VALUES Quality service, on-time delivery and customer satisfaction. Derliz always meets the specifications required by clients because they are always willing to learn and improve the level of their expertise. Derliz Investments (Pty) Ltd aims to provide an end-toend solution for their clients, both in optical fibre and civil works. We can provide services for both `last mile’ and `long haul fibre’ installation projects at an international level, although our main focus is in the `last mile’ market and FTTH, FTTS and FFTX. Derliz Investments Pty Ltd aims to grow by educating and skilling youth and women in telecommunications through conferences and workshops. “ I hope my hard work and the support of my team will be noticed by

Government and other companies this would open more doors for more projects to help Derliz to grow and create more jobs. Funding will help us to train people and create more job opportunities.

“This is a family-owned and run business and I thank God and them for the hard work and commitment throughout, I thank my team (under management of Thami Hadebe and David Chivanga) including my husband; my dedicated PA, Nkuli Shikonele, who handles more office pressure in my absence and my brother Floyd Shikonele who is a project coordinator who is so dedicated to his work.”

CONTACT INFORMATION Address: 99 4th Street, Springs, Johannesburg, Gauteng 1560 Phone: 011 362 6187 / 063 9655 734 Email: doreenmashele@yahoo.com

158 STANDARD BANK TO P W O M EN LEADERS

Building a Fully Connected, Intelligent World

Huawei gigabit fiber-to-the room (FTTR) solutions Extends fiber into every room, building an all-optical base for smart homes and digital enterprises. Enables gigabit Wi-Fi 6 coverage, creating a brand-new digital life experience.

CJP Chemicals (Pty) Ltd, part of the BUD Group of Companies, is South Africa’s leading stockist and supplier of chemical raw materials and ingredients for multiple industry sectors. Food and beverage, industrial, pharmaceutical and personal care are the main industry sectors the company is involved in. Through continuous innovation, and everyday excellence, our vision is to be the organisation of choice for our customers, principals and staff.

ACHIEVEMENTS •

•

•

•

Bachelors of Business Administration Degree & Honours in Management Practices Influenced CJP Culture and drove diversity and most women were promoted within two years of joining Streamlined the CJP HR processes and policies successfully since joining in 2020 Created a culture of openness and trust while driving performance and development

Lunako, a youth-based organisation which focuses on assisting you with skills development.

MRAE MSIMANG HUMAN RESOURCE EXECUTIVE SOCIAL RESPONSIBILITY INITIATIVES In 2021 the company registered with the Youth Employment Service (YES), in which the company sponsors 15 young unemployed students to prepare them for work experience.

CJP also invest in socio-economic development investment with Lucha

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? We have implemented a CJP succession plan, 60% consisting of women.

Certain women within senior and middle management have been sent for leadership courses, CJP woman are exposed to Boards meetings to understand the business in totality.

Some of the courses identified for women are branding, project management, cosmetics training that was hosted in France. 45% of our EXCO consists of women, where they share their strategic views, run projects and contribute

160 STANDARD BANK TO P W O M EN LEADERS

positively to the business and they are responsible for their own business groups.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Women have introduced a softer strong side, as they possess a set of skills including leading successful business divisions, an understanding of compliance, strong negotiation skills, business and financial acumen and they shared best practices which have made CJP a success.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? We currently have 40% representation of both women and people of colour. We achieved a Level 4 B-BBEE rating in 2021 and our aim for 2022 is to reach Level 3, as we are focusing more on women and developing youth from impoverished backgrounds to give hope and opportunities. Maternal and development policies are in place to support women and we are in the process of forming a Women’s forum in 2022. We plan to call it “Woman’s Worth” and it will focus on addressing more women’s challenges, from career guidance, life issues, development, coaching/mentoring women to be the best they could be in the workplace.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The sector is characterised by rising commodity prices, rising shipment

rates, as well as unknown and unreliable commitment on time when importing raw materials. Our management team needs to be agile and involved in the details of the business.

Global trends indicate that the chemicals sector is increasingly being driven by environmental, social and governance (ESG) considerations and that decarbonisation is often a key rationale behind investments and divestments in the sector, except for Africa, where investments understandably lagged again this year.

CURRENT AND FUTURE TRENDS INCLUDE: Rising commodity prices are forcing manufacturers to explore cost-saving products and solutions without compromising on quality of finished goods.

Due to supply chain instability, customers are diversifying sources of supply including local procurement with shorter lead times to de-risk the supply chain.

Manufacturers and consumers of end products are focusing on environmentally friendly solutions, including water-based, natural/organic chemistry, and sustainable sourcing.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Leaders who have empathy Leaders who have capacities to build emotional intelligence within themselves

and employees around them or within the organisation.

Finding ways of getting people together towards a mutual understanding of the complex issues we saw with COVID. Leaders who can build an immunity to withstand economic changes and build a resilient workforce while appreciating individualism.

Selflessness Leaders who are passionate about teaching, encouraging, coaching and mentoring to achieve their dreams while diffusing their fears. Leaders who have unshakable certainty in themselves and a willingness to be generous with those they lead.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

• •

• • •

Be prepared to be open to change and adapt quickly to business uncertainties Fight for what is right or what you believe in. Be like a pinetree and remain unshakable - it withstands all seasons and retains its colour Be open to listening and have constructive discussions with people Be open to new ideas and experiences that people and careers could offer Prioritise & execute your tasks while you play to “win”

Flexibility / Versatility Leaders who understand that things do change and can adapt to the change, with the ability to adapt to the changing demands of the business and offering beneficial solutions to the organisation.

Committing to clear vision Leaders who can capitalise on ways to make a vision of the future a reality, as this will take our company further and faster.

Communication People desire to be listened to. When you listen to a person you get to understand their challenge or idea, if they have any, and advise accordingly. This leaves employees with the knowledge that they are being heard, feeling that they matter and they are valued.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? My mom remains the best leader of all time. She instilled good values in me and made sure I stand for what I believe in. Working two jobs to put food on the table was not easy for her and from that I learned the importance of perseverance.

She supported her family and communities with the little she had, this speaks to putting other people first, as a leader.

Having trusted me to leave home to study in another province without any family to support me, she would say, ‘if I taught you well and I gave you all the tools to be a good human being, you will do well wherever you go’. Those tools were

S TA N D A R D B A N K TO P WO M EN L EAD ER S 161

I NT E RV I EW

C JP C H E M I CAL S

kindness, care, the ability to stand for what I believe in, trusting God when I am unsure, asking for help, trusting my decisions, helping those in need and uplifting people around me as it is not always about me. I carry the words of my leader everywhere I go and the words have made and shaped the person I am today.

if it was not for the teams I have been privileged to lead or be a part of myself.

The success has come from harnessing the uniqueness that each team member brings and ensuring they know they are part of a bigger cause rather than just viewing themselves as a cog in the wheel.

I urge my team members to expand their

line of thinking, to do things differently to produce a different result and to ask why, how and where we can improve to constantly produce better versions of ourselves and that of our team, as we are collectively responsible to reach the endgoal together.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

•

•

NATALIE MCGREGOR DIVISIONAL MANAGER: PHARMACEUTICAL & PERSONAL CARE For the most part of my career I have been in chemical distribution with the major leading chemical distributors, despite studying to be a psychologist. Each of the organisations I have been honoured to be a part of has taught me valuable skills from a professional and personal point-of-view.

None of my success would be possible

•

• •

Treat people with kindness and respect. Everyone has various roles to play outside of the business. If we see our colleagues for more than the role they fill in the organisation, they will always go the extra mile Lead by example. If you expect your teams to be in the trenches, don’t be afraid to show you are not above getting your hands dirty Value the skill set people bring to the organisation. Diversity brings knowledge, and knowledge brings power Teach people self-reliance, upskill your team to think outside of the box Compliment publicly, criticise privately

162 STANDARD BANK TO P W O M EN LEADERS

YOURISHA GOVENDER ACCOUNT MANAGER I am an energetic and ambitious individual.

I have a clear, logical mind with a practical approach to problem-solving and a drive to see things through to completion. I have more than 5 years of experience in technical sales and product management.

I have a Bachelor’s Degree in Food Technology and I am completing my PDBA through WITS Business School.

My successes have stemmed from an enthusiasm to learn, overcome challenges, and a genuine interest in continuous improvement and the success of my organisation. I do this by integrating with all sectors of the business.

E S KO M

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

• • • • •

Be prepared to have tough conversations Be creative Understand the risks and rewards Stay focused Provide impeccable service

to transform the lives of those around me and I’m passionate about education and continuously seek ways to develop others. I am motivated by applying and adding value through my experiences. I am a CA(SA) and hold a B.Com Honours in Accounting from the University of Johannesburg. Previously I was part of a project run by the Innovation Hub (Industry 4.0) that presented various energy costsaving initiatives to the Foundrymen’s Industry at UJ.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

• • • • •

ANDRIËTTE LE GRANGE - OPERATIONAL FINANCIAL MANAGER I am a people person and relationshiporiented. I believe in transferring skills

I N T E RV I E W

Build strong teams Always put up your hand when there is something new to be learnt Remember where you come from and stay humble Never stop learning, learn from your past mistakes, learn from your peers and your elders Most importantly: have faith

For the past two and a half years, I have been part of the CJP Financial team where I’ve been able to add value in various areas of the business. I recently completed the General Manager Program at GIBS. During my free time I invest my time in youth groups.

CHANTELLE BOTHA DIVISIONAL MANAGER: FOOD After experiential training done through CJP chemicals as a Receptionist, a promotion to internal sales was the beginning of my sales journey. Within this role, I learnt a lot about customer liaison and sales. By understanding customers requirements and managing their expectations, the next step was becoming an Account Manager and then National Key Account Manager to fulfil this role.

Soon I realised that there was a synergy between sales and product management and took on both these responsibilities to better service our customers by having strong technical acumen. The close link between procurement and sales in our commodity trading world led to me taking on the role of Strategic Procurement Lead which was the stepping stone to becoming the Divisional Manager of our dynamic food team.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 163

I NT E RV I EW

C JP C H E M I CAL S

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

• • • •

•

It is your attitude that determines your altitude Dress up and show up everyday, no matter how you feel Listen to people and work through the problem in your head before taking action Be flexible and agile and remember each day and problem is different and needs to be dealt with as such Customer relationship is the frontline of our business, understand that problematic situations aren’t personal and separate emotions from your decisions this time, I enrolled in part-time studies in supply chain, and benefited from the mentorship of the Procurement Executive.

I was thereafter offered a procurement lead position for a leading chemical importer.

Once again, I was promoted through the ranks to the role I find myself in today due to hard work and excellent mentorship.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

• •

JENNIFER ROSENBERG DEMAND PLANNING MANAGER I studied Tourism after school but could not find employment in the industry. I eventually took an admin position in a multinational water treatment company.

I was given an opportunity to do some work for the procurement department, and therein found my passion in the supply chain! I was promoted through the ranks in the procurement department, from Junior Buyer, to Senior Buyer. During

•

• •

Remain teachable and humble Find an employer who is passionate about talent development. My current employer didn’t allow me to flounder when I was promoted to a management position. I have had access to top tier programmes that have been highly beneficial to my professional and personal development Move with the times. The postmodern generation values authentic leaders who are transparent about their journey, and work well in teams Lead by example, roll your sleeves up and get stuck in Lastly, stay true to your values

164 STANDARD BANK TO P W O M EN LEADERS

ADDRESS: 60 Electron Avenue, Isando, 1600 TEL: 011 494 6700 EMAIL: info@cjpchemicals.co.za WEBSITE: www.cjpchemicals.co.za

TOP TIPS AND ADVICE

168 170 172 174 176 178 180 182 184 185 186 188 190

3 TIPS FOR BUILDING A SUCCESSFUL BEAUTY BRAND FROM THE GROUND UP Rabia Ghoor of Swiitchbeauty® shares some advice “ALWAYS UNDER-PROMISE AND OVER-DELIVER” Advice from entrepreneur and cookbook author, Chantal Lascaris “TURN YOUR PAIN INTO PURPOSE!” Alexandra Miszewski, Founder and Managing Director of Novita THE SURPRISING STORY BEHIND BREW KOMBUCHA Alex Glenday, Founder of Brew Kombucha, talks about making her brand stand out from the rest 5 TIPS FOR WOMEN INDUSTRIALISTS From Keamogetswe Matsho, CEO, Aqua Air Africa 10 LESSONS FOR ASPIRING WOMEN Learn from the best!

MAINTAINING BRAND AUTHENTICITY IN A RAPIDLY CHANGING WORLD Katherine Madley, VP Marketing at Game stores on navigating through a pandemic THE RISE OF THE PASSION ECONOMY Why does it depend on the power and radicalism of the female voice?

SWITCH UP OR SKILL UP? These are the capabilities that are highly valued by those looking for new employees LEVEL UP YOUR SOCIAL MEDIA MARKETING GAME STRATEGY Here are 5 tips on how upgrade your social media strategy THE POWER OF STORYTELLING Mandela 100 icon, Mo Matli, talks impactful video marketing CHANGE YOUR MIND, CHANGE YOUR LIFE! Kelly Fisher shares her thoughts on how to build a mindset that will keep you inspired 5 INSPIRATIONAL BOOKS EVERY BOSS BABE SHOULD READ These reads will undoubtedly spark a ‘eureka’ moment

FEATURED CLIENTS

192 194 196 198 199

NOTEFULL ENGINEERING LIQUI MOLY SOUTH AFRICA VOLVO TRUCKS SOUTH AFRICA

AIR LIQUIDE ZIMILE CONSULTING ENGINEERS

200

PAMODZI UNIQUE ENGINEERING

202

ISU ENGINEERING

204 205

WOA GROUP KHONZI ENGINEERING SERVICES

206

CRUSADE LOGISTICS

207

FRASER ALEXANDER

208

NETSTAR

210

EXPERTS ON THE GO

212 214 216

SHEQ SAFETY ENEL GREEN POWER SOUTH AFRICAN NATIONAL BIODIVERSITY INSTITUTE

218

BTE RENEWABLES

220

AMIS

222

EXECUTIVE UNDERWRITING MANAGERS

225

NATIONAL DEBT ADVISORS

226

ADCORP

229 230

THE GOLD BAR THE DAWN OHSE

I NT E RV I EW

RABI A G H O OR

Rabia Ghoor of Swiitchbeauty® shares some advice

By Charndré Emma Kippie

At the age 14, Rabia Ghoor took the plunge and started her make-up and skincare online beauty store, Swiitchbeauty®, now celebrated both locally and internationally. Through trial and error, Rabia went on to make her very first sale just one year later, which was when she opted to discontinue school in pursuit of becoming a successful entrepreneur.

Today, as the Founder and Creative Director of the brand, Rabia is a Forbes Young Achiever 2021 Award recipient, and is noted as one of South Africa’s leading women in business. Her brand continues to flourish, with an online community of more than 108 thousand followers, and has become a trusted household name. Even in the midst of a pandemic, her business has maintained an upward trajectory, and is set to rise to new heights on the heels of her reaching her latest milestone.

168 STANDARD BANK TO P W O M EN LEADERS

R AB IA GH O O R

CONGRATULATIONS ON YOUR RECENT FORBES YOUNG ACHIEVERS AWARD! HOW WILL YOU USE BEING THE RECIPIENT OF THIS AWARD TO INFLUENCE OTHERS, AND HOW HAS IT IMPACTED YOUR CAREER THUS FAR? Thank you! I was so shocked when I won especially, after being at the inaugural awards last year and seeing the calibre of the recipients. I hope this award inspires young women to start – it doesn’t matter what it is, but if it’s a part of fulfilling any dream or passion you have, start. You never know what it can lead to.

When I started, I didn’t think that I would be nominated for any award, let alone a Forbes award. I think one notable thing that this award has done is solidify the fact that I am doing something worthwhile. Not just for other people, but to myself as well – getting into business at such a young age is incredibly daunting and I’ve struggled with Imposter Syndrome for years.

My primary work at Swiitchbeauty is creating products that people actually need, and that actually work as intended. I draw inspiration from a lot of things, but the support I have received from my family and the Swiitchbeauty community is definitely my biggest motivator.

THE BEAUTY INDUSTRY IN SOUTH AFRICA, LIKE MANY OTHER SECTORS, MUST HAVE EXPERIENCED A KNOCK THIS PAST YEAR. HOW HAVE YOU ADJUSTED YOUR BUSINESS STRATEGY TO MAKE IT THROUGH HARD TIMES? I didn’t have to adjust much of our strategy

as we are a digitally native brand. We saw a lot of other companies scrambling to get the necessary infrastructure for E-commerce in place, and that worked to our advantage because we were more than ready to face the challenges of digital transformation. 2020 was, in fact, our best year yet.

PLEASE COULD YOU TELL US A BIT ABOUT YOUR BACKGROUND – HOW DID YOU GET TO THIS POINT? Indian people are notoriously industrious and I was blessed to have grown up in a very entrepreneurial family. I think that’s where it all started. My family supported my business ventures from a young age, and they allowed me to make mistakes, which are important for growth as an entrepreneur.

WHAT EXCITES YOU THE MOST ABOUT THE WORK THAT YOU DO? I get to make makeup for a living – there’s honestly no better feeling than when we get people giving us feedback on how our products have impacted their makeup and/ or skincare journey. This is a truly fulfilling experience.

WHAT WERE THREE IMPORTANT ELEMENTS FOR MAKING YOUR BUSINESS A SUCCESS? WHAT WAS YOUR VISION FOR SWIITCHBEAUTY®?

Simply put, I wanted a tech-enabled, affordable-priced and transparent beauty brand. Today, Swiitchbeauty® is an inclusive, affordable beauty brand that speaks to women, and not down to them, as many cosmetics companies have done for a very long time.

WHAT 3 TIPS DO YOU HAVE WHEN IT COMES TO BUILDING A SUCCESSFUL BEAUTY BRAND FROM THE GROUND UP? • •

•

When your consumer speaks, don’t just hear – LISTEN. Shift your focus to creating valuable

products with integrity instead of trying to cash in on the next trend or fad.

Social media is not a marketing tool – it’s a storytelling tool. Content is much more to do with saying something than selling something.

I N T E RV I E W

HAVE YOU READ ANY BOOKS OR LISTENED TO ANY PODCASTS THAT HAVE INSPIRED YOU AND YOUR CAREER THUS FAR? IF SO, PLEASE PROVIDE THE TITLES. Freakonomics by Stephen J. Dubner and Steven Levitt was an incredible read; very insightful for understanding human behaviour.

I also love Malcolm Gladwell’s podcast called ‘Revisionist History’ – a journey through the overlooked and things that are often misunderstood. Another very worthwhile spend of my time was watching the movie Joy (2015) featuring Jennifer Lawrence. It’s an awe inspiring story of a young woman with a game changing invention and the trials she faces in business.

WHAT IS YOUR ‘BOTTOM LINE’?

My primary work at Swiitchbeauty® is creating products that people actually need, and that actually work as intended. I draw inspiration from a lot of things, but the support I have received from my family and the Swiitchbeauty® community is definitely my biggest motivator.

WHAT EXTRACURRICULAR ACTIVITIES AND/OR COMMUNITY OUTREACH PROJECTS ARE YOU INVOLVED IN? For the past year I have been focusing on my health and fitness and this has really helped me in other aspects of my life, especially with the pandemic and lockdown. I have also been planning on offering mentorship to young businesswomen who are starting out, but this will most likely happen in a year or two.

Her brand continues to flourish, with an online community of more than 108 thousand followers, and has become a trusted household name. Even in the midst of a pandemic, her business has maintained an upward trajectory

S TA N D A R D B A N K TO P WO M EN L EAD ER S 169

I NT E RV I EW

C H AN TAL LASCA R IS

Advice from entrepreneur and cookbook author, Chantal Lascaris

By Charndré Emma Kippie Serial entrepreneur and cookbook author, Chantal Lascaris, has built a fine career thus far by simply indulging her passion for food, travel and healthy living. Chantal draws inspiration from her travels and home town – the beautiful Franschhoek valley, famed for fine wine, delicious dining and breathtaking views.

A health-conscious foodie, Chantal Lascaris is dedicated to coming up with innovative recipes that taste good and leave one feeling healthier.

Following this passion, she has written various books, such as the bestselling All Sorts of Salads (2015), All Sorts of Healthy Dishes: The Mediterranean Way (2017), as well as All Sorts of One-Dish Wonders (2020).

She has also started up a YouTube channel, where she launched her 15 Minute Gourmet series of cooking videos for her audience to join her in the kitchen and cook along.

Chantal Lascaris believes that it’s all about continuous exploration and learning, and being able to exceed the expectations of one’s loyal customers/audience.

WHAT ARE YOUR MAIN CAREER OBJECTIVES? As a self-taught cook (not a chef), my aim is to produce cookbooks that have lots of choice within a category, that have simple recipes for the home cook and include ingredients that are easily attainable at the local supermarket.

I want people to buy my books because they enjoy eating healthy, tasty food, and I want to show them that it’s easy and enjoyable to cook, whether it’s for yourself, your family or for a group of friends.

170 STANDARD BANK TO P W O M EN LEADERS

C H ANTAL L A S CA RI S

BACKGROUND – HOW DID YOU GET TO THIS POINT? I guess I’ve been a bit of a serial entrepreneur, having started selling homemade lip balms at the age of 13. I always loved fashion and as a little girl I wanted to be a fashion designer, so it was a natural progression to start my own clothing company. I never really felt comfortable working for someone else and had always seen myself having my own business.

So I took the first opportunity I could to find a unique angle and I saw a gap in the corporate clothing arena where most corporate clothing all looked the same. With my sense of fashion I started a factory where we designed and manufactured uniforms, mostly servicing hotels in the Middle East and Africa, trying to bring a sense of style into the industry.

Eventually, I sold the corporate clothing business for two reasons – firstly I was travelling far too much and spending very little time at home and secondly, I had started experimenting with food and saw an opportunity to write a series of cookbooks.

The first book was written 5 years ago and it was an attempt to broaden the meaning of ‘salads’ and give the home cook a choice of salads to make. It was called ‘All Sorts of Salads’ and included over 75 different salads. This turned out to be a best seller because no one had ever written a South African book on salads. This was followed by ‘All Sorts of Healthy Dishes’, ‘All Sorts of One Dish Wonders’ and ‘All Sorts of Tapas’.

WHAT EXCITES YOU THE MOST ABOUT THE WORK THAT YOU DO? I really enjoy the creativity around food and writing cookbooks. It’s a creative process from beginning to end. It starts with the ingredients, deciding on flavour, texture and colour combinations. Then it progresses to how the food is actually put together i.e: is it fresh, roasted, pan fried etc. The next exciting process is the photography and styling of the food for the books. I love this part as it fascinates me how a stylist interprets my recipe, how the photographer knows just how to catch the light in the right way and together how they create what I think are beautiful works of art.

WHAT INSPIRATIONAL QUOTE DO YOU LIVE BY? A well-known quote:

“A man’s reach should exceed his grasp, or what’s a heaven for?”

– Robert Browning.

WHAT 3 TIPS DO YOU HAVE WHEN IT COMES TO IMPLEMENTING SOLUTIONS IN YOUR FIELD? Depending on the challenge or issue, I either take it head on or I take some time to think and strategize around it.

• I also find it’s better to ‘sleep on’ a problem, as I have time to process it through my subconscious, and invariably the next morning the issue seems a lot less intimidating and I haven’t made any rash decisions.

• I believe you’re never too old to ask for advice. Ask someone for help, it’s amazing how often people are ready to help you, if you simply ask.

Always under promise and over deliver.

• HAVE YOU READ ANY BOOKS OR LISTENED TO ANY PODCASTS THAT HAVE INSPIRED YOU AND YOUR CAREER THUS FAR? • • • • •

The 7 Habits of Highly Effective People – Stephen R Covey The Widow Clicquot – Tilar J. Mazzeo The Secret – Rhonda Byrne The Alchemist – Paulo Coelho The 5am Club – Robin Sharma

WHAT IS YOUR ‘WHY’?

Sometimes it’s the most mundane things that can spark my creativity, such as the delicious aromas emanating from the bakery section of a supermarket, which can set me off. Or it can be lunch or dinner at a new restaurant, or reading about different cultures and their favourite foods. I believe it’s important to keep learning and by doing so, I find I stay motivated and I am always ready to try something new.

OUTSIDE OF WORK, ARE YOU INVOLVED IN ANY EXTRACURRICULAR ACTIVITIES AND/OR COMMUNITY OUTREACH PROJECTS? I help the Franschhoek Hospitality Academy and Learning Centre. It was set up four years ago to help disadvantaged young people in

I N T E RV I E W

Franschhoek, and the surrounding areas, by providing them with knowledge and skills that will help them find jobs and provide stability in their lives.

The Academy offers a one-year training course in the field of hospitality and management. They cover all aspects of hospitality, from front of house, through to cooking and management. Their top students are offered internship programmes in Austria. We’re proud to say that even the students from last year, who had to study under extreme circumstances, all managed to find jobs at the end of last year.

WHO OR WHAT INSPIRES YOU ON A DAILY BASIS? My husband Reg, who isn’t a foodie at all, inspires me. He has been my rock and shoulder I cried on when I first started my clothing business. He encourages me to take bold decisions, like changing careers and writing cookbooks.

Exercise is important to me because when you exercise the left part of your brain is very busy with the job at hand, leaving the right part of your brain to create ideas. I also find that when I push myself physically, I have to push myself emotionally too. Knowing that I’ve accomplished a hard workout prepares me for the day ahead.

Music also features prominently in my life. Although I’m a hopeless singer, I love listening to music and I try to listen to different types of music. Some days it will be classical, other days hard rock. I find that if I’ve hit a bit of a creative block, listening to some music clears my mind, creating space for inspiration to flow.

WHAT ADVICE DO YOU HAVE FOR YOUNG WOMEN/FUTURE GENERATIONS WHO ASPIRE TO WORK IN YOUR INDUSTRY? Having been in both the clothing industry and now writing cookbooks, I’ve found that no matter what business you’re in, you need certain qualities. I believe that you need to have focus and determination in everything that you do. I think young women need to accept that success doesn’t happen overnight, that it takes hard work and to realise that you are going to get knocks along the way. You need to believe in yourself, especially during tough times. It’s important to trust yourself, listen to your gut and follow your heart because most often, they’re telling you the correct thing. Don’t always listen to others but rather be true to yourself.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 171

I NT E RV I EW

ALE XAN D RA MISZEWSKI

By Charndré Emma Kippie

Alexandra Miszewski is the young Cape Town entrepreneur who is the Founder & Managing Director of Novita. Novita’s flagship product is Synotech, an injectable hyaluronic acid treatment for arthritis currently in use in private healthcare and veterinary healthcare. In Aesthetic Medicine, Novita has a number of products including Mesofix-Boost, an injectable hydrating skin booster, and Mesofix-Bright, which is used for more superficial skin rejuvenation.

When Novita concluded its first year of trading in June 2021, it did so with a turnover that comfortably exceeded R1-million – remarkable for a start-up at the best of times, but truly astonishing considering the current economic situation. But what is it that turns a young woman, albeit with a brilliant mind for business, into a multi-business owning high-flyer at the age of just 22? For Alex, it was her association with the Allan Gray Orbis Foundation, where she is currently a Candidate Fellow.

At present, Alex is completing her Masters of Finance degree, specialising in Investment management at the UCT Graduate school of business. Going forward, her focus is on building Novita so that its contribution to people, pets and the planet is fully maximised.

Since buying out her partners in Regenesis Vet, she is looking forward to developing the system further and exploring international markets. In addition to this, Alex and Dr Judey are looking forward to developing the technology further for use in the private healthcare sphere.

What got you into the field you’re currently in?

All the companies I have been involved in have usually started not with the intention of necessarily becoming businesses but through me trying to solve problems I was experiencing in my personal life. Specifically, relating to the affordability and accessibility of niche healthcare products that I was needing for an injured horse

172 STANDARD BANK TO P W O M EN LEADERS

of mine. As time went on, I realised many of these challenges weren’t unique to me, so I decided to try to create a solution to minimise the number of people who came after me who were faced with the same problem.

Novita, however, was somewhat different.

2019 was a tough year for me personally with losing one of my horses on the operating table, a friend of mine being murdered and my best friend committing suicide, all in the space of 6 months. At this stage I was in the fortunate position that my other two businesses were doing well, but helping people that had what are typically considered “privileged problems” wasn’t enough for me anymore. And with that, in February 2020, Novita was born with a unique business model of hope.

AL E X ANDR A MIS Z E W S K I

What excites you the most about your role?

What excites me is the fact that I am able to combine my love for business with my passion for animals and accessible healthcare. I love the fact that every day is different and that I am able to meet and work with a variety of incredible people who are at the forefront of science and medicine. I also love the fact that by following my passion, I have been able to solve many problems that I personally experienced as well as being able to help so many others in doing so.

How is Novita enhancing the South African economy?

There are various ways that I believe we are contributing towards the South African economy. Firstly, a large portion of our business is exporting which brings in foreign currency. Secondly, as our business expands, so does our team and in doing so we are increasing employment. Thirdly, we have worked very hard at deglobalising our supply chain as far as possible and in doing so have been able to support various other local businesses. Hopefully by doing so, there has been a positive knock on effect for these other South African businesses.

Do you think your field is diverse in terms of gender equality?

Not as diverse as it should be. Although I do believe we have made huge advances in gender equality, I still often find myself in situations where I have to work twice as hard, or achieve twice as much to be given the same level of respect that many of my male counterparts are given from the outset.

I do, however, believe the Biotechnology, Medical and Pharmaceuticals industry is perhaps a few steps behind other industries with it still being predominantly largecorporate and male dominated.

What are your top 3 tips for ensuring the success of women in your field?

•

•

•

My top tip for ensuring success is starting. There are so many people with incredible ideas but that have never taken the first step towards making that idea a reality.

Fight for your seat at the table – if you don’t ask, the answer will always be no. And when the answer is no, keep working until that answer is turned into a yes.

Be kind. People forget that business is as much about relationships as it is about the product or service that you are selling.

What have been some major obstacles in your career, as a woman, and how did you overcome them?

The most common obstacle I have faced is probably the lack of respect that comes with being young and a female along with trying to balance it all. Although I would say it happens less often, I do still find myself in situations where various people, especially men, do not take me seriously from the outset because I am both young and a female. Additionally, there have also been instances where males have tried to attack my credibility for the above mentioned reasons. I believe the best way to overcome these challenges is by consistently delivering a quality product and/ or service that ultimately speaks for itself.

Secondly, the other big obstacle I do encounter is trying to balance all my business commitments with personal life. Although this is something I definitely still struggle with, I do believe it is the unfortunate reality of entrepreneurship (at least in the early days) – there is just no shortcut to success, it requires a huge amount of hard work which takes up a lot of time. Having said this, I think the key to having as much balance as possible is setting boundaries between work and one’s personal life. I do however feel very grateful to be doing what I love so a lot of the work I do does not actually feel like work!

What are your goals for the future?

Novita’s goal for the foreseeable future is transforming the state of regenerative medicine in South Africa. At present, despite potentially being the key to various unmet clinical needs, Regenerative medicine is inaccessible and unaffordable to those who need it most with only the elite having access to a limited number of options at an exorbitant expense.

Additionally, other goals include expanding the reach of our business model of hope by making an impact on people, pets and the planet in a far greater and more infinite way than what we are currently doing now.

Specifically, one of my biggest goals in the pet sphere with Novita is that no animal at an animal welfare organisation has to be euthanized due to the organisation not being able to afford or access anti-arthritis medication for that animal. Similarly, I hope to see thousands of women who have suffered at the hands of gender based violence having access to affordable niche healthcare products that give them treatment

I N T E RV I E W

options they never would have had access to previously. Lastly, I hope to see children running across a South African landscape that looks greener, safer and less exploited from our regenerative projects aimed at the planet.

And most importantly, one of my biggest goals is that fewer people find themselves in the same position that I found myself in where you know there is a solution to the problem you are facing, but also know that you cannot access or afford it.

What important/life-changing books have you read?

Why I left Goldman Sachs – Greg Smith Shoe Dog – Phil Knight The 5am Club – Robin Sharma Start With Why – Simon Sinek

What advice do you have for young women entrepreneurs who aspire to work in your field?

The best advice I could give a young person wanting to start their own business is to first identify a problem that resonates with them and then to just start doing something about it. I strongly believe that if one takes imperfect, but proactive steps toward their vision you are a few hundred steps ahead of everyone else who has brilliant ideas but never takes that first step towards where they eventually want to be.

Adding to the above, I think it is so important to be working towards something that one feels passionate about. I have found entrepreneurship to come with unbelievable highs and extreme lows – so having an overarching purpose and vision that both you and your team are incredibly passionate about makes it so much easier to get out of bed in the morning and keep pushing forward, especially when times are tough.

Lastly, you can be unrealistic in your goals, but practical in your approach. Dream big, fight for your seat at the table and never take no for an answer.

What is your life mantra?

Turn your pain into purpose, stay humble and always be kind.

Novita is currently collaborating with RegenesisVet to develop a unique burn and wound treatment that combines platelets with hyaluronic acid, both known to be beneficial for burns and wounds. All Novitas products are classified as medical devices and held under its license with the South African Health Products Regulatory Authority (SAHPRA).

S TA N D A R D B A N K TO P WO M EN L EAD ER S 173

I NT E RV I EW

ALE X G LE NDAY

THE SURPRISING STORY BEHIND

BREW KOMBUCHA Alex Glenday, Founder of Brew Kombucha, talks about making her brand stand out from the rest

By Charndré Emma Kippie

Most people want to make decisions that benefit their health and their environment, but don’t know where to start. For Brew Kombucha founder Alex Glenday, it all starts with changing the way we consume.

The self-empowered brewer made her first batch of kombucha, a fizzy, fermented drink in her mom’s kitchen in 2015. Since then, she’s built a thriving kombucha business that emphasizes the well-being of our planet. Alex launched Brew Kombucha as of 2016. The company became South Africa’s first and only provider of certified organic rooibos tea kombucha. Brew Kombucha is committed to sustainability at every point of the production process – from carefully selected suppliers to certified organic ingredients and 99% single-use plastic free packaging, made up of recycled materials.

The company attended the World Beverage Innovation Awards in Germany, in 2019, alongside industry leaders. These were, namely, brands such as Pepsi, Distell and Coca Cola. Brew Kombucha was recognised as one of three finalists for their corporate social responsibility and sustainability initiatives. And in 2020, in the midst of a global pandemic, Brew Kombucha received a number of awards at the International Aurora Taste Challenge, including double gold for their buchu-flavoured kombucha, gold for their floral African rose flavour, and silver for their original rooibos flavoured kombucha.

174 STANDARD BANK TO P W O M EN LEADERS

AL E X GL E N DAY

SO, WHAT’S BREW KOMBUCHA ALL ABOUT?.

Brew Kombucha is South Africa’s first and only provider of certified organic kombucha. The company is committed to sustainability at every point of the production process – from carefully selected suppliers, to certified organic ingredients and 99% single-use plastic free packaging, made up of recycled materials. In 2020, Brew won a number of awards at the International Aurora Taste Challenge, including double gold for their buchu-flavoured kombucha, gold for their floral African rose flavour, and silver for their original rooibos flavoured kombucha.

You don’t need to qualify yourself or soften your negotiation tactics and your boundaries because you are a woman – your professionalism is enough.

WHAT IS YOUR VISION FOR THE FUTURE OF YOUR BRAND? I hope that by developing new ways to approach the beverage industry, we can inspire individuals to make more discerning purchasing decisions that are better for their health and lessen their environmental impact. We also hope to encourage more eco-conscious practices in the industry overall.

HOW DID YOU GET TO THIS POINT IN YOUR CAREER ?

After travelling internationally for 9 years in the fashion industry as a model, I completed a bachelor’s degree in Psychology and English Literature.

During that time, I became interested in the connection between industry and environmental well-being, and

self-studied in the field of health and wellness. With an exposure to global trends, I was seeing the evolution for functional beverages, and I recognised the market gap at home in South Africa.

KOMBUCHA IN SA – HOW ARE YOU FINDING THE MARKET? IS IT HIGHLY COMPETITIVE? Kombucha in South Africa is now saturated with micro industries. Being early in the trend wave was imperative for the sustainability and potential of our business. Additionally, having a fantastic scaled and audited food safety facility has really helped Brew Kombucha stay ahead. The company also holds a transparent commitment to quality and the environment.

HOW DO START-UPS IN YOUR FIELD DIFFERENTIATE THEMSELVES? I was told by a beverage consultant • who was developing a portfolio in SouthEast Asia that the statistic is that 80% of beverage startups fail.

So be able and willing to take that risk, and be resilient.

•

Be the first to do something.

Don’t just be another brand in a saturated category, it won’t help you or the brands who were trying before you. Make sure you have some seriously strong and unique selling points.

•

Make an excellent product. No one will keep coming back to something after they have had a bad experience. People expect and trust consistency.

I N T E RV I E W

PODCAST: Built to sell by John Warrillow HOW DO YOU STAY MOTIVATED? If only smaller businesses are focused on the environment, the change the world needs won’t be big enough. I hope to build a bigger business based on the right driving philosophies. And to have some influence on bigger businesses ahead of us in the game. I want to build a greener world from the bottom up, and this is how my brand is going to achieve it WHAT ARE YOUR TOP 3 CAREER HIGHLIGHTS/MILESTONES THUS FAR? Being South Africa’s first and only • Certified Organic kombucha brand.

• Being nominated as one of three finalists at the 2019 World Beverage Innovation Awards for the Sustainability and CSR category.

• Winning double gold, gold and silver awards at the 2020 Aurora International Taste Challenge.

WHAT ADVICE DO YOU HAVE FOR WOMEN ENTREPRENEURS STRUGGLING TO MAKE A BREAKTHROUGH? You don’t need to qualify yourself or soften your negotiation tactics and your boundaries because you are a woman – your professionalism is enough.

WHAT 3 TIPS DO YOU HAVE WHEN IT COMES TO CUSTOMER SERVICE IN YOUR INDUSTRY? Be genuine and make people feel heard. Knowing that you have taken the time to fix or repair an issue goes a long way in developing a relationship with your customers.

HAVE YOU READ ANY BOOKS OR LISTENED TO ANY PODCASTS THAT HAVE INSPIRED YOU AND YOUR CAREER THUS FAR? BOOK: Let my People go surfing! by Yvonne Chouinard.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 175

By Charndré Emma Kippie

She’s a Standard Bank Top Woman Young Achiever Finalist and is extremely passionate about the development of Africa, building brands and uplifting start-ups – Keamogetswe Matsho is a woman on top of her game right now, and she won’t be slowing down anytime soon.

Aqua Air Africa (Pty) Ltd is an atmospheric water technology solutions company, based in Pretoria, which utilises atmospheric water generating technology to produce water from air – aiming to tackle the critical scarcity of potable water in South Africa. The organisation offers commercial and industrial solutions, geared towards construction, installation and commissioning of atmospheric water generating plants to alleviate potable water scarcity. They also specialise in domestic and office dispenser solutions, providing portable dispensers for mid-level potable water capacity needs.

176 STANDARD BANK TO P W O M EN LEADERS

K E AMO G E T SWE M ATS H O

I N T E RV I E W

men in corporate who believed that given the opportunity, I would excel. Success is a result of preparation, competence and being confident in what you bring to the table.

Are there any career highlights you’re proud of thus far? And what projects are you currently working on at Aqua Air Africa?

The biggest highlight for me to date is building Africa’s first atmospheric water generation technology plant in Pretoria. The plant has the capacity to produce 10 000 litres of water per day from air. I am currently working on a few exciting new projects beyond Aqua Air which will be revealed later in the year.

What is your vision for Aqua Air Africa (Pty) Ltd. going forward? What good would you like to come from it?

My vision for Aqua Air is for its bottled water range to be available at every retail outlet in South Africa and its neighbouring countries. I cannot wait to see it become a household brand, even beyond my tenure as its CEO. Through its growth, Aqua Air will create more jobs, prioritising the recruitment and procurement from the previously marginalised. The growth of Aqua Air represents the growth of many in the communities that Aqua Air sets up atmospheric water generation plants.

Please could you tell us a bit about your background – what led you down this career path?

My career path has been non-linear. I have worked in various industries including heavy duty vehicle manufacturing. My background is in strategy, brand, and marketing. I was headhunted from my previous employment and was awarded the opportunity to build this amazing company and brand from the ground-up. As a person who appreciates challenges, I knew that this was the perfect opportunity for me, and I will forever be grateful to Moipone Group Investments (Pty) Ltd.

who was seeking opportunities in the water technology sector.

Know your industry inside out – do the research.

Do not be afraid to ask questions.

Hire people who are brilliant at what they do.

Outside of work, are you involved in any extracurricular activities and/or community outreach projects?

I mentor young women and belong to a dynamic squash team (we play every Saturday morning).

What is your ‘why?’ (Why are you passionate about the work you do?)

My Why: Representation matters. Through my continuously and ever-evolving journey, I want young black women to know that they belong in every boardroom and industry.

Do you have any tips for working as a female industrialist in SA? Believe in yourself; there are many people in the room who doubt your capabilities – do not be one of them.

Have you read any books or listened to any podcasts that have inspired you and your career thus far?

My Top 3 Books would have to be Shoe Dog by Phil Knight, Women, Work & the Art of Savoir Faire by Mireille Guiliano, and Lift As You Rise by Bonang Mohale. In terms of podcasts, I enjoy “The Tim Ferris Show”, “The Tony Robbins Podcast”, and listening to “Freakonomics Radio”.

In the words of Bonang Mohale’s book title, Lift as you rise”. It is important to have a clear vision and agenda for your career. Mine was to take every young woman with me,

How did you reach your level of success, given the continent’s gender gap, especially among leadership?

My career trajectory is a result of women and

Who or what inspires you on a daily basis?

My mother and my grandmother are my biggest inspiration. Their resilience and ability to rise above their circumstances fuels me daily. I have a huge sense of responsibility to do and be better for women before me and the generation that will come after me.

What advice do you have for young women in South Africa who aspire to work in your industry? How can they differentiate themselves?

My advice for women would be to be invested in continuously developing themselves and upskilling themselves and sharpening their soft skills which are essential in rising to the top. I would say to them to be agile and open minded.

Opportunities do not always present themselves on a silver platter and can be dressed up in projects that one can deem as “it’s not part of my job description”. Mentors are also important, so shoot your shot and contact them.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 177

E D ITO R IAL

H OW VI RTUAL WORK IS B R INGING BACK T HE CR EAT IVE SPAR K

By Tara Turkington, Founder of Flow Communications

PERSEVERANCE IS KEY Starting a business is like taking the first step on a long hike that will have many peaks and valleys. Running a successful business is all about the route, the experience, getting lost and refinding your way, forging new paths, interacting with the people you encounter on your journey, and persevering through all the ups and the downs.

Statistically, most businesses fail within the first two years, so it’s only the fittest, most tenacious and most resourceful that will survive.

LEARN FROM THE BEST Here are 10 tips from leading South African women entrepreneurs to help you along your journey.

1. Know your “why”. If you know what value you are wanting to add to the world through your offering, you always have your guiding direction. – Kim Potgieter, Chartered Wealth Solutions Rather than worrying about finding a particular niche or a “new” idea (it’s been said there is no such thing), rather know what problem you want to solve with your business.

Do you want to help people, as Kim Potgieter does, with planning for a

successful retirement? Do you want people to enjoy a healthier yet delicious way of eating chicken as Robbie Brozin and Fernando Duarte did when they founded Nando’s? It doesn’t have to be something huge and unique – it can be as simple as helping people to communicate better with one another or offering quality products or services in a particular field.

2. People will view you as you portray yourself. If you project confidence and passion, people will believe in you and your business.

– Vimala Ariyan, Southern African Institute of Learning As an entrepreneur, you need to believe in yourself and your ability to succeed.

There are plenty of times you will doubt yourself, which is fine (it’s also important to remain humble and never be arrogant), but deep down, you need to believe you can.

It’s usually best to ooze confidence towards potential customers, suppliers and employees. If you ever don’t feel confident in front of these people, quite frankly, you need to fake it.

3. Listen to advice given and take action where you feel it will benefit your business; you don’t have to take action on all advice given. – Peta-Lynn Pope, PwC

178 STANDARD BANK TO P W O M EN LEADERS

You’ll get loads of advice as an entrepreneur. Use what’s useful and lose the rest. No situation and no business are the same. When in doubt, listen to your gut. As the saying goes, “if the plan doesn’t work, change the plan, but not the ultimate goal”.

4. Taking one step forward and three steps back is not necessarily a bad thing. Taking three steps back allows you to reassess, realign, refocus and regain your balance to restart with renewed power and purpose. – Zaida Enver, Pure Grit If starting and building a successful business was easy, a lot more people would do it. You are going to go backwards and get lost, and that’s okay.

Always remember, you’re in it for the long haul.

5. Find your tribe – it makes the very complex entrepreneurship journey easier to navigate. – Ayanda Mzondeki, Liyema Consulting Build a small circle of trust of advisors whose opinion you value. If possible, do this with other entrepreneurs, who will understand your journey.

6. Network, network and network.

Linked to finding your tribe – put yourself out there to meet different people to expand your network,

10 L E SSO NS FO R ASPIR ING WO M E N

expand your insights, see what others are doing and understand business trends. Make sure you meet other business owners and join business associations.

tell. Those who haven’t failed, haven’t tried much. Failure and tough times will teach you far more about yourself and your business than the times when you’re flying along.

Organisations like WEConnect South Africa (for women-owned businesses of all sizes, including start-ups) and the Women Presidents’ Organization (for businesses with over $1-million in annual revenue) should be on top of your list. – Jean Chawapiwa, Win Win Solutions 4 Africa, and head of WEConnect South Africa

8. Do not rush through laying the foundations of your business and attend to cracks before they grow. – Helen Williams, CleanAll Services

Networking gives you support and affirmation (managing a business is a lonely walk), and helps to scaffold you by learning through the mistakes and experiences of others.

Most problems in business, whatever your industry, are similar. They revolve around cash flow, sales, staff, and growing revenue and profitability. You might not be experiencing a particular problem, but understanding the issue from someone else’s perspective will help to prepare you for if or when you do.

7. Don’t be afraid to fail, remember that we all do at times. The success comes in recognising it and “failing fast”. – Judy Sunasky, Prime Cleaning Ask any successful entrepreneur about their failures, and they’ll have stories to

It’s often said about parenting, “Small children, small problems. Big children, big problems.” Businesses are much the same. Problems don’t necessarily go away with growth. Don’t be afraid to confront conflict and do what’s right for the business.

E D I TO R I A L

underestimate things like preparation, taking advantage of timing and opportunities and, of course, backing yourself, even in situations you’ve never explored before. If you’re uncomfortable, you’re learning. – Genevieve Allen, Sherpa Kids South Africa One of the great things about starting and growing a business is that you’ll never be bored. It will challenge you every step of the way. Enjoy the journey, allow yourself to enjoy the sights along the way and, hopefully in the future, you’ll be able to look back and marvel at just how far you’ve come.

9. Build a roadmap to success – know your purpose, have a vision and be disciplined enough to follow through. – Christi Maherry, LAWTrust, V3 Foundation Your business efforts need to be intentional. Life is short; make sure you live it wisely by having an idea of where you want to go on your business journey.

That includes the way you’d like it to end.

10. Entrepreneurship is like space exploration. Small steps are big leaps.

Too often, people chase the single silver bullet (the one, great, gamechanging idea …), but the reality is, it is much more activity focused. Don’t

S TA N D A R D B A N K TO P WO M EN L EAD ER S 179

E D ITO R IAL

M AI N TAI NI N G B RAND AUT HENT ICIT Y IN A RAPIDLY CH ANG ING WO R L D

000 STANDARD BANK TO P W O M EN LEADERS 180

MAINTAINING B R AND AU T H E NT IC IT Y IN A R APIDLY C H ANG ING WO RL D

The most important lesson I have learned while navigating a 51-year-old brand through a rapidly shifting world, and more recently through a pandemic, is the importance of flexibility. Brands across sectors and industries have to undergo constant reforms and innovations to ensure they remain relevant in the minds of consumers and in line with their needs – which are evolving at an unprecedented pace.

Flexibility is required

The COVID-19 pandemic is the most obvious example of a recent event that required brands to become more flexible, more quickly, than ever before. Communications and marketing strategies – some of which were planned more than a year in advance – had to be completely overhauled in a matter of days. Advertising and communications campaigns needed to shift from promotional content to more conscious content around responses to the pandemic and other corporate social investment initiatives. We also needed to shift our capabilities from an operations point of view. The level-5 lockdown experienced last year meant we had to up our e-commerce capabilities and adapt to the customer’s needs – which had changed drastically, literally overnight.

Look after your people

In doing all of this, still – the most important thing to do as a leader is look after your people and your partners.

People’s workloads were under pressure due to the shifts needed and they were balancing home, work and family life all at once. Everyone’s situation is different and being mindful of that as the leader was very key.

Prioritise essential goods and services

Merchandise strategies had to be overhauled to focus on essential items, and general merchandise sales

E D I TO R I A L

reduced for the greater part of 2020 due to restrictions and careful consumer purchase planning. While e-commerce was important, supply chains were still being negatively impacted, which resulted in the introduction of alternative delivery options, such as Game’s partnership with UberEats in Kenya and South Africa. A new channel was added to our customer touchpoints in the form of a Whatsapp chatbot, which allowed customers to reach us quickly with queries and questions regarding our stores, stock and orders.

who depend largely on foot traffic into physical locations. For our Winter Blues campaign in 2020, for example, Game launched a digital music festival – that supported local musical talent while bringing entertainment to consumers who were stuck at home and using their social channels more than ever before. While this may have seemed like a strange idea for a retailer, it was well received by our audience on social media, and allowed us to remain relevant in the minds of our consumers.

While this has certainly been a major seismic event for the retail industry at large, it has not necessarily changed our science – responding to evolving customer needs and maintaining their trust in our brand. I believe this to be true for many other industries and sectors, as they look to recover. The truth is people don’t change; only environments do.

In 2021, the landscape continued to shift, and we saw many retailers returning to advertising via print mediums. A Game survey carried out in March 2021 found that more consumers are using leaflets to compare prices than Google search.

Having a social media presence isa must

The continued rise of social media has given the customer a place to instantly voice their opinions about their personal experiences with businesses and brands – and brands have a responsibility to ensure they are listening. This fundamentally changed the customer experience, and the way marketing campaigns are designed and received.

The use of these platforms underwent a significant shift in 2020. We saw a decline in print media advertising and the significance of outdoor advertising quickly diminished as consumers remained at home – however, this will recover and in print, outdoor will follow.

This meant that brands had to respond with further investment into their presence on digital and broadcast platforms, and work harder on delivering on their value propositions, or risk losing customer loyalty and market share. This presented a creative challenge to brands

Understand what consumers want

In line with this, investments into customer relationship management data collection became indispensable in enabling brands to customise their offering more effectively. For retail specifically, the pandemic had a massive effect on the customer’s budget. The March survey found that over half of respondents were bargain hunting more than they did in previous years, with 75% saying they wanted to save wherever they could – no matter the discount.

One of the more surprising findings was that groceries became a more popular category than appliances for consumers redeeming Game’s Price Beat Promise – through which we commit to beating any price in the market on all items we stock.

After seeing our consumers through seven recessions, the COVID-19 pandemic and even being affected by recent looting and unrest across the country, I can confidently say that remaining flexible is what will see a brand through any crisis. Remaining true to our founding values and keeping the customer at the heart of all we do has kept our brand alive for over 50 years.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 181

E D ITO R IAL

TH E RI S E O F THE PA SSION ECONOMY

By Thobeka Gigaba, Youth Blogger for The Pertinent Influence

182 STANDARD BANK TO P W O M EN LEADERS

T H E R ISE O F T H E PASSIO N E C ON O M Y

E D I TO R I A L

The Passion Economy has created space for interactions that are based on sincere, shared passions and interests. It has found a home on South African soil and is allowing various communities to resonate with its concept through the power of connectivity. But what does it mean for an African society such as ours to rely on the Passion Economy, why is it stirring conversation from a local and global perspective but most importantly why does it depend on the power and radicalism of the female voice?

The Passion Economy as told by the world Social media has paved a path for options like self-employment for millions of people around the world.

Internet-empowered entrepreneurship for example has boasted success for the likes of our very own South African local Mihlali Ndamase, a 24-year-old influential creative who was recently listed as one of the Forbes 30 under 30 Magazine Class of 2021 in the space of digital creation.The Passion Economy is a concept that allows or enables people to create space for interactions that are purely based on shared interests and passions which emphasise the individuality of people in all walks of life. Monetizing individuality has become a new and dynamic tool that has created an evident shift in how virtual services and products are opening doors to new forms of work and employment opportunities.

The ability to establish and make a living off creative skills as seen by the participation of Millennials and Generation Z expands their economic value globally and additionally their streams of income in marketplaces which emphasise individuality and creative uniqueness.

The Passion Economy as told

by Africa The Passion Economy has considerably grown in Africa whilst the phenomena is starting to become a well established concept

in other parts of the world. Young Africans, especially female youth, are establishing themselves in all fields such as fashion, arts and crafts, politics, the cosmetic industry and even gaming! However, this does not mean Africa is not faced with particular and unique challenges when it comes to having a foot in the ‘’Passion Economy’’ door. Challenges such as the lack of tools which prohibit African creatives from either interacting with their fans or receiving compensation for their creative arts remains a concern. Furthermore, lack of Wi-fi and data connectivity hinder potentially talented creatives from sharing their skills to the world with the possibility of being discovered and making income. Platforms like Afrikea however,were solely established to allow African creatives to sell their fashion or beauty designs with the help of gaining visibility for their respective businesses.

The Passion Economy as told by women The term “Passion Economy” was coined by author, Adam Davidson who argued that passion and profit are powerful elements that are synonymous to building a legacyfocused business. Women around the globe are tearing down stereotypes, breaking glass ceilings and generating impact using and creating their business influence throughout the digital spheres. Several studies have carefully revealed that women

are known to outnumber men when it comes to time spent on social media and digital platforms, making them more adaptable to technology.

Brands and advertising companies are increasingly setting their targets on women because of the fact that women influence modern trends and disseminate their messages rapidly.

Digitisation has also opened up new frontiers for female youth activism across all streams to be given the recognition it deserves.Take for instance, popular South African movements such as #AmINext which aimed to raise plights of GenderBased Violence related crimes in the country. The movement has illustrated how young South African women have propelled local injustices to the global forefront and have ultimately become the faces of feminent voices heading the digital revolution using the potency of passion economy in Africa and beyond.

The power of women is in their stories.

They are not theories, they are real lives that, thanks to social media networks, we are able to share and exchange.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 183

E D ITO R IAL

S W I TC H UP OR SKIL L UP?

By Estelle Nagel, Brand Marketing Manager, Gumtree

There are many reasons why you may be needing to switch up your career path, depending on where you are in your life. For some, it’s the need for a new challenge; for others perhaps a desire for a better work environment.

No matter the reason, this is the time to take stock of what you have to offer to recruiters and hiring managers, and where you can prove your added value to any organisation.

In 2021, the key to shifting careers was often found in transferable skills – and knowing which are best to highlight.

In general, transferable skills are abilities you have gained during your educational or work history that can be applied to new scenarios or even different induastries. A good example would be interpersonal skills: once you have mastered the art of working within a team and a group dynamic, you can take this with you anywhere you go – it will always be an aid to you in the workplace.

Though your particular transferable skills will likely differ from those of others, there are several important capabilities that are highly valued by those looking for new employees:

TIME MANAGEMENT: Time is money in almost any business, so mastering your time management will help you stand out from the pack. The ability to meet deadlines, for example, makes you a more attractive candidate, as would the ability to prioritise important tasks. As an added bonus, having excellent time management demonstrates to a future employer your commitment in getting things done within the time allowed.

IT LITERACY: The modern world runs on computers and data, and being able to grasp IT concepts will make it easier for you to integrate into a new company with different systems. You don’t need to master every piece of software in order to have the correct mindset in approaching unfamiliar environments, and a basic understanding provides a base of knowledge to work from (and hopefully expand).

CREATIVITY: Creativity isn’t just the domain of artists and musicians – you don’t need to create a work of art in order to think in a

184 STANDARD BANK TO P W O M EN LEADERS

different way. Don’t be afraid of showing this side of yourself – harnessing this way of thinking and applying it to your work tasks can result in increased efficiency, productivity and quality of work, so this isn’t something you should play down when presenting yourself to potential employers.

PROBLEM-SOLVING: No workplace or career is problemfree, so your ability to find and apply solutions will give you an instant edge.

We sometimes assume that the problemsolving process is just about finding the right answer, but in reality each step hones your ability to think things through clearly and in a logical way, and correctly evaluate the information you have available to you.

As a final thought, it is vital to remember that with any transferable skill, you need to be able to demonstrate your abilities by giving examples in your work history.

For this, a good place to start would be looking at some of your greatest work accomplishments to date, and extrapolating the expertise you have gained as a result.

L E VE L - U P YO U R SO C IAL ME DIA MAR K E T ING GA M E

E D I TO R I A L

By Charndré Emma Kippie Businesses will need to up their social media game in 2022 in order to scale and be more innovative.

Society has been accelerated by new technologies, while consumers have become more present and engrossed in the current state of the world and finding immediate solutions. One could say we are in the “Age of the Consumer” – it’s time to zoom in on their real pain points and needs.

The key to boosting your business’s social media strategy is creating quality content that is informative and valuable, but most importantly RELATABLE ie. palatable for consumers’ new tastes and preferences.

HERE ARE 5 TIPS TO HELP YOU UPGRADE YOUR 2022 SOCIAL MEDIA MARKETING STRATEGY: Upgrade your social advertising game Did you know that Google is working towards getting rid of third party cookies by 2023? Third party cookie tracking is traditionally used by advertisers, marketers, and social media platforms – all website behaviour is tracked and monitored. This is huge in terms of ad tracking. Marketers will need to start adjusting their plans around this new development, collecting data on users (consumers) through User-generated content (UGC), more targeted social media, search engine targeting campaigns and, of course, email marketing.

Be ready for increased social selling demands

Inform your HR team: social media hires must take priority

It’s not news that social media platforms like Facebook and Instagram have been utilised as online spaces for shopping to take place – simplifying the online shopping experience. With just a tap on a story you can purchase directly from any e-commerce site. Going into 2022 and beyond, we will see a surge in native advertising on these social media platforms, making selling to consumers easier. Social media users will be able to shop anytime, anywhere, from their mobile devices. It’s all about making the lives of your customers easier and moving with the times.

Since social media will clearly be booming, businesses will need to boost their teams as much as possible so that they include digitally savvy members who are able to keep up with social media platform trends and keep tabs on social analytics. These team members will create brand awareness AND new revenue streams. A social media community manager could be just what you need to foster stronger relationships and engagement for your brand online.

Expand and reach out to new audiences As a result of Covid-19, consumer behaviour changed drastically, and many were directed to online shopping which was an entirely new experience for them. This online-first approach will be explored even more in 2022. As a result of this, businesses will need to forge stronger relationships with their customers online in order to boost engagement and product interest.

Investing in your online customer service strategy will go a long way in attracting new, curious online users and ensuring customer loyalty. This requires a well-maintained online presence and investment in quality creative assets.

TikTok is where you’ll find more customers At the end of September 2021, TikTok revealed that more than 1 billion people use the app every month. This indicated that there is a 45% increase in monthly active users since July 2020. That is massive growth! It’s no wonder more and more businesses are incorporating the platform into their social media marketing strategies.

TikTok leverages on the short social media attention span users exhibit, allowing all content to take the form of short, informative snippets that get the message across. Users (consumers) want bite-sized informational content that doesn’t seem like a chore to pay attention to. The goal is simple: put together powerful, short-form content and get it trending on TikTok.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 185

THE POWER OF

storytelling MANDELA 100 ICON, MO MATLI, TALKS IMPACTFUL VIDEO MARKETING

By Charndré Emma Kippie Mo Matli, a filmmaker from Bloemfontein, in the Free State, is known for her incredible visual sensibilities displayed in her photography, films and storytelling styles.

Her subject matter tackles social class, gender equality and sexual orientation through her unflinching gaze on the human condition. The 27-year old woman creative has previously obtained a Diploma in Photography, with the Central University of Technology, a Certificate in Advertising with Umuzi Academy, and has received on-thejob training as a Junior Director, with Fort Film Production Company. A strong believer in crafting work that connects people across barriers, Mo Matl is an adept filmmaker that breaks stereotypes. Drawing inspiration from people’s struggles and their resilient spirit, she is an activist and an advocate for the LGBTQIA+ community. A stranger to no accolades, she is a Mandela 100 icon amongst other recognitions and has had her work showcased in festivals across the world.

Just last year, Mo partnered up with Filmer. tv, to bring a heartwarming Mother’s Day project to life. Working closely with the KFC and Filmer.tv team, her team (called the Senses) won the coveted KFC pitch, and Mo’s ultimate goal was to alter people’s perspective on traditional ‘mother figures’ through her video production and storytelling efforts. Thus far, she has received much praise regarding the Mother’s Day Ad, and this particular milestone has served as creative fuel for all her upcoming projects.

Please tell us a bit about your Mother’s Day collaboration with KFC and Filmer.tv.

It was an honour bringing it to life. Filmer. tv posted a brief on their amazing platform and it was a KFC brief that needed a

186 STANDARD BANK TO P W O M EN LEADERS

MO M ATL I

filmmaker or production company, to create a heartwarming and emotive film that celebrates all mother figures in SA, in a ‘feel-good’ and uplifting tone. My creative partners and I jumped at the opportunity, already feeling like it was our type of story to tell. We call ourselves Senses, and we are a collective of storytellers each with a keen interest in telling authentic South African stories that are real and relatable.

Our idea was to tell a beautiful story showcasing a special relationship with a mother figure, and this is how the concept “To the ones that choose us” came about.

We wanted to explore loving motherly relationships that are formed with mothers that are not biologically our parents. The office mamzo, the ma Oledi who sells at the street corner, that high school teacher that always reminded us of our potential, our best friend’s mothers, etc.

This concept sought to bring out those special moments in which these mother figures have taken care of us and we wanted to show our appreciation of all of them, by following our protagonist who has these mother figures in his life that he engages with daily.

with putting our work out there, branded or not, so that industry peeps and everyday people engage with it. This way, we are top of mind when the industry reveals new opportunities that we may contribute towards.

What excites you the most about the work that you do?

The ability to have someone appreciate or be appreciated for who they are and where they come from, through storytelling, is something truly special and exciting for me. I am always in awe of our power as storytellers.

What life mantra/inspirational quote do you live by?

“We honour the dream by doing the work.”

What is your vision when it comes to video work? How do you hope to make a difference?

Do you find that your field is diversified and inclusive of women video producers?

I feel that most industries were traditionally dominated by males, but there has been a shift in that, for me, I have found the industry to be inclusive to more women creators if they are truly trying to showcase a unique voice in the work they create. I also believe as women video creators we can almost try to meet the industry halfway by being okay

Aesthetics by Michael Rabiger Film Courage (YouTube Channel) Believe you can – The Power of a Positive Attitude by John Mason

What have been some of your proudest career accomplishments thus far?

I am proud of the latest KFC Mother’s Day Ad we created – My mother said it gives her goosebumps. I am also proud to have won the Trace TV filmmaking competition in 2020, and honoured to have been named one of the 100 Mandela’s of the future, back in 2018. I am also proud of how I have nurtured my storytelling abilities.

Outside of work, are you involved in any extracurricular activities and/or community outreach projects?

I have been lucky to be a part of and do work for organisations that aim to truly uplift disadvantaged communities. When I am in these spaces, I try to do more than just be the person filming, but also teach the people who are interested in what I do a thing or two, who have helped me since I started. I am also heavy into fitness, and one of the things I aim to do with it is show people that it is not exclusive to a certain type of person, but it is all about effort and effort can feel and look different on different days.

What tips do you have for aspiring storytellers?

When I think about my true purpose in life, or the fact that I have already found it, my visual storytelling is always at the heart of it because I believe I am a missionary brought here to heal and teach people through my work.

I believe the lens of a camera can restore what has been lost. What we once had but was taken from us by circumstance and life. It can restore our humanity, our history and the stories we have been taught are not worth telling about ourselves. To simply exist is to protest and I want to capture every moment of it. My work aims to deconstruct barriers that exist between us as a people, by focusing on ordinary people trying to tell their stories and change physical, social, and economic insecurities, one visual at a time.

• •

I N T E RV I E W

• • • What 3 tips do you have when it comes to creating impactful video content for consumers?

• • •

Your storytelling must be an authentic reflection of the people it is representing and/or serving.

It must make YOU feel something first, as the video creator, before anyone else.

The story can have different target audiences, however, the understanding of its message should not only be exclusive to the people it’s intended for.

• •

Don’t be too cool to take advice, criticism, or ask for help.

Strive for the right decisions to open the right doors for you.

Remember everyone who has been with you through your journey; friends become dope collaborators, mentors, and potential business partners.

Be genuine, be kind, and always be willing to help where you can.

Don’t be afraid of grinding and doing the hard work.

Have you discovered any resources that have inspired you?

• •

The 30-Second Storyteller by Thomas Richter Directing: Film Techniques and

S TA N D A R D B A N K TO P WO M EN L EAD ER S 187

By Kelly Fisher, co-host of The Brown Girl’s Guide podcast

By Kelly Fisher, co-host of The Brown Girl’s Guide podcast

Staying inspired and developing a mindset that keeps you inspired has never been an easy task. Now, add in the pressure of the last year – the added stress that comes with dealing with a pandemic, working from home while also home schooling and having the children around a lot more during work hours, and the pressure of finances with companies struggling under the economic effects of a pandemic. It’s a recipe that will topple even the strongest of minds. Kelly Fisher shares her thoughts on how to build a mindset that will keep you inspired no matter what.

188 STANDARD BANK TO P W O M EN LEADERS

C H ANG E YO U R MIND, C H ANG E YO U R L I F E !

Keep learning

Keep feeding your brain information that brings you joy and elevates you in your career or your hobbies. The more you learn and the more you know, the more inspired you will be in your career or the more inspired you will feel to push through with whatever your hobby may be. You don’t even have to pick up a book to do this. YouTube is a treasure trove of information, tutorials and motivational speeches. Just sit down, search for what you are keen on learning more about and sit back and watch.

Change your last thing before bed and your first thing in the morning Here’s a question: How many of us scroll on our phones until late into the night and then again first thing in the morning? Filling our minds with other people’s lives, gloomy news and social media just before bed and first thing in the morning is not a good way to start or end the day.

Change this up. Set a time for when you put your phone away at night and read a book instead, and when

you wake up the next morning, give yourself 30 minutes to have a cup of coffee, write a list of things you want to get done or set your intentions for the day. You will be surprised at how just these small changes will make a huge difference to your inspiration.

Make a list of things that inspire you

Choose a few things that you always feel inspired by – perhaps it’s someone’s inspiring story or perhaps it’s a series of quotes that you enjoy reading to keep you motivated. Now write these down or keep them close at hand so that you can refer back to them often. Take some time perhaps once a week to re-read the story or the quotes to keep your mind and heart motivated.

Follow social media accounts that add to your life

Social media can be an exceptionally demotivating place to spend your time. You might see people supposedly living a better life than you, buying nice things, eating out at great places and it could cause you to feel resentful. Make an

E D I TO R I A L

effort to unfollow and unfriend any accounts and people that only cause you anxiety and stir up negative feelings. Then, go find accounts that feed your soul – find accounts that share inspiring stories or quotes, follow people who do good in the world, follow educational accounts that allow you to learn as you scroll through.

Take a break

Even the most motivated of people need a break every now and then.

If you have been working hard and not giving yourself enough space to rest and relax, you will soon find yourself feeling stressed and unmotivated. You need to make an effort to make time for yourself. And I don’t mean take some time off and then clean the house or take the family on a holiday (all perfectly fine things to do). I mean take a day to spend some time doing things that you – and you alone – love and enjoy. Perhaps it’s a walk in the park or on the beach, or perhaps it’s spending the day in bed reading. It is important to do things that you love as often as possible in order to keep your mind feeling inspired and motivated.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 189

By Charndré Emma Kippie

As women in the 21st century, we often get consumed by multitasking. We attempt to tick all the boxes and do it all in one day. This is especially true for the women running their own businesses.

Women in today’s day and age wear a plethora of other hats; mother, wife, sister, friend, student – the list goes on and on.

Despite establishing a successful business, there are days when maintaining momentum can be tough. Sometimes the ‘hustle and bustle’ of powering on can become overwhelming and one tends to lose focus of one’s purpose and bottom line. This is why so many of us battle to find the inspiration needed to keep the engine running.

In times like these it’s important to surround yourself with as much positivity and stimulation as possible. Socialise with other successful women in your community, or simply open up an inspiring business book to get your

energy up and your creative juices flowing. You’d be surprised by how much you can learn from reading about other people’s experiences.

You may even be re-energised and motivated by their discoveries and successes.

In an effort to assist you with finding your groove again, here are top 5 empowering books for women entrepreneurs. Whether you’re an aspiring entrepreneur or already have an established business model, these reads will undoubtedly spark a ‘eureka’ moment.

Make The First Move by Whitney Wolfe Herd CEO of Bumble, Whitney Wolfe Herd, is popularly known for launching the ‘feminist dating app’ which puts women in the driver’s seat of online dating. Adopting this approach for her debut book, she shares some nifty secrets of her trade, advising women on how to become more purpose-

190 STANDARD BANK TO P W O M EN LEADERS

driven and assertive in all areas of life. In this book, she discusses assertive behaviour at work, tips for discovering your ambitions and potential, and intentionally surrounding yourself with a network of supportive women. This read is definitely a 21st century manifesto for being proactive and present in all avenues of life.

Dear Female Founder: 66 Letters of Advice from Women Entrepreneurs Who Have Made $1 Billion in Revenue by Lu Li As inspiring as this read can be, it is just as honest and relatable, with personal stories from a business fundi. This insightful book, written by Lu Li, CEO of Blooming Founders – a business incubation platform designed for early stage female entrepreneurs and diverse teams – is a striking combination of motivation, wisdom and tons of actionable insights; learn about successful expansions and what investors are really looking for. If you’re an

5 INSPIR AT IO NAL B O O K S E VE RY B O SS BAB E SH O U LD RE A D

emerging woman entrepreneur or intrapreneur working at a larger organisation, the amazing advice contained in this ‘business Bible’ will stand you in good stead.

Little Black Book by Otegha Uwagba As the title suggests, this modern mini guide book serves as a toolkit for working women who need an extra ounce of edge.

An entrepreneurial how-to guide, this pocket sized read is convenient and uplifting for the young creative woman in need of a heads up. Little Black Book includes novel ideas and takes a no-nonsense, practical approach to being a business woman on top of your game. From managing your financial affairs, the art of networking and keeping your mind and body on track, Uwagba has truly thought of it all, providing a go-to resource that will empower young women to pursue and develop the career and business they want.

is conveniently broken down into manageable chapters which are meant to inspire and motivate readers. If you’re looking to level the playing field, and improve your confidence, influence, and effectiveness, then this book is for you.

Girl, Stop Apologizing – A Shame-Free Plan for Embracing and Achieving Your Goals by Rachel Hollis American author, motivational speaker and blogger, Rachel Hollis, has put together a foolproof plan for business women to reach their greatest potential.

This read is a helpful guide for

E D I TO R I A L

assisting women of all ages with getting rid of the negative internal self-talk and limiting beliefs they’ve internalised based on societal standards.

The book clearly illustrates how women can stop defining themselves in terms of how others may see them. Hollis includes helpful advice for women on how we can modify the way we process thoughts and redress negative thoughts and behaviours in order to foster growth and self-esteem.

The idea is that once we conquer our minds, and speak positivity into our lives, we will be better equipped to achieve our goals.

Leap Frog: The New Revolution for Women Entrepreneurs by Nathalie Molina Niño and Sara Grace This unapologetic read is for women entrepreneurs and anyone who doesn’t believe in conforming to the ‘norm’. Providing fifty proven hacks to leapfrog over obstacles and succeed in business, this book is witty and captivating, exposing loopholes and shortcuts for demolishing hurdles in the way of you achieving your goals. This book teaches women how to get ahead in systems and environments that are not necessarily designed for women to succeed. With grit and determination, this is a read that S TA N D A R D B A N K TO P WO M EN L EAD ER S 191

PRO F I L E

NOTE F ULL E NGINEERING

Notefull Engineering’s secret weapon is consistently providing clients with quality excellence that inspires confidence. Since 2017 Notefull has grown to meet the needs and everchanging demands of the mechanical engineering industry.

WHY CHOOSE NOTEFULL ENGINEERING Notefull’s purpose is to ensure clients always feel reassured and confident in that they are working with the best. With quality that’s backed by experience and certified with international standards and certification, Notefull doesn’t compromise when it comes to providing you with quality.

Notefull is proud to be a leader in the metal industry, specialising in: • • • • • • •

Steel Fabrication Refurbishment & Repair Sandblasting & Painting Welding Boilermaking Rigging Plate Bending/Rolling Engineering Design Cnc Machining Laser Cutting

Notefull Engineering aims to consistently provide excellent customer service by developing employees and ensuring a sustainable supply chain.

Their vision is to be a world class

manufacturer of quality products and services in the mechanical engineering industry.

VALUES Innovation – they think outside • the box - they live to solve the complex problems others can’t and continually challenge what is considered possible •

•

•

•

Integrity – they do the right thing at all times – they act with honesty at all times- they’re accountable and have a ‘no surprise’ culture

Teamwork – they accomplish everything together – they work smart as well as hard, towards their vision, and they do it as one team Excellence – Anywhere, Anytime, Any Task – Delivering above and beyond the expectations of their customers and stakeholders is their way

Zero Harm – they have each other’s backs – they look out for their colleagues, and the environment.

This means they strive for zero injuries and zero damage to the environment as well as their assets

QUALITY OBJECTIVES • Total customer satisfaction by providing a high level of quality on their products and services at competitive costs Continual upgradation of •

192 STANDARD BANK TO P W O M EN LEADERS

•

•

• •

technology to enhance product life and reliability through systemised manufacturing and installation processes Product quality enhancement through quality raw materials by strict adherence to client specifications Continuous in-house and external training of all employees to upgrade their knowledge and improve their skills Provide facilities and a work environment that is safe, healthy and clean Generation and dissemination of knowledge to generate and sustain efforts for conservation, development and efficient management of resources throughout the organisation

ADDRESS: 09 Ceramic Curve Alton North, Richards Bay 3900, KZN, South Africa TEL: +27 (0) 35 761 1015 EMAIL: reception@notefullkzn.co.za WEBSITE: www.notefullkzn.co.za

NOT E FU L L E N GI N E E RI N G

I N T E RV I E W

NOTE FUL L E NG INEER I N G I N T E RV I E W W I T H F O U N D E R A N D M AN AG I N G D I R E C TO R , NOKUTHULA MPUNZANA

SOCIAL RESPONSIBILITY INITIATIVES: • Keep a Girl in School Initiative • We adopted 10 female soccer players from University of Pretoria HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Through our recruitment and development policies we drive women empowerment and development within our organisation and sector. We have an employee compensation system that is fair, equitable and transparent.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Being that we are a woman-owned business, we know firsthand the capability and strength of women.

Women especially in the engineering sector have shown an ability to fully commit themselves to whatever role they are given they learn, and they work hard which has proven to be a great value add for us, because things get done!

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? We are 100% woman-owned (BEE Level 1). We have a female COO and females occupying positions in each

level of top, senior and middle management. Our policies ensure that, where we can, we strive to put women first in recruitment opportunities, promotion as well as development. We have also found that in doing this in terms of our staff turnover, we have a higher staff turnover of males than females so recruiting more women in the business bodes well for our business continuity and stability.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The current trends in industry involve Data exchange, Automation in manufacturing technologies along with its processes which include AI (artificial intelligence, Internet of Things, Cloud Computing, Industrial Internet of Things and Cloud computing).

Digital design tools and automated manufacturing will continue to develop as AI advances with future trends.

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

We are currently doing R&D (Research and Development) and forming close relationships with German companies to supply state-of-the-art CNC Machining and Hydrogen fuel cells.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? We’re utilising digital marketing,

content marketing and eWOM (Electronic Word of Mouth) to promote our service offerings, highlight why we are the ideal go to for our client segments and position ourselves as an industry leader when it comes to mechanical engineering HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Through the continuous improvement (KAIZEN) of our policies, procedures and practices, putting learning and development at the forefront so that our business is sustainable and adaptable to changing needs and the competitive environment in which we are in.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Mbali Ntuli, she is a young bright leader who encompasses the grit and the intelligence to lead and succeed, which is what the country needs. She is a servant leader and displays authentic future-driven leadership.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

•

Build your network

•

Exceed your customer

•

•

•

Engage with a business coach expectations

Let your addiction for growth be stronger than your addiction for comfort

Work hard and make it happen

S TA N D A R D B A N K TO P WO M EN L EAD ER S 193

LIFE HA P P E NS F OR U S, NOT T O U S MEET LIQUI MOLY SOUTH AFRICA MD, MELICIA LABUSCH AGNE

“I believe life happens for us, not to us,” she says as she tells the inspirational story of what led her to this point.

says Melicia Labuschagne, the Managing Director of Liqui Moly South Africa. Melicia undoubtedly works hard on herself: She’s up at 3:15am every morning, taking being the early bird to new heights, just as she has the subsidiary of the German oils, lubricants and additives company.

L IFE HA P P E N S F OR U S For many people, being diagnosed with Crohn’s disease would be demoralising, but not Melicia, who has an unbridled passion for life and optimism that can only be developed by someone who knows how to turn a challenge into an opportunity.

“While searching for solutions to improve my health I was introduced to Herbalife. From there my life took off and I started my journey to understanding how to look after my health and improve as a person with personal development “With Herbalife I started training all around the world, building an organisation, helping people who also had health issues.”

Unbeknownst to her, Liqui Moly recruiters were at a convention in Sandton where they were looking for someone to run Liqui Moly South Africa.

The steely determination she had built up over the years was perfect for the

194 STANDARD BANK TO P W O M EN LEADERS

L I Q U I M O LY

challenges she would face, starting with opening a business in 2008, the beginning of the global recession and now Liqui Moly SA has been trading for 14 years.

And just over a decade later, with a global pandemic that threatened the existence of many businesses, that understanding of the importance of seeing how you can turn a challenge into an opportunity served Melicia well.

“I think that was a big advantage for us because I believe that if you learn to swim in tough waters, it just makes any other obstacle, even COVID, so much easier to deal with because you’re used to it.”

As tough as those first few years were, Melicia, who meditates and keeps a gratitude journal, always has the bigger picture and the end goal in mind. She lives with purpose, exercising and taking part in races, using this same drive to bring people together and change their lives, however she can.

LE A RN I NG T H E TR A D E Melicia has ensured that she understands each and every part of her business, not shying away from getting her hands dirty and learning how to do everything her employees have to do. From driving a forklift, unloading containers and working reception,

Melicia put in the work.

“I mean, in the beginning, there was only me - people would phone and say, ‘Can I please speak to the technical department?’ And I’d say, ‘Just hold on a second’, take a breath and say, ‘Technical department!’”

Her main role in the beginning was as a business development manager, which was what led her to getting a holistic view of the entire business.

Her response to meetings with her first clients exemplify the tenacity and optimistic perspective that have made her so successful.

She would be bombarded with questions by engineers when she came into boardrooms with only men in them.

They had a ‘what could you possibly know?’ attitude which brought out her can-do attitude.

I N T E RV I E W

M AKI NG AN I M PACT “My ‘why’ is people,” says Melicia.

“I think Liqui Moly is the vehicle and the brand builds those relationships with people that can make an impact.

My biggest ‘why’ is my team and empowering them, they in turn empower others when they go out and spend time with their family and their community.”

Melicia’s energy and enthusiasm is evident when listening to her tell of the vibrant workplace she has cultivated.

She is someone who loves life, never gives up and is an example of where determination can take you. And what is her message? We should focus on hope, each and every day. No-one else will do it for you. “Happiness is something that you can create. Once you realise that power, you live a life without any limits.”

She quickly familiarised herself with the technical aspects and learned as much as she could from those engineers.

“The advantage of being a female is: because I was interested in their business, they would share so much more than what they would share with someone that they would think would maybe just use the information to their advantage.”

MOTOR OILS • ADDITIVES

S TA N D A R D B A N K TO P WO M EN L EAD ER S 195

Volvo Trucks.

Driving Progress

volvo trucks is all about people It is the competence, passion and commitment of our people that make us competitive. All we say about innovation, excellence in engineering and knowledge leadership comes down to them. Respect is a hallmark of our brand. Our culture is one where your voice is heard and your ideas matter. It’s our business to provide trucks for safe and efficient transport and construction work. This includes not only the driver, but traffic as a whole. And wherever our operations are located, we do our part in the community and contribute to building a good life. Together we move the world we want to live in.

V O LV O T R UC K S S O UT H AF RI CA

I N T E RV I E W

VOLVO TRUCKS SOUTH AFRICA Int e r v i e w w i t h Marcus Hörberg, Vice President, Volvo Group SA

By Fiona Wakelin

You have been Vice President of Volvo Group SA since 2018. What have been your major milestones over the last 3 years?

It has been an incredible journey of growth, and a record year in 2019 for crisis management and a significant organisational change, in 2020. The new organisation, with a management team consisting of 6 out of 9 female managers, has come together and done a fantastic job, and I feel that we learnt more during these 3 years than in the previous 10 years. This fantastic team has contributed to setting a structure that is ready for sustainable growth. Which includes exciting changes in terms of Liquid Natural Gas, Electric and Autonomous trucks. I am also very proud of our CSR programmes and our contribution to the South African society, as we aim to leave this world in better shape for future generations.

Please describe the Iron Women programme.

In 2016 we launched the Iron Women programme, in Peru, with the aim of training women to become heavy duty truck drivers in a very male dominated industry. Women are, statistically, less involved in traffic accidents and are,

therefore, safer and more responsible drivers. A more responsible driver will also contribute to our customers’ profitability and productivity, as they are avoiding crashes and reducing down time. In 2019 we started this programme in South Africa and we believe these Iron Women who receive their Code 14 driving licences will contribute to safer roads, a more diverse transport industry, job opportunities and more profitable customers.

How does Volvo Group SA promote diversity and inclusion?

We are working in a male dominated industry and we believe that it is our role to change that. Diversity and inclusion are contributing to a much more efficient, engaged and creative working environment, which will be crucial going forward with the extreme change we’re experiencing with electromobility, autonomous and connected transport solutions.

Therefore, we are challenging the norms and we have proven that women can be leaders in roles traditionally held by men, like our New and Used Truck Sales Directors Sally and Onica. Our female leaders set the standards and are role models when we recruit for the future.

How has your experience in Eastern Europe, North Africa and South America, impacted your approach to working in South Africa?

I’ve been a backpacker all my life, and I love to get to know new people and cultures, and even though I have been living in many countries I still get

surprised that there is so much to learn.

So even if there are many similarities between the different markets that I have been working in, there are many new aspects that I need to understand.

Therefore, it is important to listen to the organisation, the customers and involve my team in setting the local strategy with crisp and clear targets. To build trust between colleagues, customers and society and always aiming for win-win-win situations, is something I strongly believe in, no matter what market I am working in.

What message do you have for women out there struggling to survive?

I wish they would believe in themselves more and that they follow their passion. I have met too many women who do not have the selfconfidence to apply for jobs in areas which they believe are only for men.

Choose your manager; a manager that is open minded, appreciates diversity, likes to challenge the norm, and has the courage to position women in new roles.

CONTACT INFORMATION Physical address: cnr Jet Park Rd & Saligna Ave, Witfield, Gauteng Telephone: (+27 11) 842 5000 Website: www.volvotrucks.co.za/en-za

000 S TA N D A R D B A N K TO P WO M EN L EAD ER S 197

A DV E R TO R IAL

AI R LI QUI DE

AIR LIQUIDE INCLUSION & DIVERSITY AT THE HEART OF OUR HR STRATEGY Air Liquide’s ambition is to be a leader in its industry, deliver long term performance and contribute to sustainability - with a strong commitment to climate change and energy transition at the heart of its strategy. Through the commitment and inventiveness of our people, Air Liquide leverages energy and environment transition, changes in healthcare and digitisation to deliver greater value to all our stakeholders.

Inclusion and diversity (I&D) is a key part of our human resources strategy and is embedded in all dimensions of our values, from safety to growth opportunities. I&D enables us to leverage our differences, and contribute to creating sustainable and innovative solutions to society’s major challenges. To demonstrate our commitment to I&D, one of our Group Sustainability Objectives launched in March 2021, is to reach 35% female managers and professionals by 2025.

To date, a number of initiatives have

been deployed at Group and local levels to create and grow an inclusive culture. These include events, learning & development offerings, mentoring, networks and communities for different interest groups such as women careers and disabled employees among others. In March, we launched our digital book “120 inspiring Air Liquide women” across the world.

This contributes to Air Liquide’s I&D roadmap by unearthing the stories of women in the group from different geographies and backgrounds. The goal is to encourage women to dare, personally or professionally, to reach their goals and ambitions.

MAKING A MEANINGFUL CONTRIBUTION IN SOCIETIES WE OPERATE We are committed to achieving commercial success in ways that honour ethical values, and respect for people and all our stakeholders. We believe in sustainable development and view it as a process for realising human development in an inclusive, connected and equitable way. In

198 STANDARD BANK TO P W O M EN LEADERS

order to contribute to South Africa’s socio-economic development we have identified four pillars that reflect the country’s macro socio-economic challenges, where we can actively contribute and make a meaningful difference. These pillars are industrial capacity building, skills development, knowledge base and shared growth.

Air Liquide South Africa is working with various stakeholders under each pillar to deliver value in the communities we operate in.

Address: Cnr Vereeniging & Andre Marais St Alrode, Gauteng, 145 Tel: (+27) 87 288 1100

Email: irteam@airliquide.com

Website: www.airliquide.com

ZIMILE

PROFILE

C ONSULT IN G ENGINEERS WIT H T H E CUTTING EDGE:

IS ZIMILE AS GOOD AS THEIR TAGLINE? experience. Zimile’s ever-growing team is largely comprised of youth, with most people being 35 or younger.

“By leveraging the energy and flexibility of young professionals, we have found that we can deliver faster, with greater levels of innovation and commitment,” she believes.

Further, the company’s culture is strongly underpinned by diversity with approximately 45% of its staff being female. This is exceptional, particularly in an industry that is inherently male-dominated.

Zimile Consulting Engineers is a young, multi-disciplinary, 100% black-owned consulting engineering firm with a strong track record for delivering high quality projects. Now there’s a loaded tagline. But the difference with Zimile is that this firm actually embodies what they claim to be.

Since their inception in 2009, Zimile has steadily built a reputation for quality. This has seen them win several public sector contracts in a variety of rural and urban areas.

From building a creche in Durban, to rehabilitating roads in Johannesburg, to undertaking bulk water supply in Underberg, this firm has achieved major milestones in recent years.

YOUNG AND DIVERSE Business Operations Manager, Abimbola Sole, believes that there is much untapped potential in South Africa’s young engineers and, as such, the firm takes every opportunity to empower new graduates and young professionals with life-changing career

“We’re focused on changing the infrastructure landscape in South Africa for generations to come, and we are proud to be doing it not just as a proudly South African company, but as a black-owned, diversified and young team. Changing legacies starts from within, and we are shifting gears to mobilise the face of the consulting industry with a diversified and transformed company.”

MULTI-DISCIPLINARY With fierce competition in the industry today, businesses that succeed are those that are ready to pivot into new offerings and move out of their comfort zone. This is what Zimile did, and today the firm has a diversified portfolio and wider experience, which boosts the range of projects they can undertake.

Offering technology-based professional engineering solutions for the development of infrastructure from concept development to project commissioning, Zimile Consulting Engineers has proven capabilities in water resource and infrastructure development; property development; municipal infrastructure; buildings and structures; and transportation infrastructure, as well as asset management.

QUALITY PROJECTS “Specifically, we have found great pleasure in working on infrastructure projects in rural communities, where our people-centric approach has ensured projects are completed with the support and involvement of growing communities,” says Sole.

“Quality infrastructure has the power to change the lives of people, and we are honoured that we get to play a part in South Africa’s rural development.”

WHAT NEXT? With an energetic team and a growing base of expertise, Zimile Consulting Engineers intends to diversify into the mining sector and believes that it is equipped and skilled to deliver quality service. The company has the right expertise and broad network to help mining companies obtain the required environmental permitting and licensing – a necessity in the highly regulated mining sector. “It’s a challenging sector, to be sure. But we love a challenge. This is how we keep our cutting edge sharp,” comments Sole.

THE VERDICT It’s a loaded tagline, but one that has been well earned. And if you haven’t been convinced, put this team to the test on your next project.

HEAD OFFICE: JOHNNESBURG

Address: Corner Pioneer Avenue & Elizabeth Rd International Business Gateway, Midridge Park, Midrand Phone: +27 (0)11 466 8576 Email: info@zimile.co.za

Website: www.zimileeng.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 199

COMPANY HISTORY Pamodzi Unique Engineering “PUE” (Pty) Ltd is a level 1 B-BBEE contributor, diversified engineering company with design and manufacturing facilities certified to ISO 9001: 2015 and ISO 3834-2 quality standards.

We supply superior products that meet stringent industry quality and safety standards. We recognise the need for developing our staff to their full potential to ensure that there is continuous improvement on our products and services. PUE operates as a standalone company with all the necessary sales and support departments, including a technical hub. We use the latest AutoCAD and Autodesk Inventor 3D computer modelling systems for research and development of customer solutions and product innovation.

COMPANY CAPABILITIES We have a well-equipped 26,000 square metre manufacturing facility capable of taking a project from concept/idea to final product stage. Our plant comprises the following: •

•

• •

Inhouse design department equipped with 3D design software, auto desk inventor professional and auto cad mechanical Machine shop equipped with CNC machines, conventional lathes, conventional milling machines, and bending machines.

Welding bay accredited with ISO 3834 for both MIG and TIG welding.

Spray booths, 2 state-of-the-art spray booths

We have several assembly lines for all our products.

200 STANDARD BANK TO P W O M EN LEADERS

MANUFACTURED PRODUCTS We manufacture for the Mining, Rail and Chemical Sectors.

• BES pantographs Blast barricades • • Eco progressive cavity pumps • Wilflo double diaphragm pumps We export across Africa and into the US and are able to arrange delivery to any destination.

HOW DO YOU CELEBRATE GENDER EMPOWERMENT IN YOUR ORGANISATION? The composition of our management is a testament to women empowerment comprising more than 60% women and 80% of whom are African women. The company makes a conscious effort to employ women and this is also supported by our dynamic recruitment policies considering that this is an industry that has been dominated by men.

PAMO DZI U NIQ U E E NG IN E E RI N G

We boast of having young women as part of our future leaders and are investing in them to ensure that they get the necessary exposure in the business as well as further education and training.

MILESTONES AND SUCCESSFUL PROJECTS PUE has been able to successfully move the plant from Boksburg to premises that we own in Benoni, and which provides adequate space for growth.

We also installed a solar system in our plant as a primary electricity generator to mitigate the risk that comes with loadshedding.

The fact that the company survived the impact of Covid 19 lockdowns demonstrates it’s resilience.

We signed a partnership agreement with an Indian based company which

presents a great opportunity for PUE to tap into the Indian market as well as their neighbouring countries. This is a big market in the rail industry.

We won the Steel and Engineering Industries Federation of Southern Africa (SEIFSA) award as the most transformed company of the year 2019 and 2020.

Our Chief Executive Officer Sindi Dlamini in 2020 won the BBQ Premier Black Business Award in the Outstanding Woman in Business category, and PUE was a second runner-up under Best Established Black Business Award category. We were also finalists in the SA Capital Equipment Export SACEEC awards for companies with a turnover between R100-million to R200-million.

A DV E R TO R IA L

Through our enterprise and supplier development programmes we are making a meaningful contribution to ensure job sustainability for SMMEs and QSEs that we support.

EXCITING FUTURE PLANS We are in the process of developing a High Reach Bellow Operated pantograph as well as in the advanced stages on the normal Bellow Operated pantograph which will be additions to our spring-operated pantograph as well as the Electric Off-Road pantograph.

CORPORATE SOCIAL RESPONSIBILITY Our Corporate Social Investment (CSI) policy is entrenched in the belief that we add value to people’s lives, especially the communities that surround us, with education being at the centre of our CSI. We have sponsored schools in previously disadvantaged communities which included New Comet Primary and Liverpool Secondary schools.

We made a social responsibility commitment towards the alleviation of unemployment through offering experiential training, apprenticeship and internship support and we are proud to have absorbed all the trainees in the company. In the past three years, we have trained and absorbed 25 interns.

We are also looking at entering the automotive sector but this is still early stages. Engagements have been ongoing for the past few years.

+27 11 826 6111 sales@uniqueeng.co.za www.uniqueeng.co.za 29 Lincoln Road, Benoni South, Benoni, 1500

S TA N D A R D B A N K TO P WO M EN L EAD ER S 201

ISU E NG I NE E R I NG P T Y LTD I NT ERVI EW WI T H I S U ENG I NEER I N G DI R ECTOR , NANA M ZI LA

How have you implemented gender driven development in the workplace?

ISU remains dedicated to the advancement and empowerment of women in the workplace by ensuring that women have the same opportunities as men, and are paid the same as men for the same position.

In 2017, Nana Mzila formed ISU ENGINEERING PTY LTD, an engineering construction company. A year later, the business began expanding its footprint in KZN, working with government departments and municipalities through project management and construction.

Since then it has firmly established itself within the industry.

Based in Pietermaritzburg, ISU ENGINEERING is capable of delivering construction services and project management under a variety of contracts, including engineering procurement, construction management, design and build.

The achievement that Nana is most proud of is completing a R60 million project in 2020 within a very tight deadline of six months. “As a result, I developed strong project and time management skills,” says the Director of ISU ENGINEERING. ISU ENGINEERING is enhancining women’s capacity to take charge of their own development, enabling them to make their own choices, have a say in decisions that affect them.

participants in the building construction process.

Drones are relied on heavily at construction sites, for improved communication, safety and marketing.

3D printing allows fast delivery of materials, reduces wastage, saves time and improves sustainability in the production process.

How has gender empowerment strengthened your organisation?

When women are properly mentored and championed they quickly grow into leadership roles. As a result, ISU Engineering revenue has grown rapidly.

What are your organisation’s gender equality and BEE ratings and policies?

ISU ENGINEERING is a level 1 BEE Company.

We have established and implemented a comprehensive equal pay policy, which includes measuring the gender pay gap and performing gender- neutral job evaluations. We also have policies to prevent gender-based violence and harassment on all our construction projects.

What are the current and future trends in your sector?

BIM (BUILDING INFORMATION MODELLING) allows us to view a project and results in real-time, enabling better collaboration.

Mobile and cloud technologies allow data sharing in real-time to all project

202 STANDARD BANK TO P W O M EN LEADERS

What technological innovations are you using in your organisation to keep in line with the Fourth Industrial Revolution (4IR)?

With technologies like construction management systems (e.g. BMI) we are able to make smart choices faster, increasing human productivity.

Blockchain technology is a secure,

ISU E N GI N E E RI N G

decentralised and transparent way of recording and sharing data.

I N T E RV I E W

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

How are you using social media to create more business?

Social media occasionally presents great marketing opportunities and allows me to interact with potential clients.

How are you integrating the drive for sustainability into your organisation?

ISU ENGINEERING sustainability objectives revolve around health and safety; quality and gender equality.

Throughout the organisation our key approach is to engage with clients regarding the need for sustainability and communicating sustainability goals while developing conditions that support sustainability.

We elicit their views and concerns from clients, employees and the broader community and incorporate findings into our sustainability strategy.

What skills do you think leaders of the future are going to need?

Leaders of the future will need to have vision, understanding and agility. They will need to establish effective organisational structure and communication protocols.

A future leader will also need to maintain focus on the objectives of the organisation.

•

Build and maintain great networks

•

Spend wisely and look expansively

•

Be a valued team member

•

Be a student to your business

•

Exceed expectations

•

To create employment opportunities, growth and impact in the community and across the world.

•

To be one of the most successful and respected female-owned companies in SA.

•

To be one of the leading engineering construction companies by delivering quality solutions in a professional manner.

Which female leaders inspire you the most, and why?

Rapelang Rabana who is an education and computer specialist, as well as an entrepreneur. She has improved education in South Africa through her company and made education technology available to schools.

CONTACT DETAILS PHYSICAL ADDRESS: 73 Villiers Drive, Hilltops office park, Clarendon, Pietermaritzburg, 3201 PHONE: 033 342 0856 / EMAIL: admin@isuengineering.co.za WEBSITE: isuengineering.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 203

Fuels & Oils Local and International distributor of quality Bulk Liquids Fuels, Lubricants, LPG, LNG, Jet fuel, Marine Diesel and Renewable Energy Solutions.

Logistics Dedicated fleet in the Bulk Liquids, Flatbeds, Car Carriers, Side Tippers and Tautliners in Africa.

Insurance

Taking the Women of Africa forward through economic empowerment Women of Africa Group is committed to making economic inroads into traditionally male dominated sectors. A fully women owned and managed and black economic empowerment company established in 2005, WOA has become a force to be reckoned within the South African economy and SADC region with a diverse range of investments. These include pioneering Women in Fuels & Oils, Women in Logistic, Women in Logistics Car Carriers, Women in Construction, Women in Pharmaceuticals, Women in Insurance and Women in Trading.

Throughout all its divisions, WOA focuses on leveraging its credentials to acquire and develop businesses in both the public and private sector. Management teams drive innovation and technology led systems that ensure quality and value of products and logistics that keep costs down for clients and return sustainable profits for shareholders.

In addition to growing its own businesses, WOA is committed to sustainability and inclusive socio economic growth in its supply chain and has a supplier development strategy that promotes these objectives. Providing training, access to market sector, mentorship and infrastructure. WOA has been able to empower 37 suppliers across multiple industries. WOA also works in communities, supporting causes focused on combatting women and child abuse, developing the future young.

Innovative specialised risk solutions for Logistics, Marine, Environmental, Travel, Property, Infrastructure and Agricultural.

Trading Local and International reliable Trader in Coal, Fuel, Minerals and Bulk Commodities.

Pharmaceuticals Distribution and sourcing company of a wide range of pharmaceutical products internationally.

Construction Develops quality and affordable Gap housing in Western Cape, involved in commercial property development in South Africa.

Foundation An entity that ensures Socio Economic reform of rural communities, that is mainly focusing on young women, children and people with disability.

14 Frosterley Crescent, Umhlanga, Durban,KwaZulu Natal, South Africa T: +27 31 563 0502 • F: +27 31 563 0515 • E: info@woaonline.com • W: www.woaonline.com

K H O NZ I E NG INE E R ING SERV I CE S

A DV E R TO R IA L

K H ON Z I ENG I NEER I NG SERV ICES BUILD I NG T H E FU T U R E

SPECIALISTS IN STRUCTURAL STEEL FABRICATION, MACHINING, TURNKEY PROJECTS & SPECIALISED ENGINEERING SERVICES

specialised engineering services.

We design, implement and manage customer projects in a safe and costeffective way that uses proven, trusted methods and utilising technologies to ensure client satisfaction.

With 23 years of experience as specialists in structural steel fabrication, machining and specialised engineering services, Khonzi Engineering is a proudly B-BBEE level 1 contributor, with an ISO 9001, ISO 3834 – 5 Star Safety Grading.

The company was established by Nokuthula Madondo in November 1999 with branches in Richards Bay and Durban and takes pride in a competent and equipped workforce, committed to achieving customer satisfaction by delivering the highest level of quality service and workmanship in adherence with health and safety regulations and in a costeffective manner.

“With a proven track-record and our hard-earned positive reputation within our area of expertise, our underlying philosophy is based on the belief of partnering with our valued clients while striving to form a mutually beneficial relationship.”

OUR PRODUCTS AND SERVICES Fabrication of vessels and tanks, heat exchangers, hoppers and screens, precision machining, mechanical turnkey projects.

“As a 100% black female owned” company our vision is to grow, develop and continue to provide and render a wide range of specialised engineering services.

“At our core, we’re specialists in structural steel fabrication and

Address: 74 Ceramic Curve, Alton, Richards Bay, 3900 | Tel: +27 35 797 5252 Email: info@khonziengineering.co.za | Website: www.khonziengineering.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 205

A DV E R TO R IAL

C R US ADE LO GIST ICS

CRUSADE LOGISTICS

YOUR SAFE AND RELIABLE TRANSFORMATION PARTNER ABOUT US CRUSADE is a Level 1 B-BBEE QSE contributor company. We are a specialised petroleum logistics business that was registered in April of 2015 and which began trading in November 2015.

The business is specifically designed to develop previously disadvantaged South Africans by infusing their natural talent and passion with over 50 years of petroleum logistics experience. This commitment is reflected in the Company shareholding stats.

WHAT WE DO We intimately understand our customers’ needs, to not only ensure sustainability in the market place but to

encourage and support growth through our high standards and performances to which we are held accountable.

We strive to be a health and safety leader in our industry, allowing our valued customers to partner with a world-class operator, consistently striving for best practice and corporate governance. We are driven to be the best employer in our field in South Africa.

PRODUCTS • Petrol • Diesel • Illuminating paraffin • Additives • Lubricants • Aviation

STATS • 51% Black-owned and operated business • 30% Black female-owned business • Accredited ISO 9001, 14001, 45001 • Startup QSE Enterprise • Level 1B-BBEE Company on the Revised Codes of Good Practice • HSSEQ and performance-driven business already based on Petroleum Global Standards • Full depot facility in Durban, Witbank, Cape Town, Pretoria ACHIEVEMENTS • Recent accreditation ISO 9001, 14001, 45001 (first in the country) • 3rd place amongst 3000+ drivers in Hollard Competition 2019 • Over 15.5 million kilometres (no fatalities) • Over 915 million litres delivered • Over 35000 safe deliveries

Address: 12 Manchester Road, New Germany, Durban, 3610 Email: info@crusadelogistics.com Tel: 031 701 3670

206 STANDARD BANK TO P W O M EN LEADERS

FR ASE R AL E XA N D E R

A DV E R TO R IA L

GENDER EQUALITY RUNS DEEP IN MINING AT FRASER ALEXANDER Fraser Alexander, a renowned 100% black-owned and chiefly blackwomen-owned outsourced mining and industrial services provider, was founded back in 1912. The organisation is committed to safely sustaining the mining industry and managing risk, co-creating sustainable success with its clients in these ever-changing times.

Fraser Alexander has acquired deep knowledge of the requirements needed for building a truly successful and sustainable business - including a diverse and inclusive workforce.

Talking on diversification, Claire McMaster, Executive Head of Human Resources at Fraser Alexander, believes that the organisation is steadily building #Futurefraser - making provision for multiple opportunities to diversify its workforce, in terms of its profile of skills, employee ways of working, and the technology being adopted.

As a result, Fraser Alexander works towards increasing the representation of women at all levels of the business.

The company is guided by a Board made up of 43% black women. Also, all board committees, composed of the Audit and Risk, Social and Ethics and Remuneration Committees, are led by women of colour.

Enock Ramoabi, General Manager of Tailings South Africa, adds that there has been much improvement in people, production, safety and plant management as per previous periods in the business. This has come as a result of the deployment of diversified teams. Ramoabi places emphasis on two projects within his division in which

performance has been dramatically improved. Ramoabi believes this occurred due to a divergent approach to employee management in the work environment, and to the deployment of well-qualified and experienced professionals on both projects.

In addition, the Women in Mining Fraser Alexander (WIMFA) is playing a key role in driving women empowerment in the company. “This is a voluntary organisation within our company that was established to provide support to women at all levels while they tackle the challenges presented by an industry that is historically male dominated.

The forum makes use of a regional approach to ensure data flow and support to and from all operations,” says Claire McMaster.

“Our employee value proposition ensures a working environment that is free from bias and discrimination, ensures safe working conditions and actively values diversity.”

- Claire Mcmaster EQUAL OPPORTUNITIES FOR ALL She also adds that the Fraser Alexander is is committed to the eradication of any form of discrimination, including gender discrimination. Thus, a key focus has been put on the company’s transformation policies and training initiatives. McMaster indicates that all employees have a custom development plan, and that all training programmes receive equal representation.

“Our employee value proposition ensures a working environment that is free from bias and discrimination, ensures safe working conditions and actively values diversity.”

Kholofelo Masunga, Head of Procurement at Fraser Alexander, says that in 2020 the business exceeded its targeted spend for black female-owned businesses. The organisation habitually identifies and uplifts women-led entities to take part in its supply chain through ESD initiatives.

Fraser Alexander has been an ongoing sponsor of Women in Mining South Africa (WIMSA) for the last few years, mainly through the support of the company’s annual career fair - geared towards encouraging women to enter the mining industry by emphasising the exciting careers available.

More recently, Fraser Alexander upped the ante on its proactive approach against Gender Based Violence, contributing to the GBVF Response Fund1 - a national fund set up to eradicate GBV. The company is pleased to be playing a role as a sustainability partner, remaining devoted to its multidimensional strategy: rigorously driving diversity in the mining industry.

The company’s yearly intake of graduates and learners includes a representative number of women as well.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 207

A DV E R TO R IAL

N E TS TAR

NETSTAR TRANSFORMATION MUST ALSO BE INCLUSIVE Even corporate initiatives to enhance diversity and inclusion must ensure they are inclusive – to encourage participation and boost effectiveness, writes Pamela Xaba, Head: Human Capital for Netstar Like many organisations, Netstar – a subsidiary of Altron – is on a journey to enhance diversity and inclusion in our workforce.

This is an exciting process, which is already yielding results and providing learnings for all of us involved in the project. Diversity and inclusion are not just part of the broader, ongoing transformation of our organisation, but also a strategic business imperative with the full backing of Netstar leadership.

Netstar, like our parent company Altron, is a values-driven company committed to creating healthy and prosperous working environments for all our employees. Our belief in diversity extends beyond physical appearance, but also relates to diversity of thought, opinion, ideas, and perspectives. In our ever-changing world of work, we are committed to career development and growth.

Among our flagship initiatives is the Netstar Women’s Network (NWN), a consultative, collaborative platform aimed at bridging the gender divide in the workplace. NWN exposes women within our organisation to quality empowerment opportunities, regardless of department, rank, age,

race, or socioeconomic background. It supports open, honest dialogue; networking and mentorship opportunities, industryrelevant workshops, and key projects to empower women.

It’s no secret that women in the workplace have a lot to deal with – some of us are mothers, we are wives, we support wide family networks. This affects how we handle stress, and how we relate to colleagues – especially in male-dominated industries.

NWN is part of Netstar’s commitment to supporting women employees in this struggle, an important component of our broader inclusion and diversity strategy, aimed at building a diverse, engaged workforce, and providing opportunities for everyone.

While Netstar Head of Legal Jenita Suknunun and I have been instrumental in getting NWN off the ground, we are conscious that the initiative itself must be inclusive. Women from all backgrounds must have a voice.

Fortunately, women from across our organisation have embraced the NWN project. Meetings have been well supported, lively, and have featured a variety of perspectives and opinions.

While this makes for greater complexity, it also means the platform stays relevant

208 STANDARD BANK TO P W O M EN LEADERS

and generates ideas that resonate with women across our organisation.

Among our initiatives have been our successful hosting of a stage at the 2021 Standard Bank Top Women Conference, which became a platform for robust debate and insights into NWN’s progress on transformation and inclusivity.

Other NWN projects have included biweekly profiles of women colleagues on our internal networks to inspire women colleagues, a project to provide sanitary pads for disadvantaged schools and the establishment of an NWN learning path on our Udemy training platform.

We are also working on internship programmes to develop young female talent in a way that aligns with our industry and business. In this vein, we are also designing mentorship programmes that feed into Netstar succession planning to upskill, nurture and retain talent for the future.

We are also planning a virtual event to address a concern raised by staff in our

N E TS TA R

A DV E R TO R IA L

surveys – the perception of a gender pay imbalance.

In a more practical vein, the network also provides New Mommy corporate hampers in partnership with Bebe de Paris, an international baby gifting company.

These ideas have come from many different members, bringing a host of new voices to our team engagements, and giving our ongoing business transformation fresh impetus.

Mentorship, talent development and succession planning are also business imperatives. In that context, we look to provide the tools, resources, and processes for people to drive their own development journey.

Based on feedback from our recent employee-engagement survey, women are asking more questions than ever before. And that’s a good thing.

NWN has seen senior women from various divisions coming together and driving the transformation. This is highly encouraging, from a business and diversity point of view.

Our new voices include women like Nana Serapelo, a leader in the humancapital space, who has been at Netstar for three years. She sees women’s role in society as being to “nurture, empower and strive for the ultimate well-being of all.

“When you educate a woman, you also create a thirst for education within our families and communities,” she says.

“This creates a legacy of educated and empowered communities that is carried forward for generations to come.”

Serapelo agrees that representation matters. She says a platform like NWN “brings to the fore people we can identify with. It’s an opportunity to connect, learn and share ideas.”

Her colleague Rehana Reid – a fellow NWN member – is a quality assurance specialist. She recalls having to prove

herself during her computer hardware studies, as the only woman in a maledominated classroom.

“We all go through similar challenges,” she says. “We need to lift each other to greater heights, heights that would have been more difficult to reach if we chose to go on this journey alone.”

Kimmy Chetty, of our sales department, finds NWN an ideal opportunity to eliminate any gender-based inequality in our work environment. “The forum gives all females in the business a voice,” she says.

Credit controller Michelle Williams says companies should make gender equality a core part of their strategy. “Workplace diversity should be tracked in terms of performance,” she says. “Then one can see whether a company is making progress and where more effort is required.”

Bureau operator Raeesa Mhlongo has helped to raise awareness about the intersectionality of social bias, and the challenges faced by deaf women.

“We face double discrimination,” says

Raeesa, who is deaf. “I appreciate companies like Netstar that give women like myself an opportunity to build a career. But deaf people cannot haul themselves into management positions without the support of leadership.

It needs to be a collaborative, intentional approach.”

Women like these are inspiring other women at Netstar to get involved, broadening the base of our transformation drive, and our genderempowerment programme. We are confident that with such a diverse, inclusive transformation initiative, it will have a real and lasting impact.

Address: Head Office - Central Park Offices, 16th Road, Midrand Tel: 0860 12 24 36 Web: www.netstar.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 209

I NT E RV I EW

E XP E RTS O N THE GO

EXPERTS ON TH E G O I n te r v i e w w i t h D i re c to r a n d F o u n d e r, M m a n a ke M o k i t i m i involvement in all projects undertaken by the company. It is a Journey and we are on the GO

Experts On The Go was established in 2019 on the brink of a technological revolution with a desire to become the leading woman-owned and managed engineering company.

The vision was a business with the ability to respond in an integrated and comprehensive manner, while advancing the rights for women in the workplace and creating sustainable solutions for customers.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Experts On The GO (EOTG) has not taken the implementation of gender equity policies as an event but as a journey. We understand that workplace equality is closely linked to the country’s improved productivity and economic growth.

We created an open-minded atmosphere, while offering equal pay and benefits for similar tasks and have invested in our employees through mentoring and coaching.

The team of Experts are motivated by their management and leadership

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? The inclusive team that we built has created a situation where the company started making better business decisions and ultimately growing the company exponentially with a positive outcome in terms of high profits. The equal participation of women and men at all levels of management and execution of projects has resulted in the creation of a healthy company. Our company culture changed and we saw employees becoming innovative and creative.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? Our BEE Ratings is Level 1. The company is 100% woman-owned and managed. Two out of our top three management executives are women.

We are proud of having more than 50% women employed at different levels within the company.

Our gender policies are committed to improving measurable gender equality outcomes by addressing among others the following: • Recruitment and promotions • Recognition and rewards that are unbiased and based on contribution and performance

210 STANDARD BANK TO P W O M EN LEADERS

•

Removal of gender-based barriers to allow access to leadership for all employees

We are committed to redressing the imbalances of the past.

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

EOTG has adopted the Internet of Things as a means of addressing the solutions to their customers.

E X PE R T S O N TH E GO

I N T E RV I E W

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS: •

Be disciplined

•

Cultivate a teachable spirit

•

• •

Internally the employees try their level best to improve their digital experience when working. We fully understand that AI is concerned with the use of computer science to build smart machines capable of performing tasks that normally require human intelligence. The combination of these technologies will bring 4IR to the world. EOTG is making sure that it aligns its members and staff to technological changes that present itself in order to be relevant at the appropriate time.

Finally, Eric Brynolfsson, in his book The Second Machine Age, said: “... the exponential, digital, and recombinant powers of the second machine age have made it possible for humanity to create two of the most important one-time events in our history: the emergence of real, useful artificial intelligence (AI) and the connection of most of the people on planet via a common digital network”.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? My inspiration stems from core values and skills that have been demonstrated by women that brought change and impact into the world without realising it.

Have tenacity

Develop strategic thinking Be confident

Emily Roebling, for her resilience and intelligence. When her husband fell ill with decompression sickness, Emily took over to finally conclude the construction of the Brooklyn Bridge, one of the biggest engineering projects in American history. She became the first woman to cross it.

Wangari Maathai, for her humanitarian efforts, visionary thinking and teachable spirit. She’s a role model of ethical leadership, integrity and social responsibility.

ACHIEVEMENTS: •

Master’s Degree in Civil

•

Registered Professional

• • • • •

Engineering Engineer

Academic Author

Standard Bank Top Women Leaders Certified 2022

Scaling up year-on-year

Experts on the Go

Top 100 Brightest Young

Address: 293 Summit Rd, Blue Hills AH, Midrand, 1685

One Young World (OYW)

Phone: 010 541 1226

Minds (BYM) 2015 delegate 2014 delegate

Email: info@expertsonthego.co.za Website: www.expertsonthego.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 2 11

A DV E R TO R IAL

S H E Q S AF E TY

YOURS IN QUALITY, YOURS IN SERVICE, YOURS IN PPE AND SAFETY ABOUT SHEQ SAFETY SHEQ SAFETY was established in 2004 - operating from a double garage on the West Rand of Gauteng with a vision to be able to, not only supply quality personal protective equipment (PPE) to the market at affordable prices, but also to be able to enrich our customers with cost-saving opportunities and reporting.

We were thus able to transfer our technical knowledge within the PPE Industry, to that of our customers, ensuring a disciplined commitment and awareness to PPE and safety within the workplace.

From these most humble beginnings, SHEQ SAFETY has been able to expand operations with various branches, stores and associations and now employs more than 850 staff, many of whom have progressed from within the organisation.

All employees have been trained to understand our core belief: “The Customer is Boss!”

SPECIALISTS IN INDUSTRY SHEQ SAFETY has over 75 years of executive experience in PPE and safety, and as an active member of SABS Technical committees we take

212 STANDARD BANK TO P W O M EN LEADERS

pride in ensuring that the products we offer are of the highest possible quality.

As part of our vision to ensure awareness of PPE and safety within the workplace, we specialize in PPE Vendor Managed On-Sites stores for the mining, agricultural and industrial sectors, whereby we ensure that not only quality approved products are being used, but that they are being used correctly and for the correct applications.

We also offer reporting on consumption and product analysis to highlight and bring to attention areas

SH E Q S A F E TY

of potential cost-saving benefits as well as offering technical knowledge, training and advice.

The SAHARA WORKWEAR brand is a SABS accredited brand of workwear and is manufactured in-house at our SABS accredited factory.

remains the top priority.

We are constantly striving for enhancements and improved development within the PPE and safety industry and, as a black woman-owned business, we recognize the importance of empowering women, hence key roles throughout our organization are held by women.

With an excess of 75 years of combined experience in the PPE industry, SHEQ SAFETY not only noted the need to recognise women within the workplace but were also in a position to act upon this need by introducing the “Women @ Work” range.

A DV E R TO R IA L

we operate, but also with the intention of enriching the lives and providing further growth opportunities within these communities.

We have subsequently launched two community projects, forming a partnership with large mining houses, with the aim to provide sustainable employment opportunities, and with which to further empower women within the workplace.

WHERE CAN YOU FIND US? As partners of various blue-chip OEM brands, we can offer you an extended range which covers not only your PPE and safety requirements but also corporate and casual wear, gifts, sportswear, health, hygiene and medical requirements.

A full range of COVID-19 products also forms part of our supply range to ensure legal compliance of tested and certified goods.

Due to our vast national presence and our blue-chip mining contracts, spread throughout South Africa, we are uniquely positioned to meet and exceed your personal protective equipment and safety requirements.

We are constantly striving for enhancements and improved development within the PPE and safety industry and, as a black woman-owned business, we recognize the importance of empowering women, hence key roles throughout our organization are held by women.

WOMAN IN SAFETY INITIATIVE Our factory is able to custom design your order, at affordable prices, to best suit your needs, whilst ensuring that as a SABS 434 accredited workwear manufacturer, this is done with keeping to our commitment of quality assurance and ensuring that safety

This collection includes garments that are specifically designed for women at work, and through our thorough market research we have been able to contribute to overcoming challenges faced by women whilst ensuring that factors such as safety, hygiene and comfort are adhered to within the working environment.

SHEQ SAFETY IN THE COMMUNITY Based on our humble beginnings, SHEQ SAFETY holds a strong belief in fair, ethical and responsible behaviour to contribute back to the community.

As such, we have embarked on local socio-economic community programs, developed with the objective of not only improving the quality of life of our workforce, and to the families where

CONTACT DETAILS Address: Sheq Safety cc, Plot 14, Hugo Road, Heuningklip, Krugersdorp, 1739 Email: info@saharaworkwear.com Telephone: 011 760 2185 Website: sheqsafety.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 213

A DV E R TO R IAL

E N E L G RE E N POWER

In a first for Enel Green Power South Africa (EGP RSA), Senior Sustainability Analyst, Sentle Nell, will be pursuing a Master’s degree at the University of Sussex in the United Kingdom (UK).

Sentle is the recipient of a Chevening Scholarship, which forms part of an international awards scheme by the UK government to develop global leaders.

Chevening presents an opportunity for emerging leaders, industry influencers and decision-makers from around the world to develop professionally and academically, as well as to network widely and build lasting relationships with the country.

programme is not an easy task and involves a rigorous selection process. This is to unearth people who are passionate and have innovative ideas, but who are also in unconventional industries and have a level of influence in these spaces.”

She says the scholarship focuses on people who want to pursue a Master’s degree, but who also have a clear vision of leadership in their home countries. “Getting onto the

After completing an undergraduate and Honours degree at Wits University, she joined the Industrial Development Corporation (IDC) as an intern, working on

Sentle’s Master’s degree will explore sustainable development with a particular focus on climate change in Africa.

214 STANDARD BANK TO P W O M EN LEADERS

renewable energy projects – largely in the tourism, mining, beneficiation, metals and infrastructure sectors.

She joined EGP RSA in 2015 in what was then known as the Community Relations department. Initially made up of two people, the department oversaw stakeholder relationships with the host communities of some of EGP RSA’s solar and wind projects.

Six years down the line, the department is now known as Sustainability Southern Africa and is headed by Ms. Lizeka

E NE L G R E E N P OW E R

Shared Value model, which transcends typical CSI initiatives through in-depth engagement and localised development and support of communities.

She says she has always wanted to study further, but has been set on pursuing her postgraduate studies abroad. “Being able to pursue a Master’s degree is an incredible privilege and follows the positive outcome of several conversations with my mentors and current manager.

I am a staunch believer in craft and transformational leadership in order to increase one’s own competence for effecting change.”

Her thesis will focus on two main areas: 1) demystifying climate change in the African context and 2) identifying work that needs to be done from a policy framework and practical point of view.

Dlepu; it manages the company’s sustainability activities throughout the entire SADC region.

Sentle has been given considerable responsibility over the years, having oversight on the International Finance Corporation (IFC) performance standards, Equator Principles, Environmental Social and Governance (ESG) global practices and the United Nations Sustainable Development Goals. During this time, she completed a postgraduate diploma in business administration via Wits Business School. She also sits on various industry boards and associations, all the while establishing her niche in the renewable energy space.

Along with colleagues around the globe, she has helped institute EGP’s Creating

“It’s not necessarily that climate change or being environmentally savvy is a new concept in Africa. Historically, Africans have always recycled. Perhaps they don’t have the terminology or jargon for it, but there is a reason why the women in the townships and rural areas re-use plastics, packaging products or wash their garments in a specific way – and that’s one of the things I’d like to highlight in my thesis,” explains Sentle.

Another key aspect of her UK studies will be exploring climate change and a just energy transition in Africa. “What Enel is doing now is exactly that – focussing on alternative modes of energy and providing innovative solutions for the distribution and transmission thereof – also with the consciousness to say: let’s reduce our CO2 emissions within the African context first,” she adds.

Importantly, the Chevening Scholarship is awarded to people who have a clear call to leadership. “They want to know how I am going to apply what I have learned when I return home. For me, my greatest challenge will be to lean into what is being done at a grassroots level and to contribute to the work already being done by civil

A DV E R TO R IA L

society organisations and NGOs, as well as to get young people involved in the green economy.

“I will be going into those spaces with the knowledge and insight gained from my Master’s degree, but also under the banner of EGP RSA. Of course, as a company, we have been given a mandate by the government to produce a certain amount of renewable energy every year, but from a community perspective, we are also expected to deliver a substantive value at a granular and applicable level.”

Not only will Sentle help find ways to monetise various green economy grassroots projects, she hopes to also influence government policy. “Because Enel Green Power South Africa is the largest independent power producer in the country, we do have influence in the renewable energy industry and in offices of power.

“Influencing policy is definitely something I want to explore – going into the different state departments that are hesitant about what a green economy or a just energy transition looks like, removing the jargon and exploring how we can practically position South Africa as a leader in climate change on the continent,” - Sentle.

“We look forward to the outcome of Sentle’s studies. Being given the go ahead to further her studies in the UK speaks volumes to the value she brings to the organisation, as well as the fact that her course of study is closely aligned with our objectives. We expect her learnings to support our initiatives and the work we seek to accomplish in Southern Africa,” concludes William Price - Country Manager EGP RSA.

CONTACT Tel: +27 10 344 0200 Email: communications.egprsa@enel.com Address: 102 Rivonia Road Tower 2 EY Building, Johannesburg

S TA N D A R D B A N K TO P WO M EN L EAD ER S 215

The South African National Biodiversity Institute (SANBI) is an organisation responsible for the protection of South Africa’s diversity of flora and fauna.

The organisation contributes to South Africa’s sustainable development by facilitating access to biodiversity data, generating information and knowledge, building capacity, providing policy advice, and showcasing and conserving biodiversity in its national botanical and zoological gardens.

Established in 2004, SANBI is mandated under the National Environmental Management: Biodiversity Act 10 of 2004 to explore, reveal, celebrate and

champion biodiversity for the benefit and enjoyment of all South Africans.

support policies and decisions relating to all aspects of biodiversity.

This includes the management of the National Botanical and Zoological Gardens as ‘windows’ to South Africa’s biodiversity for enjoyment and education.

The organisation’s work includes surveying, classifying and mapping South Africa’s ecosystems and species.

These ecosystems are regularly assessed and monitored, to inform the status of biodiversity and plans to protect it.

PROTECTING BIODIVERSITY SANBI is charged with monitoring the status of South Africa’s biodiversity – this reaches beyond plants to all areas of biodiversity.

SANBI plays a leadership role in generating, coordinating and interpreting the knowledge and evidence required to

216 STANDARD BANK TO P W O M EN LEADERS

Using this knowledge, SANBI translates science into policy and action by creating tools and information resources and giving policy advice to decisionmakers. This advice is used to inform decisions about land use and the use of natural resources while aiming for

S A N BI

A DV E R TO R IA L

Skills development, education and awareness programmes are facilitated

by SANBI. Highly interactive, fun-filled learning programmes are facilitated to a range of beneficiaries, including youth and community groups.

One of SANBI’s flagship programmes is the garden-based school programme, offered from Grade R and up.

objectives such as poverty alleviation, job creation and improved human wellbeing.

THE BIODIVERSITY SCIENCE BRANCH OF SANBI The SANBI branch of biodiversity science facilitates the conservation, restoration and sustainable management of biodiversity assets and ecological infrastructure. This work unlocks nature’s contribution to people by providing knowledge and evidence to support policy and practice. The branch develops nature-based solutions for achieving National Development Goals and researches the state of biodiversity across the country so that this data may be put to use in formulating policy and implementing it.

• • • •

• •

•

Garden in Betty’s Bay, Western Cape Free State National Botanical Garden, on the outskirts of Bloemfontein Pretoria National Botanical Garden, in the capital city in Gauteng The Karoo Desert National Botanical Garden in Worcester, Western Cape KwaZulu-Natal National Botanical Garden specialises in the conservation of plants from the eastern part of South Africa Lowveld National Botanical Garden, in Nelspruit, Mpumalanga The National Zoological Gardens of South Africa, the largest zoo in the country and the only one with national status, in Pretoria, Gauteng Kwelera National Botanical Garden in East London, Eastern Cape Thohoyandou Botanical Garden is South Africa’s 11th national botanical garden in Limpopo Mokopane Biodiversity Conservation Centre, a satellite station of the National Zoological Garden, near Polokwane in Limpopo

MANAGING BOTANICAL AND ZOOLOGICAL GARDENS SANBI’s Conservation Gardens and Tourism Division manages SANBI’s network of National Botanical and Zoological Gardens, each with their associated tourism infrastructure and conservation estate.

•

These include: • Kirstenbosch National Botanical Garden in Cape Town, Western Cape, acclaimed as one of the great botanic gardens of the world • Hantam National Botanical Garden, outside Nieuwoudtville, Northern Cape • Walter Sisulu National Botanical Garden in Johannesburg, Gauteng • Harold Porter National Botanical

EDUCATIONAL PROGRAMMES SANBI is also mandated to coordinate programmes to involve civil society in the conservation and sustainable use of indigenous biological resources; and the rehabilitation

•

of ecosystems. This educational work is carried out at a series of Environmental Education Centres located at each of the National Botanical Gardens. SANBI

Another key project is the Outreach Greening Programme, which aims to encourage schools and community groups to learn about various aspects of garden design, planting, maintenance and plant propagation. This allows the group to develop their own indigenous garden.

SANBI also hosts students and interns under its various work programmes as a means to grow capacity in the biodiversity sector in South Africa.

HEAD OFFICE: 2 Cussonia Ave, Brummeria, Pretoria.

TEL: +27 12 843 5000 CAPE TOWN OFFICE: Kirstenbosch National Botanical Garden ,Rhodes Drive, Newlands TEL: +27 21 799 8800 EMAIL: info@sanbi.org.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 217

BT E RENEWA BL ES D R IV IN G G EN D ER M AIN S T R EAM IN G L E R ATO N O N YAN E GROUP HUMAN R E S O U R C E S M A N AG E R

“Human Resources isn’t just a career or a job, it is a calling.”

PLEASE DESCRIBE YOUR ROLE AND RESPONSIBILITIES AT BTE RENEWABLES. I am the Group Human Resources Director, heading up all the Human Resources aspects across the Group, with operational renewable energy power plants across South Africa and in Kenya.

I also sit in on subsidiary boards and committees across the Group.

HOW DO YOU ENSURE GENDER EMPOWERMENT IS PART OF THE DNA OF THE COMPANY? Continuous awareness and education across the Group with a top-down approach in ensuring the gender empowerment and inclusion agenda is implemented. We have company policies to promote gender equality in the workplace. For the past 2 years we have been running a successful Diversity, Inclusion and Wellness committee with representation across the Group, which helps ensure that gender equality is part of our company DNA. For us, reporting on Employment Equity and Skills Development is not only a legislative requirement, but we also ensure that this is part of our talent attraction and retention strategy. At BTE we drive gender mainstreaming] as we

appreciate and recognise that women and men can contribute collaboratively in society and the workplace for a sustainable future.

WHAT HAVE BEEN YOUR MAJOR HIGHLIGHTS AT BTE RENEWABLES? I have been with BTE Renewables for over 2 years and my journey has been very fulfilling. When I joined the Group there, there was no HR department and the company had actually never had a dedicated HR team.

practices and policies are aligned to the overall organisational strategy.

There has never been a time like during the pandemic when one had to be fully involved with and committed to the wellness and inclusion of all employees, and this helped us to grow from strength to strength as a Group.

The company had to respond quickly to a rapidly evolving situation while also ensuring the wellbeing of our staff.

Being entrusted with the task of establishing such an impactful department from scratch has been one of my greatest achievements.

We needed to devise policies to accommodate employees working from home, as well as health and safety considerations for those who couldn’t.

The fact that BTE Renewables has been recognised as a Standard Bank Top Gender Empowered Company for 2 years in a row in the Transformative Renewable Energy industry is an achievement I don’t take lightly. I couldn’t have achieved this without the support and involvement of the executive team, my team, committees, and the organisation at large. The BTE Renewables team has taught me that the concept of “Together, we can do more “isn’t just a concept, but a reality.

A number of wellness initiatives were rolled out to look after the staff remotely, including regular company-wide sessions, seminars on health, virtual team and building events.

HOW DID YOU HELP THE COMPANY NAVIGATE THE PANDEMIC? By being a collaborative HR Business partner and ensuring that the HR

218 STANDARD BANK TO P W O M EN LEADERS

DO YOU HAVE A MESSAGE OF ENCOURAGEMENT FOR WOMEN OUT THERE LOOKING TO JOIN THE HR PROFESSION? Human Resources isn’t just a career or a job, but it is a calling that is most rewarding when entered into with an open mind and a drive to be collaborative regardless of whatever situation gets thrown your way.

With that said, I believe there is a future in Human Capital and upward we go.

B T E RE N E WA BL E S

PLEASE DESCRIBE THE SERVICES OFFERED BY BTE RENEWABLES. BTE Renewables delivers utility-scale wind and solar projects across Africa with our headquarters in Johannesburg, South Africa. We produce and sell electricity generated from our wind and solar power plants in South Africa and Kenya.

RO BER T SKJO D T CHIEF EX E C U T IV E O F F IC E R

“Growing the company with a diversity that reflects the societies in which we operate.”

WHAT HAVE BEEN YOUR MOST MEMORABLE ACHIEVEMENTS AS CEO AT BTE RENEWABLES? Building and completing 5 projects at the same time, during the COVID pandemic, is most definitely a highlight for me – our team displayed true African

I N T E RV I E W

resilience. Also, growing the company with a diversity that reflects the societies in which we operate, in terms of gender and ethnicity, makes me proud – out of 160 employees, 158 have an African passport.

WHAT EXCITING PLANS DO HAVE FOR THE COMING YEAR? We will keep growing and meeting the potential for renewable energy in Africa by securing more projects that we will build, own and operate. We have very high ambitions for our socialeconomic impact, with our Sustainability team implementing new and exciting community projects.

We asked 3 BTE Renewables executives how impor tant gender empower ment is a t the company and what role they play in ensur ing it is an integral par t of p o licy a nd practice at BTE

NIKH AT H Z I G MUND BU SIN E SS D EV E LO P M ENT DIRE C TO R A F R ICA

Gender empowerment is extremely important at BTE, and BTE stands behind this in a number of ways.

For example, I am a founding member of the BTE Wellness and Inclusion Committee, which has a mandate to ensure that company initiatives are representative and inclusive for everyone across the organisation. The committee itself, comprises of members across age, race, and gender. I believe that creating such an inclusive culture is key to gender empowerment in the workplace. I also believe that having women in leadership positions helps amplify diverse voices from the top down and can provide role models in the company.

LIBBY HIRSHON S US TA I N A BI LI TY DI RE C TO R

Gender empowerment is inherent in the way we do things.

With a high proportion of women in leadership positions, we ensure that there are gender considerations at each level of the organisation.

For me it is done through always having diversity at the table when it comes to any form of decision-making.

The best kind of decisions arise out of bringing different perspectives together and taking these into account. Even views you don’t want to hear should be heard it’s often these views that bring about the best, most holistic solution.

K AT Y KAY G E N E RA L LE GA L COU NCI L

The empowerment of women in the Renewable Energy industry is high on the priority list for all of us, men and woman, at BTE Renewables and accordingly, in developing policies and practices, it is at the front and centre of our minds.

We believe that we can only thrive as a company if we promote an environment that encourages gender diversity and allows everyone the same opportunities and freedoms.

011 367 4600 | info@bterenewables.com Building 1, Des ign Quarter District F ourw ay s , 2191

S TA N D A R D B A N K TO P WO M EN L EAD ER S 219

I NT E RV I EW

AM I S

AMIS

I n te r v i e w w i t h A M I S M a n a g i n g D i re c to r, Raksha Naidoo

Raksha Naidoo is passionate about people. She focuses a lot of her efforts on the empowerment and development of people, and says that one of the things that excites her about her work is that she gets an opportunity to help develop people and their careers, and ultimately help make our society better. She also lives this passion within Women in Mining SA, where she serves as Deputy Chairperson.

WHAT HAS YOUR CAREER JOURNEY THROUGH THE MINING SECTOR BEEN LIKE, AND HOW DID YOU FIND YOURSELF AS THE MANAGING DIRECTOR OF AMIS? I never really knew what I wanted to do at school, and ended up studying Science at University, majoring in Pure and Applied Chemistry. Science always made sense to me, and I always enjoyed it. After graduation, I started my career as one of three women at a mineral processing refinery. The ideas I had of what the plant and laboratory would be like, were completely different to reality, and from that first day, the whole experience changed me and grew me. I was fortunate to have a great manager who played the role of mentor and helped navigate me through my first year, and offered

so much guidance and support that allowed me to learn and grow. Over the years my journey took me out of the laboratory and into various roles in production, and my love for this industry and operations was cemented. When I later joined AMIS, I was introduced into a whole other part of the mining value chain, and my career took a different direction when, after 18 months, I was offered the role of Managing Director. I was thrown into the deep end, with minimal support or help from the organisation. But I had an extremely supportive CEO, who handed me a pair of flippers and said ‘swim’, and I have been swimming ever since.

AMIS IS A LEADING MANUFACTURER OF “MATRIX MATCHED, MULTI-ELEMENT, CERTIFIED REFERENCE MATERIALS”. HOW EXACTLY DOES THIS CONTRIBUTE TO THE INDUSTRY? AMIS products offer mining laboratories quality assurance and comfort that their analytical data is accurate. Our products are matrix matched CRMs, made from naturally occurring ore bodies, that allow for a like-for-like comparison of commodities in different geologies and different geographies. In

220 STANDARD BANK TO P W O M EN LEADERS

addition, we also administer proficiency testing schemes, for laboratories to participate in, for interlaboratory comparisons, which allows and assists the labs to gain and maintain their ISO accreditations.

Over and above this, we are a team of technical experts, who are here to explore solutions with you, to further optimise your business needs.

IN YOUR OPINION, WHAT DO WE NEED TO DO TO GET MORE WOMEN WANTING TO CREATE CAREERS WITHIN THE MINING INDUSTRY? There is a lot that needs to be done, from the time young girls are choosing subjects at school and university already. More education needs to be done around STEM subjects and STEM careers, and this is something that we at Women in Mining South Africa (WiMSA) are very focused on.

The industry has a big part to play, and needs an integrated, multiple stakeholder approach across leadership, management, labour, government and communities to be successful. This journey is one that needs both men and women to walk through together. Men still dominate decision-making roles today and

AMIS

if they are not taken along in the understanding of bias, constraints and injustices inhibiting the representation and advancement of women in the industry, the industry will not make the required progress.

Technological changes and advancements will allow for more women to create roles and careers in the industry. As we move to increased automation, more job opportunities should open up for women.

Groups such WiMSA play a key role as well. Our purpose is to inspire women to build a better world through mining.

As WiMSA, we aim to provide support and guidance for personal growth, leadership and career development through building relationships, and we enable females in the South African mining industry through networking, stakeholder collaboration and mentorship.

As an industry, it should not only be about attracting women to the industry, but how do we retain women in this industry. Companies need to provide safe working conditions and environments, fair and equal pay, amongst a long list of other things.

And we should also be supporting and encouraging female entrepreneurs in the industry, who also have a big role to play overall.

WHAT HAVE BEEN SOME OF YOUR HIGHLIGHTS SINCE JOINING AMIS? The growth of the business is something I am very proud of. We acquired one of our competitors during COVID, based on a continent with an eleven hour time difference, which proves challenging but extremely exciting and rewarding as well. More than anything my biggest highlight at AMIS is continuously seeing my teams grow. Seeing people develop professionally and personally gives me a great sense of achievement. And when I see people in my team buy their first car or first home, or go on an overseas trip for the first time. And knowing that I was able to play a tiny role in those milestones brings me great joy.

I N T E RV I E W

WHAT DO YOU THINK IT TAKES TO MAKE A GREAT LEADER – AND WHO DO YOU ADMIRE? For me, being a great leader means being authentic, being real, being a good listener, displaying empathy and always doing the right thing, even when no one is watching.

I try to always be positive and spread that positivity and kindness throughout my teams. I value people and relationships and I invest a lot in them, in order to strengthen teams and ultimately try to help them become the best versions of themselves.

Different leaders in different industries offer perspectives that I draw from and take into my own leadership. People like Warren Buffet, Neil Froneman, Mark Cutifani, Magda Wierzycka - all great business leaders. Jacinda Ardern is always someone to admire, and I love JK Rowling for what she created in life by following her dreams. But, currently, one of the leaders I admire a lot is Thomas Frank, the manager of the Brentford Football Club.

In an industry that requires so much, and has such dispensable leadership, he took his little unknown, first division club, finished in third place, won the championship playoff, and was promoted to the EPL, and this season finished just five points outside the top ten in one of the biggest football leagues in the world. That is an achievement that can’t be done without great leadership.

WHAT EXCITING PLANS DO YOU HAVE FOR THE YEAR AHEAD? My motto is simple: Take over the world… the world of certified reference materials at least. I am always focused on that, through the growth of our businesses. And as part of my role at Women in Mining South Africa, we have many exciting projects that we are busy with and we continue to focus on how we can make a positive impact in society for, and through, women in the mining industry. So, lots of exciting plans for the year ahead!

Address: 11 Avalon Road, West Lake View Ext 11, Modderfontein, 1645, South Africa Tel: +27 (11) 923 0800 Website: www.amis.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 221

A DV E R TO R IAL

E XE C UTI VE UNDER WRIT ING MA NAGERS

EXECUTIVE UNDERWRITING MANAGERS

SUPPORTING GENDER EQUALITY AND EMPOWERING WOMEN

EUM is a funeral insurance administrator with a focus on simplified and affordable insurance solutions to all South Africans.

We believe that each person should have access to insurance to prevent families from indebtedness when a funeral occurs.

We have been working together with various insurance companies to ensure that we have the best market related funeral insurance solutions available to all South Africans.

EUM started as a small family business in 2007. It has grown to be one of the biggest funeral administrators in South Africa providing funeral insurance to over 100 000 policy holders throughout South Africa.

This year it celebrates its 15-year anniversary of excellence and dedication to our clients.

SOCIAL RESPONSIBILITY INITIATIVES EUM has assisted various communities through sound advice which empower and uplift the communities. We are involved with friendly societies and stokvels offering informal insurance solutions to communities around the country.

Through Covid we assisted funeral parlours with continuity by assisting with sanitizing material, masks and guidance on the Disaster Management Act. GENDER POLICIES EUM supports gender equality and empowering women not only as employees but also as our clients. 88% of our employee complement are women.

Our client base consists of both men and women within the insurance and funeral industries respectively.

We are delighted to see a shift in these industries with strong women leaders taking the front, becoming role models and influencers by moving the insurance and funeral industry forward.

In the funeral industry women have always fulfilled a major role when it comes to supporting other women with funeral arrangements. The role women have played in the mourning process, which forms part of our culture, also needs to be acknowledged.

000 STANDARD BANK TO P W O M EN LEADERS 222

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

Become a leader in your industry.

Invest in yourself and your skills.

•

Keep up to date with industry news, trends and legislation.

•

Build your industry network with industry leaders.

•

Invest in your company, skilled staff and technology.

•

Do not over complicate your services or product offering.

Simpler is better.

E X E C U T IVE U NDE R WR IT ING MAN AGE RS

I N T E RV I E W

EXECUTI VE UNDERWRI TI NG MANAGERS I N TE RV I E W W I TH V I C KY LO M BA RD, M A N AGI N G M E M BE R A N D OW N ER

A proven leader in the funeral insurance industry by adding her unique expertise in assisting growth in the industry through an extensive network of brokers, intermediaries and funeral parlours, Vicky’s passion and vision to provide South Africans with access to simplified insurance solutions has helped her to shape unique entry level insurance products which are affordable to all South Africans.

Vicky entered the insurance industry in 2019 and empowered herself by obtaining a qualification in financial management.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? 88% of EUM’s staff are represented by women. We are driven to empower women in EUM. Women are provided with guidance and opportunities to improve their skill development that will help them grow within the organisation.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The funeral and insurance industry is undergoing a major shift in the underwriting models and legislation. EUM will continue to focus on providing clients with the best market-related product that is accessible to all South Africans.

We have implemented various technological innovations to assist our clients to improve their business models ensuring growth and sustainability. It is important for us to ensure that our clients are equipped to handle macro financial challenges that they will face, and that they have the right business partner to help grow their business.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? EUM place emphasis on empowering women in our organisation, balancing it with the landscape within the funeral and insurance industries by representing women in the work place and women entrepreneurs.

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

Premium collections in the funeral industry have remained a major legislative concern.

We have partnered with various companies allowing funeral parlours and brokers to collect monthly premiums from their clients via debit order, enabling them to pay premiums at major retailers. We also implemented cash collection devices to limit fraud and ensure safe premium collection options for clients.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? EUM is a level 4 BEE company. 88% of our employee complement are represented by women.

The funeral industry has shied away from technological advances. However, through constant education we are assisting our clients to move from a very informal business model to a model allowing all policies to be managed on line and have full control

over premium collections. It is our view that the safest way to ensure a sustainable underwriting model is by moving away from manual collections, allowing clients to pay their premium through the various fintech solutions that we have implemented.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? Social media is a very important tool for any business. EUM understands the power social media available on all major platforms.

Here our clients can get a glimpse of current affairs in our organisation, funeral business and industry. It is a great format on which to interact with existing and new clients.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? To grow you need the right business partners.

We are a business-to-business firm. Our focus over the past years has been to form unique alliances and relationships with industry role players and our new focus will be to bring a diversity of products to our clients to broaden our market footprint. By doing this we will introduce new insurance products to our clients that are not just funeral based which will enable them to offer better services to their clients.

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? In our market we are limited to only South Africa due to license and legislations constraints. The funeral insurance market is uniquely developed around the burial needs of South Africans and our footprint is well

S TA N D A R D B A N K TO P WO M EN 000 E N L EAD ER S 223

A DV E R TO R IAL

E XE C UTI VE UNDER WRIT ING MA NAGERS

represented across South Africa. We have identified a business model and need for micro insurance in Africa and will pursue our dream to expand into these markets in the future.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? I am of the view that it is important for leaders not to shy away from technological advances in their respective industry.

Covid has pushed everyone to look at new ways of communicating and doing business with our clients. The old ways of doing business may not be sustainable in the future.

Invest in your company to ensure that you

have the necessary technological offerings and solutions for your clients’ needs.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? I am inspired by MTN with their promotion of women leaders in the work place. This can be seen across Africa. Mitwa Ng’ambi is a special inspiration as CEO of the telecommunications group in Rwanda.

As a young woman from Zambia, she has proven to be an inspiration that believes that an industry is built for Africa by Africa.

She believes in the continent and the empowerment and upliftment of the people of Africa which is in line with my aspirations for our beautiful Africa.

000 STANDARD BANK TO P W O M EN LEADERS 224

012 546 9977 info@eumanagers.co.za www.www.eumanagers.com 113 Van Rensburg Street, Parktown, Pretoria, Gauteng, 0082

NAT IO NAL DE B T ADV I S O RS

P RO F I L E

NATIO N AL D EBT ADV ISO RS ONE OF SA’S LEADING DEBT COUNSELLING COMPANIES

National Debt Advisors (NDA) is proudly one of SA’s leading debt counselling companies. Through empathy, unchallenged debt expertise and genuine customer service, NDA assists overindebted consumers in their journey to become debt free.

NDA empowers the people of South Africa, following the process of debt review as set out in the National Credit Act, to live a debt and stress-free life, every day, striving to make a difference in the lives of many.

BUSINESS SECTOR: Financial Services YEAR FOUNDED: 2013 NUMBER OF EMPLOYEES: Over 300 BRANCHES: 1 Based in Cape Town, offering nationwide services MEMBERSHIPS: The Financial Planning Institute of Southern Africa STRATEGIC PARTNERSHIPS: Financial Wealth Capital ANNUAL TURNOVER: R65-Million

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) NDA is an equal opportunity employer, consistently aiming for an all-inclusive and diverse culture among it’s workforce.

Initiatives driven by affirmative action and employment equity strategies, alongside mentoring, coaching and skills development programs, allows NDA to remain attentive to the vision of the

company, and the culture that breeds its service delivery.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Percentage of female executive directors/ senior management: >50.1% female executive directors • 25.1%-50% female executive • directors • 5%-25% female executive directors

5 TIPS ON THRIVING IN BUSINESS •

Stay abreast with what is

happening in your industry and

know when to lead and when to follow – as we have moved into the 4th industrial evolution, the

NDA: Female Representation Top management = 51% • Mid management = 100% • • Professional = 44% Skilled = 62% •

key to a successful business is

to stay abreast with technology

and continuously advancing your

team in all things tech and human

NDA has a proven track-record of supporting and through training, mentoring and coaching - accelerating the growth of women into top-tier leadership positions.

From humble beginnings and an entry level position as team leader, Charnel is now the CEO of one of SA’s leading debt counselling companies. Her journey embodies courage and tenacity, allowing her to pioneer the title of the first female CEO in NDA’s history, as well as being the first female CEO of a large debt counselling company in SA. Charnel’s success can be attributed to her business ethos, whereby she believes that to reach optimum heights, you need to keep your hands dirty- allowing you to keep a pulse on the business at all times. This, matched with her managerial style of working with her team, as opposed to over them, is a testament to not only her personal success, but that of her company and team.

development

•

Don’t deviate from your company’s

•

Never underestimate the value of

•

Be adaptable to change and the

•

Empower your team to be the best

core values

proper planning and processes

unexpected

versions of themselves inside and outside of the workplace

“Through my success, I am able to show women from our communities that with hard work, determination and staying true to yourself – you can do anything.”

S TA N D A R D B A N K TO P WO M EN L EAD ER S 225

I N T E N TI O NAL G END ER DIVERSIT Y Interview with Vinolia Singh, Group Executive -Human Capital at Adcorp

0 00 STANDARD BANK BAN K TO P W O M EN LEADERS 226

A D C O R P HO L D I NG S LTD.

Adcorp is the largest JSE listed workforce solutions company in South Africa. It has been in existence for 35+ years and has expanded its operations to include a sizable Australian footprint.

This is evident in the Group’s South African operations achievements from a Broad-Based Black Economic Empowerment perspective and its consequential Level 1 categorisation.

At Adcorp’s core is connecting and advancing human potential.

The opportunity to positively influence individuals, communities, businesses and society at large drives its purpose.

Trust and compliance are cornerstones of Adcorp’s culture. To support this, Adcorp has invested in leading class technologies to provide both the compliance its clients expect and to add meaningful data that enables them to make optimal business decisions.

VALUE PROPOSITION

Adcorp’s business model and associated value propositions can be broadly categorised into three primary solutions, delivered through strong brands under the umbrella of the Adcorp Group: 1. Staffing: the supply of contingent and permanent placement staffing requirements, supported by allied solutions.

2. Business function outsourcing: total management control of the outputs of business processes as defined by the business and based on partnership principles. Expertise in this regard extends through the realms of manufacturing, warehousing, professional services, ICT projects and training environments.

3. Training: multi-disciplinary training solutions with academic integrity that impact relevant current and future workforce skills.

CULTURE AND DIVERSITY

Inherent within any organisation that is people-dominated is the beauty of diversity. The foundation of Adcorp’s success and sustainability lies in how diversity is embraced and its value leveraged. This is wonderfully defined by the abbreviated definition of the South Africanism, UBUNTU, loosely translated to “I am, because you are.”

Adcorp proudly celebrates diversity in both its workforce and supplier base.

SOUTH AFRICA AND ECONOMIC GROWTH Adcorp has a significant role to play in the economic growth of South Africa.

The outsourcing of non-core processes is a dominant market trend. Outsourced models are therefore becoming more sophisticated to meet this need.

The Adcorp Group is ideally positioned to deliver on this by co-creating complete end–to–end workforce eco-systems, allowing its clients to focus on their primary value propositions. This involves integrated client and supplier relationships that consider mutually beneficial outcomes and reasonable risk sharing.

By virtue of its 35+ years of existence, the Adcorp Group has additionally developed deep industry sector knowledge. Consequently, solutions have evolved that include end-to-end management control within select sectors and that focus on the outputs of human effort as opposed to just the provision of the same.

This is a very exciting chapter within the Group and one that it expects to see continuing as the business as a whole focuses on achieving the sustainable growth trajectory that has become an Adcorp hallmark over the past three decades.

I N T E RV I E W

Why is gender diversity important to Adcorp?

Extensive research has shown that gender diverse organisations outperform their competitors. This is especially true when diversity starts from the very top at board level. It was a simple question: Why would Adcorp not want to reap the benefits of a truly gender diverse organisation? Adcorp operates in two geographies, South Africa and Australia. These are countries that have an estimated female population of 51,2% (approximately 30 million) and 50,4% (approximately 12,8 million) respectively. Adcorp’s stance is that our workforce should be representative of these demographics. As a management team, we truly believe that gender diversity in the workplace encourages a different way of thinking and different perspectives, resulting in alternative approaches to resolving business challenges.

How has Adcorp achieved gender diversity across all levels within the organisation?

We have been very intentional in our approach to drive and achieve gender diversity. We have not achieved 100% of our goals yet, but we are certainly on the right trajectory. Our Chairperson of the board is Mrs Gloria Serobe. Four of our 13 board members are female (31%), and four of our nine executive team members are female (44%).

Additionally, 49,2% of our entire permanent workforce in South Africa is female, while our Australian business’s female population makes up 63,4% of its permanent workforce. South Africa has seen a slight decline in the female workforce population, from just over 50% two years ago, and so all of our efforts are currently focused on getting back to that level.

000 S TA N D A R D B A N K TO P WO M EN L EAD ER S 227

INT E RV IEW

A D CO R P H OL DINGS LTD.

Adcorp has achieved a remarkable percentage of black women ownership, please share the approach that Adcorp has adopted to achieve this success.

Adcorp had created a new Employee Benefits Trust Scheme called AEBT3, which is a share trust scheme that was specifically designed to benefit female employees who are permanently employed across our South African business.

By implementing this trust scheme, Adcorp seeks to achieve the following: • Enable real black economic advancement amongst female employees.

• Be better positioned to compete in the marketplace by having 51% black ownership and 49,39% black women ownership.

• Enhanced employee participation in the future prosperity of the organisation.

AEBT3 has been created to drive value over a period of time. The Proposed BEE Transaction was structured differently to previous transactions in that it is a capital growth structure, which is not share price dependent (Adcorp’s listed share price) and allows Adcorp’s South African subsidiaries to obtain full net equity points over the lifetime of AEBT3. This gives Adcorp more certainty and ultimately ensures that the group remains competitive in the South African market, which will eventually be beneficial to the group and its shareholders, including AEBT3 beneficiaries. The proposed transaction ensures that all stakeholders are properly aligned to pursue long term growth and value creation, thereby enabling our female beneficiaries to enjoy financial gain.

What are the biggest challenges that female employees in your business face and what has Adcorp done to address these challenges?

We are a conglomerate of various businesses as a result of acquisitions over the years. A consequence of this was that each business had its own set of policies. For example, we had businesses offering their female employees 100% maternity benefit for up to four months, while on the other hand, we had businesses that never offered any form of maternity benefit to its female employees at all.

This was very limiting to those female employees who wished to maintain a career and start a family. It was therefore of paramount importance for management to streamline the maternity benefit across the group.

Another more recent example is the impact of the pandemic on how we operate as a business. Over the past months we have worked from home and our employees have become accustomed to this flexibility, allowing them to manage their work and home lives more effectively. This has been most prevalent amongst our female employees, who are in many instances mothers, wives and career women. As management, we decided to ask our employees how they see the future of work at Adcorp post the pandemic. Through a survey poll, the majority of our employees chose a flexible work arrangement through a hybrid rotational model as being the optimal future of work. To this end, the company will be adopting a permanent model that will allow employees to work at the office for two days a week and from home three days per week. This is yet another way to ensure we assist our female employees in overcoming any challenges that might prevent them from reaching their optimal potential.

0 00 STANDARD BANK BAN K TO P W O M EN LEADERS 228

What are your future plans to further enhance women in your business?

Skills and competency development amongst our leaders is a key focus for us over the next few years. We are concentrating our energies on ensuring that female employees are adequately developed to transition through our leadership pipeline and ultimately create opportunities for more female leaders at middle, senior and executive levels of management across our organisation. This requires us to focus our efforts to ensure more females are allocated bursaries to advance their studies, as well as encouraging more female participants across our various leadership development programmes.

This ultimately creates our own internal talent pool of skilled female leaders to take up new positions or be poised for promotions.

CONTACT INFORMATION Adcorp Address: Ext 6, Adcorp Place, 102 Western Service Road (parallel to the M1 Gallo Manor, Woodlands, Sandton, 2191 Phone: 010 800 000 Email: info@adcorp.co.za Facebook: @adcorpgroupza Twitter: @AdcorpGroup LinkedIn: @adcorp

T H E G OL D BA R

I N T E RV I E W

T H E G O LD BA R T H E G OLD BAR CEO, S H OLAIN P ERUMAL From Cashier to CEO and Mentorship Program is the organisation’s CSI initiative. Sholain conducts motivational talks to students and teachers at schools.

She has young girls shadow her, they have a coffee and discuss their future options. Sholain guides them through making decisions about studies and business.

Sholain Perumal began working as a cashier at a supermarket after matriculating. She earned just enough to help her family and enrol in short bookkeeping courses. It wasn’t until her mid-20s that she was able to afford to studying part-time toward her BCom in Financial Management Sholain went from cashier to admin assistant; bookkeeper to management accountant; financial manager to CFO and now a successful CEO of her own companies. Sholain has 6 companies, the largest being The Gold Bar. A philanthropist at heart, and business woman by trade, her monthly charitable initiatives are a large part of who she and Sholain believes that helping people is her purpose in life.

The Gold Bar is an upmarket gold recycling company with 6 stores based in high LSM malls around the country which offer customers an opportunity to trade in all their old unwanted gold jewellery for cash.

Part of The Gold Bar’s empowerment policies include the “Knowing You, Knowing Me” Program which offers mentorship and training sessions to employees as well as mental health discussions. The TGB Empowerment

“The Gold Bar’s most successful strategy have been one-on-one chats through general conversation, helping mentees find or realise what they are passionate about. In some instances I offer to pay for the course/studies depending on the person’s financial situation,”- Sholain..

SECTOR, PRODUCTS AND SERVICES Retail – Gold Recycling - Precious Metals Founded 2019 NUMBER OF EMPLOYEES 25 BRANCHES 6 MEMBERSHIPS Jewellery Council of SA (JCSA) PARTNERSHIPS I have 5 other businesses and act as a venture capitalist and mentor.

ANNUAL TURNOVER R25-million pre-COVID (R20-million since)

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS • • • • •

Know and understand WHY you are in business Be passionate about your business Don’t stop learning Understand that failure is a part of success Surround yourself with likeminded people who encourage and motivate you

CONTACT Physical address: Headoffice 3 Nkwazi Office Park, 3 Dumat Place, Mount Edgecombe Country Club Postal address: The Gold Bar Shop U04 Cornubia Mall, Mount Edgecombe, Durban Telephone:

STATISTICAL OVERVIEW

082 881 8654 (Office) or 082 496 9330

PERCENTAGE OF FEMALE SHAREHOLDERS: 100%

Email: support@goldbar.co.za

PERCENTAGE OF FEMALE SENIOR MANAGEMENT: APPROX. 80% PERCENTAGE OF FEMALE STAFF MEMBERS: 50%

Website: www.goldbar.co.za Facebook page: www.facebook.com/TheGoldBar1 Instagram: thegoldbar_sa

S TA N D A R D B A N K TO P WO M EN L EAD ER S 229

A DV E R TO R IAL

TH E DAW N OHSE

THE DAWN OF A NEW ERA

IN OCCUPATIONAL HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT - AT YOUR SERVICE part of the drive towards sustainability, hence The Dawn OHSE Consultants strives to assist companies in achieving excellence in health, safety and environmental sustainable performance.

We provide professional solutions for health, safety and environmental legal compliance, Risk Assessments, OHSE systems’ implementation, Responsible Care, Legal and Internal self-audits, OHSE Training including Legal Liability, Training in ISO 45001: 2018, ISO 14001: 2015 & ISO 9001: 2015, facilitating OHSE Committee & Strategic meetings, Dangerous Goods Training as well as firefighting & first aid training among other products and services.

The Dawn OHSE Consultants is a 100% wholly female black-owned company that was established in 2015 in order to service the Occupational Health, Safety & Environmental (OHSE) fraternity across the African continent and beyond. The Managing Director of the company, Dibuseng Maduane-Makobe, has been in the OHSE industry for more than 15 years working across various sectors of the industry, in both private and public organisations as well as parastatals.

One of the most important aspect that this business focuses on is compliance to OHSE legislative and other related requirements in order to reduce legal liability, for moral obligation purposes as all organisations should conduct their business activities in a responsible manner, with no adverse

WHY CHOOSE US Experience and subject • knowledge • Cost effective products and services • Customised products and services according to client’s requirements • Value adding products and services Client satisfaction is our core • driving value

consequences on all interested and affected parties, including the public and any other third party as well as for economic or financial benefits. The Dawn OHSE Consultants provides services to both the Public and Private sectors including parastatals and NGOs. We believe that The Dawn OHSE Consultants offer expert solutions to these health, safety & environmental challenges. Our expertise and experience in these fields, combined with our proven business structure and strategic partnerships, make us the logical service provider of choice for any proactive market leading organisation. We understand the challenges and pressures faced by organisations in fulfilling their Health, Safety & Environmental obligations as

230 STANDARD BANK TO P W O M EN LEADERS

TEL 082 371 6267 EMAIL dibuseng@thedawn.co.za WEBSITE www.thedawn.co.za

AFRICA DRIVING A TRANSFORMED ECONOMY 20 - 21 REGISTER NOW

topempowerment.co.za

JULY 2022

TOP PODCASTS

234 236 238 240 242 244 246 248 250

SOFT SKILLS ARE MAKING AN INCREASINGLY SIGNIFICANT IMPACT Shirley Zinn on how to live a purposeful life DIGITALISATION IN AFRICA, GENDER, PEACE, AND CREATING BETTER ACCESS FOR ALL Meet Vera Songwe ZOOMING IN ON WOMEN IN THE MINING INDUSTRY Impala Platinum (Implats) leading from the front HOW TO BE AN INSPIRATIONAL LEADER Meet Rolene Strauss GLAMOROUS BLOGGER AND THE OWNER BAKED ONLINE Meet Aisha Baker STRIKE A BALANCE BETWEEN KEEPING CLIENTS HAPPY AND ENSURING THE WELL-BEING OF STAFF Meet Mushfiqoh Samodien, Director at Aspire Solutions “WE ARE RESTLESS” Meet one of the 100 Most Influential in Gender Policy - Tunisian-Italian Sodfa Daaji HOW WE CAN WORK COLLABORATIVELY TOWARDS A MORE INCLUSIVE SOCIETY From Lisbon - Meet Mariana Santos, Founder of Chicas Poderosas “DEMOCRACY SHOULD START AT HOME” From Libya - Meet the young leader of the Kofi Annan Foundation and peace builder, Hajer Sharief

FEATURED CLIENTS

252

NEMESIS ACCOUNTING

254

FUTUREGROWTH ASSET MANAGEMENT

256 258 259 260

ZAMBIA NATIONAL COMMERCIAL BANK AFRIZAN PEOPLE INTELLIGENCE MULTINEED TRADING AND PROJECTS TAILORMADE SOLUTION

261

KEU UNDERWRITING MANAGERS

262

KUMYOLZ INVESTMENTS

263

ZIYANA BUSINESS CONSULTING AND TRAINING

264

TAGIT VHG HR AND PAYROLL CONSULTING CN OUTSOURCED FINANCE AKHILE MANAGEMENT AND CONSULTING

SOFT SKILLS ARE MAKING AN INCREASINGLY SIGNIFICANT IMPACT IN THE WORLD OF WORK C

I

STS. > C L CA O UNUSUAL

P

234 STANDARD BANK TO P W O M EN LEADERS

S

Born and raised in the Cape Flats area, Professor Shirley Zinn faced many challenges, but defied all odds, obtaining an M.Ed from the University of the Western Cape, and eventually completing a PhD at Harvard University. She successfully transitioned into the HR space, working as the Group Executive for HR at Nedbank and HR Director at Standard Bank South Africa. In 2008, Shirely was awarded ‘Top Business Women of the Year’ at the annual Top Women Awards. Today, she is a Consultant, running her own business, and is the published Author of Swimming Up Stream (2015) – a must read which truly inspires human endeavour.

Shirely is incredibly passionate about leadership, equality and empowerment – a passion which informs her strong work ethic.

RE TO A C

ES

PURPOSEFUL LIFE

HE

HE BUS S T IN

HOW TO LIVE A

K

ES

SHIRLEY ZINN ON

C

SH IR L E Y Z I N N

Prof. Shirley Zinn is the Author of ‘Swimming Upstream: A story of grit and determination to succeed’ (2015). Her career and life story is one of triumph over adversity and loss, which is illustrated by her biography. At present, she is the Non-Executive Director of Sanlam, and formerly held the position of Group Head of Human Resources at Woolworths Holdings Limited. Before that, she was the Head of Human Resources at Standard Bank South Africa. Possessing a wealth of experience in both Academia and HR, Shirley holds two Master’s Degrees and a PhD from Harvard. She also launched her own venture titled ‘Shirley Zinn Consulting’ – providing consulting and advisory services in HR, Transformation, Leadership and Education.

Prof. Zinn was awarded the Top Woman in Business and Government and Top Executive in Corporate South Africa

by Topco Media in 2008, and was also recognised by the Black Business Quarterly, receiving an award for Top Woman in Business and Government, as well as Visionary Woman in 2008. Shirley also received an award from the World Human resources Congress in Mumbai in 2007 and 2013 respectively for Excellence in Global HR In this Business Unusual podcast, Karla Fletcher engages in conversation with Prof Shirley Zinn for an incredibly motivational talk on ‘purpose-driven, value-based leadership’, and making a lasting, positive impact on society – and Africa at large. Shirley addresses new leadership paradigms, the growing importance of developing ‘soft skills’, practising gratitude in all spheres of life, and committing to constant self-improvement.

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

•

•

•

•

•

•

•

•

•

•

We need to celebrate the achievements of our women in South Africa more; so much greatness is developing by the hand of women and we need to continue to uplift them.

The past 12 months have been interesting, and have had a huge impact on leadership and business models. An empathetic approach to everything is needed now. This means we need new forms of leadership to progress.

As a country we have proven that we are able to sustain ourselves through prolonged periods of stress and anxiety; we have developed resilience.

It’s not just about ‘profitability’ at this stage. People’s livelihoods must be prioritised now, as remote working has prompted unhealthy ‘always on’ behaviours – managers need to step in to prevent burnout.

Important questions arise: How can we help people survive and grow? What types of leadership are we in need of that will make impactful changes in our nation?

From a business approach, high performance businesses are under ‘purpose-driven, value-based’ leadership – this is the winning formula to build a better economy, nation, and better communities.

When we strip everything of ‘status’, we’ll find that we are all human at the end of the day. Soft skills, such as communication styles, problem-solving, conflict resolution, and collaboration, are harder to build, but will make the most significant impact in the ‘new normal’.

You need to ‘unleash your own potential’ – It is the fear inside of you that is a barrier. Once you overcome fear your potential will emerge – Do the inner work and strengthen your resolve. Practice gratitude, generosity and be deliberate about what you are working towards – this is what leads to personal growth.

Women need to ‘swim upstream’ to claim their seat at the table – put yourself out there, even when you are being told ‘No’.

A cultural shift is required for businesses to be more inclusive. We need to find a way for women and men to co-create to address gender inequalities and work towards empowerment and innovation.

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 235

DIGITALISATION IN AFRICA, GENDER, PEACE, AND CREATING BETTER ACCESS FOR ALL: MEET VERA SONGWE K

HE

RE TO A C

C

CA O UNUSUAL

P

236 STANDARD BANK TO P W O M EN LEADERS

S

In this Business Unusual podcast, Karla Fletcher engages in conversation with Songwe for an incredibly insightful discussion on Digitalisation in Africa, Gender, Peace, and creating better access for all. Vera addresses the need to accelerate women in Africa, young girls having access to good mentors, Identity and registration issues, and formalising the African economy.

ES

Born in Kenya, Vera Songwe is a highly regarded economist and banking executive, with a long history of providing policy advice on development and a wealth of experience in delivering development results for Africa, as well as a demonstrated strong and clear strategic vision for the continent. Vera took up the role as the Executive Secretary of the Economic Commission for Africa (ECA) in August 2017 – at the level of Under Secretary-General.

Songwe has, to date, published multiple resources and policy ideas on development and economic issues.

HE BUS S T IN

STS. > C L

I

ES

C

VE R A SO N GW E

Vera Songwe Is the Executive Secretary of the Economic Commission for Africa.

She has a long-standing track record of providing policy advice on development and a wealth of experience in delivering development results for Africa, as well as a demonstrated strong and clear strategic vision for the continent. Songwe has, in addition, previously served as Regional Director of the International Finance Corporation, was Country Director for the World Bank and Adviser to the Managing Director of the World Bank for Africa, Europe and Central and South Asia. She is widely published and a nonresident Senior Fellow at the Brookings Institution’s Africa Growth Initiative.

In 2011, Songwe contributed to the Africa 2.0 initiative – bringing young Africans together to assist with the continent’s economic development.

Later, in 2013, Forbes recognised her as one of the ‘20 Young Power Women in Africa’. In 2014, the Institut Choiseul for International Politics and Geoeconomics selected Songwe as one of their ‘African leaders of tomorrow’. She went on to, then, collaborate with the Tony Elumelu Entrepreneurship Programme – pledging $100 million towards African start-up companies.

She holds a PhD in Mathematical Economics from the Center for Operations Research and Econometrics and a Master of Arts in Law and Economics and a Diplôme d’études approfondies in Economic Science and Politics from the Université Catholique de Louvain in Belgium. She has a Bachelor of Arts degree in Economics and Political Science from the University of Michigan and is a graduate of Our Lady of Lourdes College in Cameroon.

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

•

•

•

•

•

•

•

•

•

•

We as native African women know the continent, what we can contribute, and how we can do it. We know how to bring opportunities to light for other women who need assistance. Therefore, our voices need to be heard.

People need to be able to follow a leader and their perspective and values – spend enough time understanding what your goal truly is. Only then can you lead.

Having good mentors, as a girl or grown woman, is so important for building communities that are invested in a specific vision and end goal.

As a woman coming into a new team, you must learn who your staff members are, and understand their ‘why’, individually. This way you can uplift and motivate your team members.

Amazing lessons come from the amazing, real stories told by women (especially women leaders) across Africa. This is the power of an idea – this is how people get invested.

We must create inclusive access and vocalise the efforts of women in the tech and digital space.

Unfortunately, many women in Africa (including their babies) still need to be identified and registered in order to be on the system. Only then will they begin gaining access. However, there are still many identity and registration issues we need to overcome.

Accountability and programme reviews are important for tracking and stabilising systems.

Critique, recognition and collaboration are the tools needed for building a system to speak with one voice.

As African women, we need to work continuously towards leaving a great legacy behind – leaving stringer institutions, impact decisions and better policies.

Africa’s economy, as a whole, needs improvement to create better opportunities. The idea of this ‘informal economy’ should not be the main goal. We need to formalise the economy, and a ‘Digital Economy’ is a solution to this restriction.

Young graduates preparing to join the UN need to understand that there are graduate and intermediary student programmes, as well as a Global Hiring Programme. However, you don’t need to be in the UN to assist it’s plans and goals. Start conversations in your own communities and get the cycle of improvement and growth going. It won’t go unnoticed!

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 237

ZOOMING IN ON WOMEN IN THE MINING INDUSTRY RE TO A C

C

STS. > C LI CA

O

ES

S

UNUSUAL

P

238 STANDARD BANK TO P W O M EN LEADERS

HE

HE BUS S T IN

The mining industry has long been one of South Africa’s largest sectors, but women are still a minority in its workforce.

Impala Platinum (Implats) is one of the world’s foremost producers of platinum and associated platinum group metals (PGMs). The company aims to attract the best people in the industry and to maximise their potential, increasing organisational capacity and positioning Implats as an employer of choice. At the forefront of their mission is Diversity & Inclusion, making sure that more and more women are welcomed into the sector – taking on various roles in leadership, especially.

K

ES

IMPALA PLATINUM (IMPLATS) LEADING FROM THE FRONT

C

IMPAL A PL AT INU M (IM P L ATS )

Serving almost two decades in the mining industry, Thabile Makgala, Executive: Eastern Limb at Implats, Impala Platinum Holding Limited., is a Mining Engineer with a Bachelor of Science degree in Mining Engineering (cum laude) and an MBA. Thabile also holds a Mine Managers Certificate of Competency, as well as a Mine Overseers Certificate of Competency.

In addition, she is a member of the South African Institute of Mining and Metallurgy and the Institute of Directors in Southern Africa. As a Director and patron of Women in Mining South Africa (WiMSA), Thabile is a strong proponent of the advancement of women in mining and has been recognised globally for her work in this area. She was one of 16 South African women featured in the 2018 list of ‘Top 100 Global Inspirational Women in Mining’ compiled by the Londonbased non-profit organisation, Women in Mining UK. Lee-Ann Samuel, Implats Group Executive: People, has obtained notable achievements during her years in the industry, including being awarded HR Practitioner of the Year while at Nedbank.

She was also awarded the African Award Association (SARA) Reward Practitioner of the Year Award while at ABSA, and SARA Reward Strategist of the Year while at Goldfields. She holds a BA Psychology degree and an Honours degree in Political Science – both from the University of Johannesburg.

In this Standard Bank Top Women podcast, Fiona Wakelin, Head of Editorial for Topco Media, engages in conversation with Thabile Makgala, Executive: Eastern Limb at Implats, and Lee-Ann Samuel, Implats Group Executive: People. Both women weigh in on the transformational change taking place within Implats, and the larger mining sector in South Africa. Key themes addressed were organisational development, the role of women in mining, and important leadership statistics.

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

• At Implats, there is a major focus on Diversity & Inclusion and organisational development involving women employees. Women empowerment and embracing women’s-perspectives is essential for the organisation.

• It is imperative that we work together, within the mining sector, to drive societal change through corporate streams.

• It is suggested that a better ‘Women in Mining Proposition’ be drawn up and implemented to attract more women to the sector. We must work closely with universities and colleges to show the importance of the sector and why a career in Mining is a great, viable choice.

• With the introduction of new technological innovations, the ‘manly’, physical work is no longer the only role that can be taken up in the sector.

There are various positions that require more women onboard.

• Retention and promotion of women in mining needs to be addressed. We need to ensure that the mining environment is enabling women to progress into leadership roles.

• In terms of Gender Strategies in the sector, policies must not discriminate. You need to look at your data and make informed decisions on diversity and inclusion.

• Gender Mainstreaming is what has proven to assist both men and women employees in the workspace.

Change and empowerment starts at the top and trickles down as a result of quality leadership.

• Technology mechanisation is great for driving diversity and inclusion; it affords the opportunity to get women more involved in the sector and utilise their skills.

• Traditionally, we’ve been looking at women in mining from a very superficial level. More needs to be done so that we can see systemic change happen. We need better succession planning so that we can retain women in mining.

• It is essential that we preserve and protect our women in mining so that they have some sort of stability in society. Women are the backbone of the South African economy. We, therefore, must • ensure that they are economically empowered.

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 239

HOW TO BE AN INSPIRATIONAL LEADER RE TO A C

C

I

STS. > C L CA O

ES

S

UNUSUAL

P

240 STANDARD BANK TO P W O M EN LEADERS

HE

HE BUS S T IN

Rolene Strauss’s life, since winning Miss SA and being crowned Miss World in 2014, has been one of total transformation. A leading woman in many spheres, Rolene’s initial passion was Medicine, which she studied before getting married and becoming a mother. For Rolene Strauss, family comes first, thus, she understands the many roles women have to juggle on a daily basis whilst trying to achieve all the goals they’ve set for themselves.

She believes that if she opens up about her self-confidence journey and shares valuable insight, many women will be able to uplift themselves and find their true purpose in life, living unapologetically and being the best version of themselves.

K

ES

MEET ROLENE STRAUSS

C

R O L E NE S TRAU S S

Rolene Strauss is a mother, wife, graduated medical doctor, Transformative SelfConfidence Coach, author, entrepreneur, business woman, and was titled Miss South Africa Miss World in 2014. Today, Rolene is using her amassed platform as a key public figure to uplift women and coach them to reach their full potential.

In 2017, Rolene Strauss released a one of its kind Spoken Word Album called “Secrets to My Growth”, on which she shares practical tips and secrets to a more productive, purpose driven and joyful life. She launched her daily devotional titled “Reflections from the Heart” in 2019, in both Afrikaans and English. Within the pages of this special book, she shares 365 days of reflection, motivation and inspiration to a more selfconfident and happier you. You are bound to find your true identity while reading and working through this daily devotional with Rolene. That same year, Rolene launched her self-titled YouTube channel in an effort to transition and transform her identity beyond the pageant world.

In 2019, Rolene Strauss commenced her Master’s Degree in Philosophy, Management Coaching at the University of Stellenbosch Business School and her passion for coaching has grown leaps and bounds ever since. As a great public speaker and overall inspiration, Rolene is now known as a Transformational SelfConfidence Coach. The coaching model she uses, questions she asks, the way she listens and challenges she gives, has been instrumental in transforming and building self-confidence in the lives of women who never feel ‘enough’ at work or at home.

In this Standard Bank Top Women podcast, Karla Fletcher sits down with Rolene Strauss for a motivational discussion surrounding women rediscovering self-confidence, changing the narrative, and how women in South Africa can equip themselves to successfully climb the ladder towards positive leadership. Rolene provides key insight into maintaining a work/life balance, getting the most out of your personal growth journey, and overcoming stereotypes and domestic gaps.

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

• In rediscovering self-confidence, we need to see ‘vulnerability’ as the first step towards making progress. Open up and be transparent about the challenges you are facing – we are all human.

• Whether you’re in the spotlight or any career in general, it’s important to do your homework as there will always be pros and cons involved.

• If you have the platform, as a women leader, to influence the female community through positive upliftment, you should. Speak to peers and other experienced individuals and you’ll learn so much that could go towards making a real difference in other people’s lives.

• Change your mindset in order to change your narrative or image. You need to gear your thoughts towards growth and be open to learning for selfimprovement.

• Redefining your identity is a difficult process, and so is repositioning your brand as a woman. Do not make hasty decisions or sudden changes.

• As women, we often have this ‘ideal’ image we’re constantly trying to obtain ie ‘a new you’. There is a grieving experience involved when letting go of the ‘old you’. Look at the characteristics, values and skills you’d like to hold on to and nurture them first, before pursuing a new version of yourself.

• It cannot be stressed enough, but one needs to surround oneself with people who are supportive of your growth, purpose and passions. Your circle of friends and family should be an uplifting support system.

• You must maintain an objective view on life. Ask yourself: “Who do I want to be?”, not “What do I want to do?”. Find your purpose and decide to work towards a specific direction that you choose for yourself.

• It’s not necessary to know all the steps at once, but focus on the essential first step you need to take right now – just start and take everything from there.

You will learn as you go.

• If you can, support females around you to reach their full potential. Online courses and personal coaching can be vital to dealing with the gender gap in female leadership – help women to help themselves.

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 241

MEET GLAMOROUS BLOGGER AND OWNER OF BAKED ONLINE AISHA BAKER K

HE

RE TO A C

C

CA O

S

UNUSUAL

P

242 STANDARD BANK TO P W O M EN LEADERS

ES

Founder and Owner of Baked Online, Aisha BakerParnell is an award-winning digital content creator and entrepreneur with a flair for all things beauty, fashion and lifestyle. One of South Africa’s most beloved style icons and businesswomen, Aisha is a remarkable example of the results that can come from utilising social media to its full potential. Today, as a mother of two and wife to cricketer Wayne Parnell, Aisha continues to be an iconic creative through her eclectic array of entrepreneurial endeavours.

HE BUS S T IN

STS. > C L

I

ES

C

AISH A BA K E R

Aisha Baker founded BakedOnline in 2009, when launching her first blog bakedtheblog. com as a first-year student. “I am pretty blessed to run a business I am so passionate about, Baked is all about getting high on life, being fiercely feminine and inspiring women across South Africa and the world.” Aisha’s followers and readers are empowered women, opinion makers, culturally and socially engaged, ambitious, decisive and have a taste for all things stylish.

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

•

In 2016 Aisha was nominated by Nickelodeon as their favourite African blogger at the Nickelodeon Kids Choice Awards and received Glamour South Africa’s Glamorous Woman of the Year award in the same year. In 2018 she graced the cover of Cosmopolitan for their influencer issue. Most recently Aisha has been nominated for a 2019 Global Social award in the Inspiration & Influence category and won E! Entertainment Africa’s Pop Culture Social Media Award. With her platforms, Aisha hopes to create a space where young millennial women and moms, like Aisha, can interact with content that is relevant to their lives in Southern Africa, the United Kingdom and the United Arab Emirates. She was also listed on Forbes Africa 30 Under 30, in 2019, in the Creatives category.

•

In this podcast, Aisha Baker sits down with Karla Fletcher to discuss her successful transition from online blogging to making real-world change. Aisha goes into depth on how she juggles everything, finds inspiration for her next big business move, and how the term ‘influencer’ is set to evolve in coming years.

•

•

•

•

• • •

•

Many people are becoming “accidental entrepreneurs” due to social media. We are in the digital age so there are so many new and emerging avenues to explore when building a brand or business.

The term influencer gets thrown around quite loosely these days. This is because the influencer world has become so diverse – there is the consumer side and then there is the social change side of everything. Essentially, everyone is influential, in some way, in this day and age. You can literally monetise anything!

You need to have a very strategic online presence and not just post for sport. Post content that is tailored to your branding, and be selective with the partnerships you choose. Have intentional goals.

Focus on your messaging for both your audience and clients. You must form good relationships, and intention setting must be practised so you can weigh your priorities and work accordingly.

You will fail – it is inevitable. You will have setbacks and make mistakes. Life will throw new curveballs at you. However, these experiences are blessings in disguise that will teach you in tangible ways and make you stronger.

Rejection doesn’t mean that you’re not good enough. It just means that it’s probably not the right time. Believe in yourself and have patience.

And remember to check in with yourself on a regular basis – take care of your mental health.

If you want it, it’s yours! You are the only one holding you back. Get rid of self-doubt.

If you have a platform, educate and support people. Make an impact! Be more purposeful.

Try and find people who you can align yourself with to keep a healthy energy and good vibe flowing. Your support system is important.

All forms of mentorship matter. Even if the coaching or mentorship you receive is informal, it’s going to be worth it in the long run.

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 243

STRIKE A BALANCE BETWEEN KEEPING CLIENTS HAPPY AND ENSURING THE WELL-BEING OF YOUR STAFF. RE TO A C

C

I

STS. > C L CA O

ES

S

UNUSUAL

P

244 STANDARD BANK TO P W O M EN LEADERS

HE

HE BUS S T IN

Business Director at Aspire Solutions, Mushfiqoh Samodien, is celebrated for her passion for South African businesses, out-thebox thinking, and her incredible keynote speaking capabilities. As the recipient of the 2020 Standard Bank Top Women Award, in the ‘Top Woman in Tech’ category, Mushfiqoh continues to aim higher in her field and hopes to educate others along the way. A mom who takes keeping healthy seriously and a true role model, she has shown exemplary leadership and a knack for juggling multiple roles on a daily basis.

K

ES

MEET MUSHFIQOH SAMODIEN, DIRECTOR AT ASPIRE SOLUTIONS

C

MU SH FIQ O H SAM O D I E N

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

Mushfiqoh Samodien is passionate about “maintaining” and “sustaining” relationships, and prides herself on her network. She has fulfilled various roles (over a period of more than16 years) with a key focus on Business Relationship Management within consulting. Account Management and Business Development is her biggest strength. Her experience has been focused on Business Analysis, Project Management, Stakeholder Management, Elicitation,Release Management including Change Management and Training. Business Areas supported namely, Marketing (Trade and Brand), Finance, Corporate and Reg. Affairs, Legal, Risk, IT as well as a Global SAP rollout. Mushfiqoh’s cross industry experience, in both corporate and public sector, has awarded her the competency to thrive within strategy spheres.

In this Standard Bank Top Women podcast, Fiona Wakelin, Head of Editorial for Topco Media, engages in conversation with Mushfiqoh Samodien to discuss tangible value impact through technology, pivoting during the pandemic, and why networking is key. Mushfiqoh touches on finding work/life balance, female entrepreneurship, and why practising gratitude leads to more success.

•

Society needs to understand that ‘Tangible Value Impact’ through technology is so important. We are able to get so many new things out there, and people heard, through the correct adoption of IT and Tech. This is why we need better systems and relationship management – lifestyle meets tech!

•

Tip: The industry is constantly evolving; evolution takes place with the most well-known buzzword or company/brand, It is all about relevance and innovation.

•

Interaction with business users is essential. We are seeing less emphasis on specifications, and more emphasis on value and impact now.

•

Challenges are lessons. See this as a time to become more digital and up to date with trends.

•

Business cultures grow based on all members of the business being able to contribute significantly to making a positive impact possible. Your team members need to know exactly what they’re working towards to ensure delivery.

•

Strike a balance between keeping clients happy and ensuring the well-being of your staff.

•

In terms of personal wellness and fitness, the first step is admission. Respect yourself and respect your time.

One cannot just operate 24/7. Take time to breathe and get some sun.

•

As a leader, when you are giving someone else advice, take some of those wise words for yourself, too. Always try to inspire others to take those first steps, but educate yourself and keep aiming higher – stay stimulated! Pride yourself on structure and having ‘skill of mind’.

•

Covid has made so many people lose their passion for their careers. We’ve been in a survival mode with not much social support. As we get back into an entrepreneurial mindset, we must focus on the ‘why’ – it cannot just be about making money anymore.

•

You can find guidance through established networks so it is important to reach out. Find mentors and coaches – do not think that you are in this alone.

Networking is vital!

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 245

“WE ARE RESTLESS” RE TO A CC

I

STS. > C L CA O

ES

S

UNUSUAL

P

246 STANDARD BANK TO P W O M EN LEADERS

HE

HE BUS S T IN

Having faced tragedy as a teenage girl, today Sodfa Daaji is a remarkable Women’s Rights Advocate, who is passionate about Feminist Jurisprudence.

Currently, Sodfa is the Campaign Coordinator for the Nala Feminist Collective – guided by the Africa Young Women Beijing+25 Manifesto targeting the political, digital and offline spaces – its areas of work focus on Advocacy, Research and Fellowships. She is also the Executive Director of the African Legal Think Tank on Women’s Rights.

K

ES

MEET ONE OF THE 100 MOST INFLUENTIAL IN GENDER POLICY TUNISIAN-ITALIAN SODFA DAAJI

C

SO DFA DA A JI

Sodfa Daaji is the Founder and Executive Director of the African Legal Think Tank on Women’s Rights, and she is currently a Research Fellow at MS Training Centre for Development Cooperation (MS-TCDC).

Previously, she has consulted for the Youth Department of the Council of Europe, and has coordinated the African Young Women Beijing+25 Mobilisation for the African Union Office of the Youth Envoy. Sodfa has served as the co-chairperson of the Afrika Youth Movement and in the Youth Advisory Council of United Nations Girls Education Initiative.

Sodfa was recognised among the 100 Most Influential in Gender Policy by Apolitical.

In this Standard Bank Top Women podcast, Sodfa sits down with the Head of Editorial for Topco Media, Fiona Wakelin, to discuss her 28 year journey within the Women’s Rights space.

Sodfa provides insight into womenled research, mainstreaming gender amongst youth clusters, the current digital divide women are facing, and the on-going struggle across the globe for gaining access to justice. She also provides in-depth understandings of ‘The Feminine’, technologicallyfacilitated gender-based violence, and the liberation of women in disasterstruck regions.

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

•

•

•

•

•

•

•

• • •

Women-led research efforts are so important in order for women to gain access to all the information and data they need. This way, simplified clusters of data can reach women (especially those facing increased marginalisation) who lack access to educational resources.

There are so many brave and tenacious women out there who all have a unique story and have faced phenomenal challenges. These women need an empowering platform to be heard and to speak up for themselves. This requires addressing issues related to safe space and access. If this is not resolved, society cannot positively progress into the future.

Feminism is key to the 2030 Agenda for Sustainable Development. However, it must be understood that Feminism goes beyond just Women’s Rights – we need to focus less on guiding frameworks and labels, and more on issues such as inclusivity, mental health, fitness etc.

With the Digital Divide and 5G, tech has the potential to be a positive influence by providing opportunities for combating oppressive regimes.

In the same breath, technology and the online space pose major identity and safety risks for women.

The liberation of women requires a global movement towards creating platforms for action, taking collective accountability, and the mobilisation of these platforms.

Covid-19 has had a great impact on women’s activism, presenting both challenges and opportunities. Most importantly, we have witnessed the increased vulnerability of women in all markets. This has exposed the fragility of the system. Thus, we need new, alternative, resilient systems to be put in place.

We should not accept the structural deficits of the past. Instead, we should rather build something new together as a collective power, and empower one another.

The agenda of women advocates should include security, peace and humanitarianism. Women peacebuilders also require support systems.

The Pan Africanist spirit still needs to be unlocked.

This is essential to achieve the ‘freedom of mobility’.

It is important that men educate themselves as they are key players in this fight. Thus, men need to understand the patriarchal issues and oppressive structures that women are facing. This will make sure that longterm change occurs.

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 247

HOW WE CAN WORK COLLABORATIVELY TOWARDS A MORE INCLUSIVE SOCIETY FROM LISBON MEET MARIANA SANTOS, FOUNDER OF CHICAS PODEROSAS K

HE

RE TO A CC

CA

ES

O

HE BUS S T IN

STS. > C L

I

ES

C

S

UNUSUAL

P

Mariana Santos from Lisbon wants to change the world, and is working on it right now. She founded Chicas Poderosas, a non-profit organisation that aims to bring more women into technology. The organisation was founded in Latin America, back in 2013 while she was an ICFJ fellow. Chicas Poderosas is a global community that ignites change by inspiring and developing women in the media and creating opportunities for all voices to be heard.

248 STANDARD BANK TO P W O M EN LEADERS

MAR IANA S A N TO S

Mariana Santos runs Chicas Poderosas full-time with her team and a board of directors, experts in the different areas of journalism, entrepreneurship, business, innovation and design thinking. She was previously the infographics editor at Olympic Committee Rio in 2016, and was also the Director of Interactive and Animation at Fusion Media. Mariana was also the Knight Innovation Chair at Florida International University during 2015 - 16. She was a JSK Knight fellow at Stanford in 2015 and a Knight International Journalism Fellow from 2013 - 14 working all across Latin America in major newsrooms and with independent journalists.

Mariana Santos is a visual storyteller, who did groundbreaking work as a member of the interactive team at The Guardian in London. A trained animator, she pioneered the newsroom’s use of motion graphics to make data stories more compelling.

She leads design thinking workshops to increase multidisciplinary approach to storytelling, and she is a leader in community transformation via digital training.

In this Standard Bank Top Women podcast, Head of Editorial for Topco Media, Fiona Wakelin, sits down with Mariana Santos to discuss the representation of women and other marginalised communities in the media, and the importance of advocating for different leadership styles. Mariana goes in depth on teaching women to work collaboratively, gender perspectives and social betterment.

P O D CA S T

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

• Traditionally men have been making decisions regarding what topics and agendas receive coverage in the media. This lack of womens’ perspectives needs to be redressed. We need more inclusivity.

• The other side of the story needs to be told; taboo topics need to be made more mainstream. A female energy can contribute to telling these other stories, especially online. We must show realities that are not being seen.

• Advocacy surrounding leaders and different leadership styles needs to be enhanced. Adopting different leadership methods and attitudes will make room for diversification and bring marginalised communities into frame.

• We need to give pioneering women better platforms to make change, uplift and encourage communities and work collaboratively towards a more inclusive society.

• Technology is a major asset in all of this. With such innovation, we can get important messages out there. Technology allows women journalists to have a better connection with their audiences.

• Women need more support in the form of Digital Training – learning how to scrape and find databases and connect with large social networks.

• Digital events (which have become more popular due to Covid-19) have allowed for larger audiences, providing more women with insight to develop new content and programmes. This creates more access to online courses as well.

• A huge gender gap still exists in regards to Women’s Rights. We need to be there for women, especially for those who need someone to fight for their rights – we are all entitled to human rights!

• Oppressive regimes need to be fixed; there is much unfairness in the world that must be redressed.

• The power of visualisation and putting out REAL stories has never been more necessary!

Desensitisation has been preventing society from facing the ‘ugly’ and becoming active agents in the fight for Women’s Rights.

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 249

“DEMOCRACY SHOULD START AT HOME” HE

RE TO A CC

STS. > C LI CA

O

ES

S

UNUSUAL

P

250 STANDARD BANK TO P W O M EN LEADERS

K

HE BUS S T IN

Hajer Sharief, co-founder of the Together We Build it NGO in Libya and an Extremely Together Young Leader of the Kofi Annan Foundation, is known for playing a key role in peacebuilding and conflict prevention. An initiative of the Kofi Annan Foundation’s Extremely Together initiative, Hajer has also assisted in designing the first ever youth-led countering violent extremism toolkit. A former member of the UN Advisory Group of Experts for the Progress Study on Youth, Peace and Security, Hajer is a recognised UN Women Champion on Women, Peace, Security and Human Rights, and has been nominated for a Nobel Peace Prize this year.

C

ES

FROM LIBYA - MEET EXTREMELY TOGETHER YOUNG LEADER OF THE KOFI ANNAN FOUNDATION AND PEACE BUILDER, HAJER SHARIEF

HAJER SHARIEF | PODCAST

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

As a human rights advocate and the co-founder of “Together we build it”, Hajer Sharief promotes gender equality and the participation of women and youth in peace building efforts in Libya.

She was selected by the UN SecretaryGeneral to serve as a member of the Advisory Group of Experts for the Progress Study on Youth, Peace and Security mandated by UNSCR 2250. Hajer is also one of the twelve UN Women Champions on Women, Peace, Security and Human Rights.

In this Business Unusual Podcast, Karla Fletcher chats with Hajer Sharief on how she began her peace-building journey and what inspired her to take this path. Hajer goes in depth on topics surrounding democracy and gender norms, as she discusses sensitive womens’ issues and the importance of womens’ participation in debates geared towards societal change.

• In rediscovering self-confidence, we need to see ‘vulnerability’ as the first step towards making progress. Open up and be transparent about the challenges you are facing – we are all human.

• Whether you’re in the spotlight or any career in general, it’s important to do your homework as there will always be pros and cons involved.

• If you have the platform, as a women leader, to influence the female community through positive upliftment, you should. Speak to peers and other experienced individuals and you’ll learn so much that could go towards making a real difference in other people’s lives.

• Change your mindset in order to change your narrative or image. You need to gear your thoughts towards growth and be open to learning for selfimprovement.

• Redefining your identity is a difficult process, and so is repositioning your brand as a woman. Do not make hasty decisions or sudden changes.

• As women, we often have this ‘ideal’ image we’re constantly trying to obtain ie ‘a new you’. There is a grieving experience involved when letting go of the ‘old you’. Look at the characteristics, values and skills you’d like to hold on to and nurture them first, before pursuing a new version of yourself.

• It cannot be stressed enough, but one needs to surround oneself with people who are supportive of your growth, purpose and passions. Your circle of friends and family should be an uplifting support system.

• You must maintain an objective view on life. Ask yourself: “Who do I want to be?”, not “What do I want to do?”. Find your purpose and decide to work towards a specific direction that you choose for yourself.

• It’s not necessary to know all the steps at once, but focus on the essential first step you need to take right now – just start and take everything from there.

You will learn as you go.

• If you can, support females around you to reach their full potential. Online courses and personal coaching can be vital to dealing with the gender gap in female leadership – help women to help themselves.

CLICK HERE TO LISTEN TO THE FULL PODCAST

S TA N D A R D B A N K TO P WO M EN L EAD ER S 251

N E M E S IS ACC OUN TIN G

A DIFFERENT BREED OF BUSI N E SS SOLUTI ONS

OUR CO N T R I BUT I O N S TO TRA NSF OR M AT I O N …

In August 2018 we hosted our first Women’s Day event: Business Woman Of The Future. There we addressed the neuropsychological connection and impact on women in business.

SME Warrior, the training and development arm of Nemesis Accounting, was born in September 2018. The focus being on SME training and development, strategic business implementation, business transformation through neuroeducation and business development.

The basis of training is based on neuro-social, NLP methodologies and brain integration application.

In March 2019 in association with Y-Connect, we hosted an interactive business workshop: Ignite Your Sales and What’s Your Money Game. A new and different approach to sales, finance and money management was showcased using NLP application and integration on a business level. August 2020 marked the 2nd Women’s Day event: COVID-19 – New Business Woman Of The Future.

Come September 2020, I was a panelist on the Skills Development Summit which was held in Cape Town – a virtual event due to COVID. In depth discussions about the SME sector, solutions, ongoing problems and more specifically governments involvement and lack thereof in the SME space. In December 2020, I hosted a four-week change and integration workshop for women based on neuro- linguistic

programming and removing blockages in the systemic mind and body.

The objective was to release built up emotions and old patterns that were stumbling blocks for achievement and progressive thinking.

Foundational business skills and knowledge is of paramount importance, now more than ever before. A new paradigm of thinking and agility must be developed in order for us to emerge at our highest level of excellence.

WH AT IS I NNOVATI VE IN TE G R ATED EM P OWER M ENT? We know about empowerment, or so we think we do. But history has shown us that the empowerment practices and strategies have not served us well. Government has been battling to inspire and achieve true empowerment results across the sectors. Our economy and the SME sector is living proof of this.

252 STANDARD BANK TO P W O M EN LEADERS

Nemesis Accounting and its associated training company, SME Warrior, have an answer to this: Neuroscience, Neuro-education and Multiple Brain Integration Techniques.

We are in the 4IR age. This means radical innovation to achieve our goals on every level. For business development at an intrinsic level, this is the only way to go. Enabling systemic replacement of old methods and thinking with new dynamic and innovative approaches to building new neural pathways in our people.

Our workforce desperately needs to be equipped with dynamic problem solving methods.

Learning, unlearning and relearning are the core elements of successful navigation and business continuance.

The real key to success is the correct use of knowledge, defined skill sets, training, agility and understanding of what you’re in and what you’re doing.

With NLP and brain integration we can enable this level of functionality to occur.

We bring a fresh and innovative approach to operating a business and building a business. Neuroscience methodology and application of brain integration techniques means that we are now able to achieve better, faster and with greater retention than ever before. Through guided training and development our SME sector can be on a serious road to recovery.

Statistics provided by the University of the Western Cape (2020) state that South Africa has one of the highest

NE ME SIS ACCO U N TI N G

failure rates of SMMEs in the world, with at least 70-80% of them failing within the first five years.

“These stats are shocking and only proves just how desperately the SME sector needs direction and new learning abilities coupled with agile thinking and problem-solving strategies,” says Shani, Founder of Nemesis Accounting, which is not your average financial accounting services provider.

I S T HE RE A S E C R E T FO R M U L A ?

Shani is an NLP Master Practitioner and an MBIT International certified coach. With the techniques applied through these modalities, we enable an intrinsic shift at a cellular level to take place within a person, bringing about long lasting transformation on a

A DV E R TO R I A L

business and personal level.

This is exactly the type of innovative transformation that the business sector needs. We need to accept and embrace a new way of upskilling to maximise our human capital. We need to create new neural pathways that will enable our people to prosper.

With our aligned service offerings we enable you to realise and experience the intrinsic change.

Another huge project is with SMART SME. This is a business expansion project. We will be teaching business skills, money management, instilling agile thinking, dynamic problem solving techniques, brain integrated alignment and neuro-programming to enable lasting retention of the neural upgrade. We are aiming to launch the project by June 2022.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 253

F UT UR E G ROW T H M EET S I NDI M ABAS O-KOYANA, FOUNDER AND CH AI R PER S ON OF AWCA I NVES T M ENT H OLDI NG S - FUT UR EG R OWT H ’ S NEW EM POWER M ENT PAR T NER .

Purpose-driven, determined, and a role model for fellow black female CAs. Maseabi Marageni, Futuregrowth’s Head of Business Development, enjoys a candid conversation with Sindi Mabaso-Koyana.

Described by a colleague as purposedriven, a disciplinarian, a role model and a mother (to all), Sindi Mabaso-Koyana has been a determined self-starter from a young age, seeing any bump in the road as a challenge to overcome and go on to thrive.

Growing up in a township in Durban with her brother and single working mother, she started school at four, matriculated at 16 and, as the top-performing student at her school and in the province, was awarded a scholarship to study at university.

Sindi entered the business world as one of the few female chartered accountants (CAs) in a male-dominated industry.

She started in the public sector but eventually left when she started having concerns about corporate governance.

She then teamed up with fellow CAs to set up the African Women Chartered Accountants (AWCA) non-profit organisation (NPO) and went on to set up and become a managing partner of AWCA Investment Holdings (AIH) to fund the NPO. Certainly purpose driven, Sindi has found meaning in giving back to the community in which she grew up and, having experienced the challenges of becoming a

female CA, has devoted herself to making it easier for young black women to choose this career path and flourish in their careers.

This year, after more than a year’s negotiations and financial structuring, AIH concluded a momentous BEE deal with Futuregrowth Asset Management, one in which both parties have experienced a meeting of minds and shared values: both are firmly committed to achieving genuine broad-based empowerment.

I spoke with Sindi about her background, what motivates her and why she is so excited about AIH’s BEE partnership with Futuregrowth.

WHAT IS YOUR PERSONAL AND PROFESSIONAL BACKGROUND? Growing up in a township in Durban, our lives weren’t easy. My mother was a single working parent, which meant that she wasn’t around a lot and I had to become independent from an early age. When I was four, my mother asked me to go along with my brother to school because she didn’t have anyone to look after me at home. At the end of the year, I got my report and insisted on going on to the next grade, which meant I matriculated at 16.

During my matric year, I heard that the student who came top of the class would be given a bursary to study at university.

I was not number one in our grade, more like number three or lower, but I was determined to get the bursary and studied as hard as I could that year - and ended up

254 STANDARD BANK TO P W O M EN LEADERS

being the top performer in both my school and the province. There were advantages and disadvantages to attending university at an early age. But I was committed to learning, took on the most difficult assignments and eventually qualified as a CA. At 30, I joined Transnet, which was then a large conglomerate, with SAA as one of its subsidiaries. I enjoyed working in the public sector because, now that we had been given the opportunity to excel, we wanted to showcase black talent. It’s a pity that over the past 10 years the tide has turned so completely.

I then worked at Prasa but left abruptly because I had serious concerns about corporate governance. It was a blessing in disguise.

After setting up a non-profit organisation (AWCA) in 2002 with fellow black women CAs, in 2008 we formed AIH, an investment holding company, to mobilise funding for the NPO because we saw BEE transactions were being done. We knew we weren’t just willing but had something to offer.

WHAT HAVE BEEN THE HIGHLIGHTS OF YOUR CAREER? My first, proudest moment was qualifying as a CA. It wasn’t easy and I had to persevere to get there. The second was when I was appointed Group CFO of Transnet at the age of 31 and the third was when I was appointed Deputy Audit Committee Chair of FIFA as part of the global football body’s governance reforms.

FU TU RE GR OW TH

I N T E RV I E W

A more recent highlight (in March this year) was being invited to speak and teach at The Entrepreneurial School in Austria as part of their Distinguished Guest Lecture Series.

WHAT WAS IMPORTANT TO YOU WHEN YOU SET UP AWCA? AWCA was born out of our desire to see more black female CAs enter the profession.

I also understood how difficult this was because I had experienced the same challenges on my journey.

I didn’t know much about the profession and if I had not completed maths higher grade (against the advice of my teacher) I wouldn’t have been able to study towards a BCom Accounting degree.

I met three fellow women CAs and knew that I wanted to give back. But we didn’t know any young female CAs and needed to create a network. So we created AWCA in 2002, intending to identify and nurture black female talent.

What makes AIH so special is that, through our funding, we can meaningfully contribute to the lives of AWCA’s 2 000 members.

ARE YOU ACHIEVING THAT VISION? I believe we are realising our vision and that the legacy we are building will last a long time.

WHY DID YOU DECIDE TO PARTNER WITH FUTUREGROWTH? It’s critical to us that we work with partners that align with our vision. We’ve walked away from deals where that hasn’t been the case.

After setting up our private equity fund, we started to identify deals that were not only promising our required returns but we felt were also aligned with our values, of which Futuregrowth was one.

A year later we concluded our BEE deal with Futuregrowth, which was structured as 60% debt and 40% equity and we funded the 40% equity contribution ourselves, satisfying Futuregrowth’s wish to see us demonstrate we had our skin in the game.

What we liked about Futuregrowth is that it is a leading asset manager, run by a solid team of leaders who stand for what is right and it ticks all the boxes when it comes to ESG, social development and financial upliftment.

An added benefit to partnering with them is they will need finance and investment management skills and we have a pipeline of skills that can find a place there.

WHY IS PURPOSE SO IMPORTANT TO YOU? I have always felt the need to identify what my value is in society, in my family and among colleagues. I experienced accountability at a very early age and my mother drove home how important it was to do something meaningful with your life.

That drives my passion in everything I do.

Knowing we have limited time in a day, I always ask myself: What did I do that matters today?

WHAT HOBBIES/INTERESTS IN YOUR PERSONAL LIFE GIVE YOU THE MOST SATISFACTION AND WHY? I love running, not to participate in races or compete but for my health and vitality, and to clear my mind. I wake up early at 4.30am

and like to create a sacred space in which I can pray and meditate. I have always loved travelling and, over the past 15 years, I have visited an ashram in India several times as part of my spiritual journey. These activities ground me spiritually and have held me together even during some most difficult times in my life.

WEBSITE

www.futuregrowth.co.za

Futuregrowth Asset Management is a licensed financial services provider.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 255

Z AMB I A N AT I ON AL COMM ER CI AL BA N K (Z AN ACO)P L C Provi di ng the best i n val ue sol uti ons to clients

I N TE RV I E W W I TH M UK WA N DI C H I BE S A KUN DA , C E O

Zanaco was established in 1969 by the Government of the Republic of Zambia (GRZ) to service the financial needs of the Zambian economy. It has since evolved into a leading financial institution, popularly dubbed as the ‘People’s Bank’. Our shareholding structure comprises ownership by Arise BV with 45.59%, the Industrial Development Corporation with 25%, our national pension scheme with 10% while 19.41% is listed on our stock exchange.

Zanaco is the largest onshore lender in Zambia and has a balance sheet with total assets of over $1.5-billion.

As a Bank we are focused on delivering our Future through Sustainable Strategic Collaboration. The Bank sustainably collaborates with various Development Finance Institutions, Venture Capitalists and other funders. Through this, we have been able to facilitate funding of over $300-million in the last 5 years to both Large Corporates and Small and Medium Enterprises (SMEs) as well as individuals in various sectors.

Our vision is to be Zambia’s leading universal transactional financial institution providing the best in value solutions to clients whilst supporting financial inclusion.

Zanaco has scored various innovations of firsts in our market such as, being the first Bank in Zambia to introduce ATMs,

Internet Banking services, Mobile Banking and Agency Banking service which currently has the largest footprint in the country with over 17,000 agents.

In our 2021 financial performance, the Bank recorded a Profit After Tax of USD 63-Million which was the highest Profit After Tax ever recorded in the History of the Bank and the Banking Industry in Zambia.

Zanaco is a four-time recipient of the Euromoney award for best bank in Zambia. Having won the award in 2012, 2013, 2018 and 2021.The award has recognised the Bank’s focus on delivering on strategy, innovation and resilience.

Further Zanaco is a three-time recipient of Best Bank in Zambia awarded by Global Finance receiving the award in 2020, 2021 and 2022. The award recognises the Bank’s “commitment to customers’ needs in difficult markets and the accomplishment of strong results while laying the foundations for future success”.

SOCIAL RESPONSIBILITY INITIATIVES Zanaco operates on an ethos partnership whose focus is on growing individuals, growing businesses, growing communities and ultimately growing Zambia.

Zanaco’s Corporate Social Responsibility focus areas include: Financial literacy/education for • women, children and youth • Supporting digital initiatives/ innovations • Education - As one of the key pillars of the Bank’s CSR

256 STANDARD BANK TO P W O M EN LEADERS

guidelines, Zanaco has supported the construction schools as well as the purchase and distribution of menstrual materials to combat period poverty to keep girls in school .

Health initiatives that promote healthy lives and ensure the well-being of all ages, including support to national priority areas in instances where disasters or pandemics occur. During the second wave of the pandemic, the Bank supported the ministry of health with funding towards the purchase of oxygen, medication, laboratory test kits and ventilators valued at over USD-255,000 Environment – The Bank supports environmental initiatives that promote a clean environment as well conserve it and extends to

•

•

water and sanitation initiatives.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

Build an agile strategy that will allow you to adjust to changes in risk and in the environment

• •

Lead authentically Focus on building and rewarding your teams

•

Place innovation at the core of what you do to stay ahead

Z A N ACO

GENDER POLICIES Zanaco focusses on gender parity and looks to achieve having 50% of its female workforce in leadership roles. The Bank has in place a mentorship programme for its female staff in order to deliberately achieve its parity target.The Bank further has developed products and solutions targeted at the female economy.

OUR TOP WOMAN Mukwandi Chibesakunda, Zanaco Chief Executive Officer Mukwandi Chibesakunda is the first female Chief Executive Officer of Zambia National Commercial Bank (Zanaco) Plc. Mukwandi was also the first Executive Director Consumer Banking at Standard Chartered Bank. She has served in executive capacities at Stanbic Bank Zambia as Head of Personal and Business Banking and has been featured in various leading publications such as Forbes and African Leadership, addressing subjects on leading transformational growth and supporting the growth of SMEs. In February 2019 she was one of ten delegates from across the African continent conferred with a leadership award from the African Leadership, in recognition of her corporate governance leadership.

Mukwandi was named CEO of the year in Zambia, 2021 by the CEO monthly, an internationally renowned magazine, by publishing house AI Global Media and was named joint African Female Leader of the year 2021 by Africa Leadership.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? At Zanaco we place importance on gender parity in the workplace, we have therefore put in place a mentorship program to build our pipeline of female leadership and achieve our target of 50% women in leadership.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Having more women placed in leadership roles, we have seen more women in our pipeline seek leadership roles within the organisation. Further, through the implementation of our women’s mentorship programme we have been able to bridge training gaps and build the necessary skill and capacity for our female staff.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? With regards current trends, we have seen growth in technology adaptation and gravitation towards digital financial solutions, particularly those offered by telecommunications companies. This is evidenced in the increased growth in Mobile Money usage in the Country, whose subscriptions stood at 10.4 million in 2021. Be this as it may, we have also witnessed increased interoperability; further there is increased interest and adoption of crypto currency. This trend towards digital solutions has also increased the risk of digital fraud requiring increased sensitisation to customers.

Furthermore, the COVID-19 pandemic continues to have an impact on businesses. As a Bank we continue to monitor the effects in order to seek solutions for our customers and manage business risks.

In terms of future trends, big data, climate change and digital-first solutions and strategies will have more precedence than they do currently – and as a Bank we are taking steps to begin responding to these future trends now.

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

As a Bank we are driving a digital first strategy as a means of making banking easier for our customers as well as make our services more accessible to our customers. We have made great strides in driving this strategy as we have achieved remarkable growth in the adoption of our digital solutions, particularly our Zanaco Xpress Agent solution whose distribution in the sector is the largest at over 17,000 agents.

I N T E RV I E W

In 2021, Zanaco was one of the local Institutions that attended the COP 26 Conference, in order to adopt learnings and information to be adopted for climate mitigation and adaptation in Zambia.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? I believe leaders of the future will require: 1. The ability to learn and re-learn: it will become necessary to go back to the basics, re-learn and start fresh with a new approach and tactics given the drive towards digital transformation.

2. Agility: It will remain important for leaders to be able to adapt swiftly.

Leadership agility will give leaders the skill to make intelligent and effective decisions in a rapidly changing technological world. This will require being flexible and forward-thinking.

3. Technical ability: Growth in our organisations will depend on our attitude as leaders towards the digital shift. We must therefore look to developing technical skills to see the big picture and understand the role that technology can play in an organisation.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? I have been inspired by Mother Theresa and Christine Lagarde. Mother Theresa because she was an individual that possessed much grace and wisdom which I believe are important traits to have for success. I am inspired by Christine Lagarde because of the many firsts she has achieved as a woman in leading the organisations that she has led. She is a constant reminder that we can achieve much with self-belief, focus and hard work.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? ESG is such a critical part of what we do.

We are embarking on a decisive journey to implement solutions and support initiatives that are geared towards sustainability. We recognise that ensuring a safe planet for future generations will require deliberate efforts to ensure environmental sustainability.

Zanaco has extended its Environmental Corporate Social Responsibility pillar from water and sanitation to addressing broader environmental concerns such as deforestation and sustainable agriculture.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 257 RED: PANTONE 53-8C

The unpredictable twists and turns of a post-pandemic economy have forced companies to brace themselves for the unexpected. And Afrizan certainly fought, not only to survive, but to come out thriving and renewed in the face of this financial turbulence.

We pivoted, we adjusted, and we innovated through it. Today, we are proud to be one of the successful women-owned, black-owned, and women-run businesses in South Africa with a Level 1 BEE score.

The Afrizan brand has shown such tenacity and grit that we have come out stronger than ever before, once again boasting PMR’s Best Human Capital Outsourced Solution of the Year Award for 2022, as well as eight platinum industry-specific awards.

FACING CHALLENGES Over the past few years, the local and international market has become harder than ever to navigate. With the war in Europe, our own internal strife, massive inflation, the great shift to working remotely, and the neverending demand for innovation and cost-effective solutions; businesses have been forced to re-evaluate the purposes, processes, and priorities that underscore their brand.

THE DRAIN ON LOCAL SKILLS One of the greatest dangers our economy faces is the drain of our skill coffers. The world has recognised the immense pool of talent in our country and is targeting our most skilled and brilliant minds to offer them international opportunities without having to leave South Africa.

We are being plundered from all angles. This doesn’t only apply to our tech minds, but across the board to our engineers, lawyers, and scientists too.

OUR EVOLUTION Afrizan has reinvented the way in which we do business, adapting

our multifaceted solutions to an ever-evolving landscape. We have responded to our clients’ unique needs with exciting new offerings and clear objectives.

Our vision is simple. It’s about quality service, priceless experience honed over 40 years and being the authority in combining the right people, technology and business solutions with agility and cost efficiency.

Afrizan People Intelligence (API) API comprises a group of companies serving a range of solutions. Our multi-faceted approach allows us to branch out into several companies and initiatives under the Afrizan umbrella.

The result: a consistent, high-touch, completely customised approach to providing solutions for your culture, industry, and geographical footprint.

API is a full talent service provider offering executive search, permanent recruitment, temporary employment services (TES), recruitment process outsourcing (RPO), a managed service provider (MSP), and now recruitment as a service (RaaS).

AFRIZAN ACADEMY We equip South African youth to gain the skills that are most in demand.

The academy proactively recruits cadets from our top schools and universities and offers them SETAaccredited courses, short courses, and experiential learning opportunities to give graduates employment opportunities. We collaborate with corporate hosts to offer workplace skills and experiential learning too.

This translates to quality employees that add real value to your company.

ACHIEVEMENTS As the proud recipient of various PMR Africa Arrow awards for seven consecutive years, Afrizan is at the forefront of our industry. We’re members of APSO, WEConnect, WPO, iTA, WBENC, and BPESA; supporting a regulated industry.

258 STANDARD BANK TO P W O M EN LEADERS

Since 2018, we’ve placed 2 334 graduates successfully in experiential learning programmes, of which 1 007 are African women.

Afrizan’s dynamic board of all-female directors – Elvira Riccardi, Beverley Siwisa, Berenice Sacks-Pretorius, and Tobela Donna Silver – share extensive experience within human capital and resourcing, have built solid relationships in the industry, and understand the dynamics and challenges that businesses face in the constant war for talent in a corporate environment. This executive team’s skills include human resources; workforce planning; finance; implementing and rolling out youth employment initiatives; permanent, temporary and contract recruitment; and various other boutique resourcing projects.

COMMITTED TO EMPOWERMENT Afrizan celebrates and promotes gender empowerment and transformation across our different divisions. We strongly support working women and equal representation in business and management roles, we ensure constant engagement on transformation with our clients, and we network with top female industry leaders within the South African market. We advocate women’s empowerment and fair representation within the different fields of professions in the market economy.

M U LTI N E E D

PROFILE

C I NDY NHLAPO Multineed plays a significant role as a partner to manufacturers in various industries by handling its customers’ non-core operations, allowing customers to focus on core operations.

Business sector Manufacturing Year founded 2009 Number of employees 84 Branches 3

Current Multineed services offerings include: • •

Warehouse management services Sorting and dressing nonconforming production Sorting and repairing Returnable Packaging Material (RPM), including wooden pallets, rental forklifts Supplying and managing specialised and general labour to manufacturers.

•

• Cindy Nhlapo, currently an MBA candidate (North-West University), possesses a BPhil Honours in Marketing Management (IMM), Post Graduate Diploma in Marketing Management (IMM), and BA Media studies (University of Free State).

Before joining Multineed Trading and Projects, Cindy worked as a Brand Manager and Account Manager for various FMCG brands and a financial services organisation. She joined Multineed in 2015 as a strategic partner to drive business growth and became a co-director and a major shareholder of the organisation in 2017. As a result, Multineed has seen tremendous growth, servicing major South African corporates such as Nampak, Rhodes Food Group and CBI African Cables.

As part of the organisation’s growth strategy, Multineed wants to build and rent out warehouses to key manufacturers in South Africa by 2023. The organisation also plans to enter mainstream consumer goods manufacturing by 2025.

The company currently employs 84 employees between the ages of 21-50 in Gauteng.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW FEMALE PERCENTAGE Percentage of female shareholders: A >50.1% female shareholding (70%) Percentage of female executive directors/senior management: A >50.1% female executive directors Percentage of female staff members (overall in company): A >50.1% female staff

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) Our recruitment policy prioritises black South African youth in and around the areas we operate in. Our policy further prioritises women.

• •

• • •

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

Let go of fear and trust God Keep empowering yourself with education and knowledge related to your industry and others Master your craft to the point that it becomes difficult for people to ignore you Keep healthy; it is good for your mind and emotions Always lead with love and compassion, profits follow

Trading and Projects

CONTACT INFORMATION CEO: Cindy Nhlapo Managing Director: Cindy Nhlapo COO: Mzimkhulu Nhlapo Physical address: 1496/59 David Street Debonair Park, De Deur, 1884 Postal address: 1496/59 David Street, Debonair Park, De Deur, 1884 Email: cindy@multineed.co.za Website:www.multineed.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 259

I NT E RV I EW

TAI LO RM ADE SOL UT ION

TAI LORMADE SOL UTI ON Fo rg in g s u s ta in a b le b u s in e s s re la t io n s hip s

I N TE RV I E W W I TH FO UN DE R , S H E R E E N C H E TTY TMS sources talent from all walks of life with an emphasis on previously disadvantaged and women. The company featured in the Standard Bank Calendar of 2018 as one of the most improved businesses of the times.

Tailormade Solution (TMS) is a labour outsourced company specialising in temp contract and permanent labour solutions. By the grace of God the company was founded in 2006 by Shereen Chetty and her late husband Ricky Chetty. The company was born from relationships built while Shereen was employed in the corporate sector. The business started in KZN and now boasts a national footprint with offices in all the major provinces (Western Cape, Gauteng, KZN, Eastern Cape and Free State).

Her sons Theo and Sheldon joined the business and now form an integral part of the advancement of the company.

Together, and with the combined effort of the TMS team, they have made the business an organisation to be reckoned with. The company prides itself on forging long standing business relationships by partnering with their clients.

TAILORMADE SOLUTION’S MAJOR SUCCESS STORIES Tailormade is a service provider to both major corporate and individual owned businesses – while originally offering services mainly in the retail space, today Tailormade is a proud partner to various blue chip companies in a multitude of sectors including warehousing/manufacturing and production and retail (which is still a main contributor to the business).

Some of the company’s major obstacles have included limited skills and general work ethic. To this end TMS has entered into a partnership with a training company known as KPI Solutions.

This is the training arm of TMS that enables upskilling of staff within the business, to grow and be mentored into senior levels . Tailormade extended this service offering to current clientele and beyond, catering for learnerships/lifting machines and compliance training.

We spoke to Shereen Chetty about Covid, gender empowerment and exciting plans for the future: HOW DID COVID AFFECT YOUR BUSINESS? Like most businesses Tailormade was not exempt from the adverse effects of Covid. However due to the fact that we are a service to industries that provide essential services we were allowed to keep operating even though some of our clients were unable to trade during the pandemic. We had to learn quickly and change the way we did business and adapt so that we could continue trading with as little interruption as possible. We moved into the work from home space which proved very successful and it is still in operation. A positive outcome of Covid is that it brought a new dynamic to our business with staff working from home. We were fortunate enough to have a cloud based system already

260 STANDARD BANK TO P W O M EN LEADERS

active so the transition to working remotely was very smooth, with no interruptions of service to our clients.

HOW DOES TAILORMADE SOLUTION SUPPORT GENDER EMPOWERMENT? TMS has 70% Female Senior Management with 80% of support staff being female. The offices in the 3 major provinces: Gauteng, Western Cape and KZN, are headed up by females.

We also find to a large extent our clients support our vision to grow and empower women and again 60% of the workforce we supply is female. In our observation we find that women have a greater sense for attention to detail, less absenteeism and overall better productivity .

WHAT PLANS DO YOU HAVE FOR THE COMING YEAR? We plan on expanding our permanent placement footprint as we find that there is a need in this market.

In line with our strategy of Go Green initiatives we plan on building more tools on-line as well as a business intelligence platform.

K E U U NDE R WR IT IN G M A N AGE RS

I N T E RV I E W

KEU U N D E RW R I T I N G M A N AG E R S

I n te r v i e w w i t h K E U U n d e r w r i t i n g M a n a g e r s ( P t y ) L t d M a n a g i n g D i re c to r, D e n i s e H a t t i n g h market had to close down during hard lockdown and many of the event organisers are only now starting to make some headway. The television and film market was negatively affected when South Africa was put on the Red List and all international productions were immediately halted, delayed or permanently cancelled.

KEU Underwriting Managers (Pty) Ltd has always strived to provide exceptional services to the entertainment industry.

In the past 21 years, they’ve collected valuable knowledge and experience which has positioned them to find solutions in a constantly changing market.

Denise Hattingh began the business in a challenging environment but has grown the business to the point where they are able to support charities working with children. “Let the best person do the job” is a motto which guides the company’s gender policies. The majority of their employees have families waiting at home and KEU Underwriting Managers ensures that office time is productive, affording employees the opportunity to spend with them.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Not consciously, I always believe that a person (irrespective of gender) must be provided with an opportunity, chance and given the tools. It is then up to them to make it work.

We are happy to report that we are seeing this changing, and already have a number of very big international productions in South Africa.

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

Systems – very specific underwriting systems that can handle the massive amount of data that we work with daily. We are very fortunate to have a partnership with Centriq Insurance who are always looking at improving systems and guiding and assisting all their UMA’s to improve.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? We have a brilliant team, Republic Digital Consultancy, who are steering us through this form of marketing. No company – but most definitely a small company such as ours – can do this without the guidance and assistance of knowledgeable partners.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? An empowered person is ready to pass it on, has confidence and is always prepared to grow and, with that, grow the company.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? By ensuring that we have consistent training and educational opportunities for all. The biggest failure for any company would be if the team cannot see their own future, personal growth or improvement.

By creating a space where people can evolve into different roles and responsibilities.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? Our market – entertainment – has been severely affected by COVID-19. The entire

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? Our main focus for Africa has always been our neighbouring countries but, more

specifically, Namibia, which has a similar insurance market. We also provide cover to Zambia, Botswana, Angola and Mauritius.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Leaders with empathy and Emotional Inteligence. Know that technology changes at lightspeed and trust your team and their specific strengths. I don’t think that you can keep up with all the technological changes, and you must therefore trust your team to know what to do on your behalf. Create a space where growing and changing on every level is allowed and make sure to listen.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Jacinda Ardern. Being the Prime Minister, and a new mom, during a worldwide pandemic and never seeming to lose her cool - I take my hat off to her.

Thuli Madonsela. She never changes her tone of voice, is specific, speaks to the point and only deals with the facts. She has never feared the backlash and stayed true to her word and cause.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS: • • • • •

Don’t take life or yourself too seriously Make time for family Your word is your honour – your clients (co-workers, suppliers etc.) must always be able to trust you Work consistently Always be ready to learn, adapt and change

S TA N D A R D B A N K TO P WO M EN L EAD ER S 261

A DV E R TO R IAL

K UM YO LZ I N V EST MENT S

IN T E RVIE W WIT H F O UN DE R A N D M A N AGIN G DIRE C TO R, YO L A N DA M A DIK I Z ELA difficulties. In these times, it’s very difficult to run a business, sometimes you get paid on time, sometimes you don’t get paid and sometimes you get paid very late and yet the women have soldiered on.

Established in 2013, Kumyolz Investments is a 100% young black woman-owned business, which provides the entire revenue value chain.

Their vision is to be a trusted global revenue enhancement service provider committed to the growth, financial sustainability and advancement of all of their clients.

ACHIEVEMENTS • •

Top Gender Empowered Company 2021 Co-author of My Voice: A Collective Memoir by Women of Substance

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? We have made it part of our HR gender policy. Whenever we are looking for staff, we always consider strictly unemployed young female graduates and undergraduates first. Our top management is 62.5% women. As the Founder & MD of the company, I have seen how powerful women can be not just in the workplace and I have made it a point that I unleash the “Eve” in all of them - not just the “Eve” but also the Bible’s “Abigail”.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Women in general are full of resilience, the ability to bounce back from

This is all because, if you look at it, women are born nurturers, strongwilled and can manage and sustain relationships in general. Our ladies have managed our relationships with our clients very well, due to their patience, and have thus given the company a good reputation.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? The plight of women and young women in South Africa is an open secret.

Everyone knows it is happening, but it remains well-hidden.

Nevertheless, the facts speak for themselves: women and young women are often in a difficult and subordinate position. They may have little say over their salaries, which jobs are open to them.

Our gender equality and diversity policies demonstrate our workplaces’ commitment to improving measurable gender equality outcomes with respect to employee representation, value, safety and recognition.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? We constantly create awareness about our services and recognise important dates for our country and the world.

We share our success stories. When I was approached by the authors of the book in Singapore, to be a co-author, they contacted me on our business LinkedIn profile, not my personal account, which was a huge success for the business.

262 STANDARD BANK TO P W O M EN LEADERS

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Khanyi Dhlomo Mkhize, Oprah Winfrey and Connie Ferguson, although I relate more to Connie Ferguson. Connie worked with her husband on building an empire, and even after losing him, she soldiered on because she knew the vision, which she was part of. I also lost my husband; we were running two businesses but I am still standing because of the vision we shared FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS • •

•

•

•

Always remember why you started, that will always remind you why you should not quit Know your target market and keep up with them, because you need to know if you will be needed in the next 5-10 years and if you’ll be able to tap into the market Don’t put all your eggs into one basket, this means you must be able to diversify within your industry Know that you will be broke, you will be in debt, you will lose partners, friends, employees and sometimes clients and all of these will be a lesson that even COVID taught us: you should try to be debt-free when you are in business Know your competitors, sometimes you need them

Address: International Business Gateway, New Road, Midridge Park, 12 Challenger Avenue, TFT House Tel: (010) 448 0502 Email: info@kumyolz.co.za Website: www.kumyolz.co.za

ZIYANA BU SINE SS C O NSU LT ING A N D TRA I N I N G

I N T E RV I E W

Z I YANA BUS I NESS CONS ULT I NG AND T RAI NI NG (PT Y) LTD INTE RVIE W WITH C E O, NOMAZIBU LO T S HANGA

Ziyana Business Consulting and Training is a people management solutions provider. The company is people centered and solutions driven. They assist organisations develop their employment value proposition (EVP).

Founded in 2016, they are 100% blackowned, and majority female-owned. They are currently a QSE and B-BBEE level 1.

ACHIEVEMENTS • 2020 - Recognised as Top Gender Empowered Company by Standard Bank Top Women.

• 2021 - Launched its first digital campus, called The Ziyana Academy”.

• 2021 – Turned 5 years in July.

• 2021 – Moved from EME to QSE. • 2021/22 – Company revenue grew by more than 100%.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

• • • •

Have a business strategy, no business survives without a strategy.

Put your clients at the centre of superior customer experience.

Simplify your value proposition Create a shared- value model for your business.

Fail, fail fast and move forward.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? We have a targeted recruitment policy which aims to attract more women into the business - now sitting at about 86% women representation. We create promotion opportunities and we give preference to our own women within the organisation.

Women are offered value-adding projects to manage and executive.

There’s a very clear policy on violence and harassment in the workplace and there are strict consequences for those that don’t adhere to our policy.

Our Enterprise Development Programmes is targeted in supporting black-owned small businesses. We also offer mentorship programmes to university students by offering free Interview Skills and Workplace Readiness Programmes.

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

Since the launch of our Digital Campus, we have experienced an increase in the number of our clients utilising our tools for skills development.

We have also invested and implemented a project management tool that enables effective and efficient reporting, where we are able to track all our learning and development projects, manage resources, cost and time. We have also implemented a performance management system to assist us as an organisation to effectively manage our own staff performance. Look out for our Training Hub where we will be able to host learners from learnership by equipping them with required practical tools needed to complete training programmes such as skills programmes and learnerships. The Training Hub will also have an emphasis on entrepreneurship skills.

We have implemented a flexible maternity leave policy where employees are paid 50% of their salary while they are on maternity leave and they are still entitled to their full bonus potential for the year in which they take maternity leave.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? • Technological Intelligence • Emotional Intelligence • Novel and adaptive thinking Cognitive thinking • • Agility Cultural intelligence •

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? We are currently B-BBEE Level 1 with 51% black women-owned. The company CEO, who oversees operations, is a black female. Our transformation strategy is embedded into our business strategy where diversity, equity and inclusion in our daily topic. We are intentional about the skills development of women, particularly black women. We spend a significant amount of our training budget on upskilling black women.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Ipeleng Mkhari, the Founder and CEO of Motseng Investment Holdings, who is currently the leading woman in the South African property industry. I admire her strength, resilience and family values.

Her strong work ethic and staying power has seen her growing and sustaining the company for more than 20 years despite the challenges she encountered in her business journey. Her willingness and participation in mentorship programmes of black children is also a quality to watch and learn from.

CONTACT

ZIYANA BUSINESS CONSULTING & TRAINING S OLU T I ON S B E YON D T H E OR D I N A R Y

Physical address: 267 West Avenue. Centurion, Office 1001, Pretoria, South Africa, Telephone: 012 943 3550 Email: info@ziyanaconsulting.co.za Website: www.ziyanaconsulting.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 263

I NT E RV I EW

TAG I T

JOY MA BU Z A M a n a g i n g D i re c to r, TAG i t

TAGit is in the business of strategy execution. We work with forward thinking leaders who want to make wise technology investments and extract value out of them.

We assist with ensuring that the investments are put to work in a disciplined manner for plain sailing.

Our core business focuses on the implementation of IT solutions and related services.

SOCIAL RESPONSIBILITY INITIATIVES: TAGit is a 100% black female-owned company and a Level 1 B-BBEE status service provider.

TAGit has an internship programme, whereby we support young South African graduates through an in-depth mentorship and skills development programme. To this end we have partnered with: Wits University JCSE, Rosebank College, DNA Dynamics and the University of KwaZulu-Natal’s JLD Institute.

We are a 4th Industrial Revolution ambassador in Higher Education, supporting the South African Minister of Higher Education.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? We don’t take a masculine approach towards work. If a young person joins through our programme and there isn’t a fit, we still provide coaching and guidance towards their improvement. It is a growth driven, nurturing, empowering, yet tough approach because we still need to deliver to our clients.

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

We were born in the cloud and we have taken full advantage of that so our clients don’t have clunky IT budgets.

Most things are treated as OPEX (operating expenses) and that is empowering to CFO and CEOs. It ensures minimal surprises.

The use of AI and distributed ledgers is growing and so we have to make sure the basics are sustained in that governance still applies, security must be maintained, and the business must remain resilient.

At the core of it, we focus on making wise technology investments, extract as much value from them and then have smooth operations (no downtime).

264 STANDARD BANK TO P W O M EN LEADERS

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? I admire leaders in the tech world like Sheryl Sandberg and Ginni Rometty who have broken the stereotypes and lead well. On a personal front, Michelle Obama is inspirational. Many think that supporting others means you must minimise yourself - and she shows us something different. These women make it easier for us because we have to spend less time convincing others what women can do.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

•

Build a strong value offering

•

Build good working relations

•

Know and manage your cash flow

•

Stay independent of your business

•

Stay healthy

VHG

I N T E RV I E W

VHG HR AN D PAYROL L C ONSULTING (P TY) LTD I n te r v i e w w i t h G i v e n R a m a s e l a S e o l w a n a , M a n a g i n g D i re c to r How have you implemented gender driven development in the workplace?

VHG is a 100% black female-owned consulting company based in Edenvale Johannesburg. Their journey started in 2017, with a vision to support SMMEs to effectively navigate the ever-changing demands of the Human Resource Landscape, by offering them organised, simplified, up-to-date and affordable Human Resource and Payroll solutions.

ACHIEVEMENTS We are an approved Franchisee of Peopleplus & Talenger HR software, an active member of the Black Umbrellas business Incubation program.

Our consultants are active members of South African Board for People Practices (SABPP) and we were recently recognised as a Top Gender Empowered Company.

SOCIAL RESPONSIBILITY INITIATIVES We have partnered with Eruditio Skills Development Services by offering free basic HR and Labour law training to startup SMMEs in their enterprise development program.

We also partner with local FET colleges by offering Human Resource students’ opportunities to do their in-service training with us.

Being a 100% female-owned business means it is in our DNA to advocate equal opportunities and consistent practices in the work environment.

We also support the prevention and elimination of violence and harassment in the workplace for all genders.

We understand that gender discrimination remains a major problem in Africa.

Through our hiring policies, training, remuneration & benefits; as well as our Employment Equity policies, we are able to track and maintain an inclusive gender-diverse workplace.

How has gender empowerment strengthened your organisation?

Our company is owned by two powerful women who are actively involved in the day-to-day functioning of the business.

As women it is in our DNA to nurture and coach others, as well promoting effective engagements. We collaborate with other women, serve as role models for young women in the workplace and foster new generations of women in leadership through internship programs.

What technological innovations are you using in your organisation to keep in line with the Fourth Industrial Revolution (4IR)?

We are an approved franchisee of PeoplePlus and Talenger HR and Payroll software.

A lesson learnt from the COVID-19 pandemic lockdown restrictions, is that nowadays every business (large or small) requires processes and systems that are efficient, accessible, and relevant to meet the clients’ current and future needs.

Thus, our software solutions are aimed at streamlining people management processes and ensuring alignment with business needs and objectives.

Which female leaders inspire you the most, and why?

I will have to keep it local. Only one fierce lady comes to mind, the one and only, Thuli Madonsela. She advocates gender equity, she stands her ground, remains impartial and represents selflessness and brave leadership.

5 TIPS ON THRIVING IN BUSINESS •

•

• • •

By building strong interactive relations with our clients, it helps us understand their environment, their needs and challenges faced.

In understanding the client’s pain points, we are able to conduct intensive research & find customised solutions to address their challenges and avoid re-occurrences.

We ensure our solutions are compliant, practical, and aligned with best industry practices.

We involve all relevant stakeholders and ensure we have a shared vision.

We seek not only to improve efficiency, but to ensure sustainability of the SMMEs we serve.

Physical and Postal address: Unit 06 Monique Office Park, 11 St Dominic Rd, Hurlyvale, Edenvale, 1609 Telephone: 011 453 1522 / 068 121 0564 Email: info@vhghrpayroll.co.za support@vhghrpayroll.co.za Website: vhghrpayroll.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 265

A DV E R TO R IAL

C N O UTS O URCED FINA NCE

C N OUTS O URCED F INANC E AC C O U NT I NG | TA X | PAY RO L L | A DV IS O RY 1 0 0 % B L AC K WO M E N - OW N E D

A B O U T US

CN Outsourced Finance is one of South Africa’s most reputable professional service providers of Financial Management and Business Advisory services to small and medium-sized businesses. We solve the problem of non-compliance and absence of financial management in businesses by offering the solution of an Outsourced Financial Management function which includes, Accounting, Tax, Payroll and Advisory in strategic finance and operations. We believe that a reliable Financial Management and compliance function supports business growth.

WHAT MA KE S U S UNIQ U E

We have a highly qualified team of MBAs and Chartered Accountants, which gives us an added advantage of being able to offer financial management and advisory in strategy to our clients. Furthermore, the team has a combined experience of over 40 years in audit, accounting,

corporate governance, tax and payroll.

It is because of this combination of unique skills set that we can offer a remarkable “Broad Service Offering”.

School, Board Governance from the University of Johannesburg. She has over 23 years of experience in the field of financial management and auditing.

O U R SERV IC ES

Nolukhanyo Makuni CA(SA) – Qualified as a chartered accountant in 2004, having completed her articles with one of the big four audit firms.

She has over 23 years of experience in the field of financial management and risk management. Makuni is a registered tax practitioner, a member of the Institute of Directors and serves as an independent audit committee member.

• ACCOUNTING • PAYROLL • COMPANY SECRETARIAL • TAX - Income Tax - Employees Tax - Value Added Tax (VAT) STRATEGIC FINANCE Mergers and Acquisitions • - Business Valuations - Tax Due Diligence - Financial Due Diligence - Post-Merger Integration • Financial Modelling • Financial Analysis

O U R TOP WOMEN

Chwayita Deliwe - BCom (Accounting), Management Advancement Programme (MAP) and Master’s in Business Administration (MBA), both from Wits Business

266 STANDARD BANK TO P W O M EN LEADERS

ADV E R TO RIAL

ORIAL

AKHILE

AK H I LE

A DV ER TO R IA L

AKHILE

A KH I L E

AKHILE MANAGEMENT AN D C O NS ULTING (PTY) LTD .

ADV E RTO AKHILE R IAL M ANAGEM ENT AND C O NS ULTING (PTY) LTD .

A DV E R TO R I A L

ADV E RTO R I A L

BUILDING SUSTAINABLE, BUILDING SUSTAINABLE, MODERN AND INTELLIGENT MODERN AND AFRICAN INTELLIGENT CITIES AFRICAN CITIES

AKHI LE MANAGEMENT AND CONSULTING (PTY) LTD.

ADVERTORIAL AKHILE MANAGEMENT AND CONSULTING AKHILE MANAGEM (PTY)ENT LTD .ANDADVERTO C O NS ULTING R IAL (PTY) LTD .

ADVERTO AKHIL R IAL E M ANAGEM ENT AND C O NS ULTING (PTY) LTD .

ADVERTO R IAL

BUILDING SUSTAINABLE, BUILDING BUILDING SUSTAINABLE, SUSTAINABLE, BUILDING SUSTAINABLE, RN AND INTELLIGENT MODERNMODERN AND AFRICAN INTELLIGENT AND CITIES INTELLIGENT MODERN AFRICANAND AFRICAN CITIES INTELLIGENT CITIES AFRICAN CITIES

on We on municipalities. municipalities. Over Over the the years, years, this this has has We also also encourage encourage female female leadership, leadership, remained and remained aa core core anchor anchor of of our our operations. operations. and at at the the date date of of writing writing this, this, have have aa 46% 46% We female We have have expanded expanded into into national national operations, operations, female team team who who are are contributing contributing to to the the growing sustainability growing our our team team and and expertise expertise to to sustainability and and successes successes of of our our people, people, incorporate sustainable, practical, digital clients, communities and through all incorporate sustainable, practical, digital clients, communities and through all of of this, this, on municipalities. Over the years, this has We also encourage on municipalities. female leadership, Over the years, this has We also encourage female leadership, and solutions. part remained a core anchor of our operations. and innovative at the date remained of writing a core this, anchor have aof46% our operations. and at theour dateorganisation. of writing this, haveAs a 46% and innovative solutions. our organisation.

As part of of our our corporate corporate We have expanded into national operations, female teamWe who have are expanded contributing into tonational the operations, female team who are contributing to the social initiative programme, we social initiative programme, we also also make make growing our team and expertise to sustainability growing and successes our teamofand ourexpertise people, to sustainability and successes of our people, annual to Today, Akhile boasts more than years incorporate sustainable, practical, digital clients, communities incorporate andsustainable, through all practical, of this, 15 digital and through all of this, annual contributions contributions to organisations organisations that that Today, Akhile boasts more than 15 years of of clients, communities and innovative solutions. our organisation. and innovative As part ofsolutions. our corporate our organisation.

As part of our corporate we experience and an track record we believe believe are are making making aa difference difference in in our our experience an impressive impressive social initiative and programme, we also make track record social initiative programme, we also make country for people. of successfully implemented projects country and and for our our that people. We We support support contributions to organisations annual contributions to organisations Today, Akhile boasts more than 15 years of Today, Akhile boasts morethat than 15 years of ofannual successfully implemented projects e Akhile, derived from African origins, implementable The name Akhile, derived Ourfrom services African are origins, we South make implementable annual assignments.

Our services we make annual acontributions we believe are making acontributions difference in to ourorganisations are making difference in to ourorganisations communities through contributions experience and assignments. an impressive track record experience and an impressive track record are we believe across Africa.

We distinguished communities through contributions to to aa across South Africa.

We distinguished country and for our people.

We support country and for our people.

We support of successfully implemented projects ofbelieve successfully implemented projects ocan build”. company we strive tofrom customised means toAfrican “to suit build”. our clients’ Astoaimplementable company needs; we draw strive tofrom that we customised are tomaking suit our aclients’ difference needs; in our we that number we believe arepublic making abenefit difference in our of organisations origins,As aimplementable The nameassignments.

Akhile, derived Our The services name African are Akhile, origins, derived we make implementable from annual contributions origins, assignments. organisations Our The services namewe assignments. are Akhile, derived we make Our services annual African contributions are origins, we make toimplementable organisations annual contributions assignments. organisations Our services are draw we make annual contributions to organisations ourselves by offering lasting to our number of public benefit organisations communities through contributions atovalue communities through contributions to a ourselves by offering lasting value to our across South Africa. We distinguished across South Africa.

Wetodistinguished eelop, strive toand contribute customised meanstoto “to suit build”. our clients’ As Africa’s a company needs; means we we “to draw strive build”. tolocal Asthat a company we customised believe weare strive tomaking suit toand ourapractice clients’ difference customised needs; means inand our we toto “to draw suit build”. our clients’ Asthat a company we needs; believe we weare draw strive making tolocal that a for difference we customised believe in are ourtomaking suit ourapractice clients’ difference needs; inand our we draw believe are making a for difference in ourmade South on build, and develop, global best contribute our South vast Africa’s country on and and our global people. best We contributed our andvastthat we country and our people.

We contributed and and have also special number of public benefit organisations number of public benefit organisations ourselves by offering lasting value to our ourselves by offering lasting valueand toour our clients and continuously delivering high and have also made special contributions contributions clients and continuously delivering high outh Africa’s on local build, anddevelop, global best andpractice contribute build, andtoour develop, South vastAfrica’s and country contribute onand local tofor South and ourglobal people.

Africa’s best Wepractice contributed on local build, and and our and develop, global vast best andpractice country contribute and andtoour for South our vast people.

Africa’s country We contributed onand local forand our and global people. best Wepractice contributed and vast country and for our people. We contributed and and have also made special contributions and have alsoorganisations made special contributions clients and continuously delivering high clients and continuously delivering and its people. municipal economy experience, and itsaffected and people. increasingly include supported municipal communities experience, affected and by increasingly the high riotinginclude supported communities affected by theimpacted rioting to severely by municipal economy experience, and its and people. increasingly economy include and its people. supported municipal communities experience, and municipal by increasingly theeconomy rioting experience, include and its and people. supported increasingly communities include affected supported municipal by the communities rioting experience, affected and by increasingly the riotinginclude supported communities affected by the rioting quality and implementable assignments. to organisations severely impacted by the the to organisations severely impacted byassignments. the to organisations severely impacted by the quality and implementable quality and implementable assignments. quality and implementable assignments. digital, Artificial Intelligence (AI) and machinedigital, thatArtificial took digital, place Artificial in JulyIntelligence 2021 and have digital, (AI) and also Artificial machine Intelligence that (AI) took and place machine in took July 2021 that and took have digital, also Artificial in JulyIntelligence 2021 andhave have (AI) and also machine place July 2021 and have also 2021 and have also Intelligence (AI) and machine that digital, place Artificial in place July Intelligence 2021 and (AI) and also machinethat took thatinCovid-19 took place in pandemic.

July Covid-19 pandemic.

Covid-19 pandemic.

Covid-19 pandemic. cusing on learning Akhile capabilities was established in our solutions. in 2006, Akhilefocusing was established on made inlearning and 2006, continue focusing capabilities making on inspecial our learning solutions. contributions Akhile capabilities was established in ourmade solutions. in and 2006, continue focusing making on made special learning and contributions continue capabilities makinginspecial our solutions. contributions made and continue making special contributions sutions established in providing 2006, financial focusing onproviding learning Akhile capabilities was established in impacted our solutions. insuit 2006, focusing on made learning and continue capabilities making inspecial our solutions. contributions made and continue making special contributions Our services customised toby Our services customised toby suit to the and advisory solutions financial to the and to organisations advisoryare solutions severely to the providing the our financial and to organisations advisory solutions severely to the impacted to organisations by are the severely the our to organisations severely impacted by the Our services philosophy is simple.

We find onimpacted Our philosophy is simple. We find Our are customised to suit our Our services are customised toand our Covid-19 needs, on local and global needs, global financial and topublic the providing financial and advisory to the toin organisations severely bysuit the to organisations severely impacted by the Ouradvisory team public has sector, a solutions wealth withofa experience special focus insector, their clients’ with aCovid-19 special Ourfocus pandemic. teamdraws has a wealth of experience Our team public has insector, their a solutions wealth withofaCovid-19 experience special focus pandemic. their clients’ Covid-19 Our pandemic. teamdraws has a impacted wealthlocal of experience in their pandemic.

Our is We innovative ways to achieve sustainability innovative waysphilosophy to achieve sustainability Our philosophy is simple. simple.

We find find bestOver practice and our municipal best practice andfields our municipal clients’ needs, draws on local and his has respective on municipalities. fields of specialisation Over theon years, and municipalities. are this has the respective years, fields has ofvast specialisation respective on and municipalities. fields are of specialisation the years, and are this has respective ofvast specialisation and global are needs, draws onimpact local and global and, in so doing, make aand lasting in soinnovative doing, make a ways lasting impact ctor, with a special focus Our team public has sector, athis wealth with ofa experience special focus in theirOverclients’ Covid-19 Our pandemic. team has a wealth of experience in their and, Covid-19 pandemic. to achieve sustainability experience, includes experience, increasingly includes rations. committed remained to transformation, a core anchorempowerment of remained our operations. a core anchor Our philosophy of committed ourand operations. isincreasingly tosimple. transformation, We findcommitted innovative empowerment remained to transformation, a core anchor Our empowerment philosophy of our operations. is simple.

We Our find philosophy committed innovative is to simple. transformation, We find innovative empowerment Our philosophy is simple.

We find innovative innovative ways to achieve sustainability best practice and our vast municipal that matters.

We celebrate every milestone that matters.

We celebrate every milestone best practice and our vast municipal digital, Intelligence (AI) and digital, Artificial Intelligence (AI) palities. Over this has respective onArtificial municipalities. fields of specialisation Over the years, and are this has respective fields of specialisation and are waysand perations, andthe accountability.

Weyears, have expanded At Akhile intowe national encourage We have operations, expanded ways into national to and achieve accountability. operations, sustainability At Akhile and, and we in accountability. so encourage Wedoing, have expanded At Akhile ways intowe national toencourage achieve operations, sustainability ways and, to and achieve in accountability. so doing, sustainability At Akhile we inand so encourage doing, to achieve sustainability in doing, so doing, and, in so aa lasting and success because each makes the and, success because makesmake the and, inand, soeach doing, make lasting impact impact experience, and increasingly includes machine capabilities. machine capabilities. incorporate internal development our team and and growth expertise growing and provide to incorporate our team and make expertise internal alearning lasting todevelopment incorporate impact and matters. growth internal and development provide our team and and make growth expertise a lasting and provide to incorporate impact that matters. internal alearning development impact thatand matters. growth and provide make a lasting impact that matters. experience, and increasingly includes a core anchor ofgrowing our operations. committed remained to transformation, a corethatanchor empowerment ofgrowing our operations.

Our philosophy committed islasting tosimple. transformation, We find innovative empowerment Ourgoal philosophy is simple.

We find innovative ultimate goal of amake transformed, empowered, ultimate of matters. a transformed, empowered, that We celebrate every that matters.

We celebrate every milestone milestone novative opportunities sustainable, for career practical, enhancement, digital sustainable, and innovative practical, digital opportunities and innovative for career enhancement, opportunities sustainable, for career practical, enhancement, digital and innovative opportunities for career enhancement, digital, Artificial Intelligence (AI) and developed and sustainable South Africa developed and sustainable South Africa digital, Artificial Intelligence (AI) and name Akhile, derived from African solutions. and The name Akhile, derived from African expanded into national operations, accountability.

We have expanded At Akhile into we national encourage operations, ways to and achieve accountability. sustainability At Akhile and, we in so encourage doing, ways to achieve sustainability and, in so doing, education solutions. and training.

We celebrate education every and milestone training. and education success solutions. and training.

We celebrate every milestone We and celebrate education success every and milestone training. and success We celebrate every milestone and success and success because Our team subscribe to our values, has a Our team subscribe to our values, has a more achievable. more achievable. and success because each each makes makes the the machine learning capabilities. ins, means “To Build”. As a company origins, means “To Build”. company because each makes the ultimate goal of and a As because each makes the ultimate because goal each of makes a that the ultimate goal of and a makes the ultimate impact goal of a that matters. machine capabilities. wealth of experience inand their respective wealth of experience inand theirgrowth respective ur team and expertise to incorporate internal growing development our team and growth expertise provide toa incorporate make internal alearning lasting development impact matters. providebecause each make a lasting ultimate goal of a transformed, empowered, strive andboasts contribute we15 strive build, develop, and contribute ultimate goal years ofto build, Wedevelop, also Today, encourage Akhile female more leadership, Today, than 15and Akhile years at fields boasts of transformed, more We than also empowered, encourage years oftoand female developed leadership, also and Today, encourage and Akhile at boasts female transformed, more leadership, than 15 empowered, and years at fields of developed transformed, We also and empowered, encourageand female developed and and at transformed, empowered, developed and of a transformed, empowered, of specialisation isWe committed of specialisation is leadership, committed practical, digital innovative opportunities sustainable, for career practical, enhancement, digital and innovative opportunities for career enhancement, outh Africa’s economy and itsanhave people. totrack South Africa’s economy and itsanhave people. kle, record of the date experience of and writing and this, impressive a 46% experience female track record team and of impressive sustainable the date South of record writing Africa of this, more have achievable. the a date 46% experience of female writing team and this, impressive sustainable a 46% female track Southrecord team Africa more sustainable achievable. the date South of writing Africa this, more have achievable. a 46% female team sustainable South Africa more achievable. developed and toan transformation, empowerment and to of transformation, empowerment and developed and sustainable sustainable South South Africa Africa CONTACT US CONTACT US The name Akhile, derived from African Theimplemented name Akhile, derived from African who are successfully contributing to the sustainability projects successfully andeducation implemented who projects are contributing to theencourage who sustainability are successfully contributing and implemented to theOur sustainability projects who aremilestone contributing to theencourage sustainability and a team subscribe to our values, has accountability.

At Akhile we accountability.

At Akhile we solutions. and training.

Weand celebrate education every and training. and success celebrate every milestone and success Our team subscribe to our values, has a CONTACTWe more achievable. more achievable. hed ourselves successes across of2006, South our people, Africa. clients, We distinguished across communities South ourselves Africa.

CONTACT We distinguished successes US: ofa ourselves our people, clients, successes across communities of2006, South our people, Africa.

CONTACT clients, We distinguished communities US: ourselves CONTACT successes US: of our people, clients, communities US: ile was established inorigins, focusing on Akhile was established in focusing on means “To Build”.

As company our team to develop and grow themselves our team to develop and grow themselves Website: akhile.co.za Website: akhile.co.za origins, means “To Build”.

As a company wealth of experience in their respective because each makes the ultimate goal of a because each makes the ultimate goal of a wealth of experience in their respective nts and financial andand through by offering all oflasting this,solutions our value organisation. to by ouroffering clients As part lasting and value Website: toand ourakhile.co.za through clients and all of financial this, our organisation. through by offering all Asofpart lasting this,solutions our value Website: organisation. to ourakhile.co.za clients As part and Website: and akhile.co.za through all of this, our viding advisory providing and advisory and provide opportunities forand career and provide opportunities fororganisation. career As part Website: akhile.co.za we strive to build, develop, and contribute Email: godigital@akhile.co.za godigital@akhile.co.za we strive to build, develop, and contribute fields of and is committed and of ourwith continuously corporate social delivering initiative high programme, continuously quality andWe delivering Email: high ofadmin@akhile.co.za our quality corporate and social initiative of ourprogramme, continuously corporate social delivering initiative Email: high programme, admin@akhile.co.za quality Email: ofadmin@akhile.co.za our corporate social initiative programme, admin@akhile.co.za he public sector, a special focus toAkhile the public sector, with a special focus enhancement, education and training. enhancement, education and training. hile boasts more than 15 years of also Today, encourage boasts female more leadership, than 15 and years at of transformed, We also empowered, encourage female developed and and atEmail: Email: transformed, empowered, developed and fields ofandspecialisation specialisation and is leadership, committed to South Africa’s economy and its people. to South Africa’s economy and its people. to transformation, empowerment and e and an impressive track record of the date experience of writingand this,an have impressive a 46% female track record team sustainable the date South of writing Africa this, morehave achievable. a 46% female team sustainable South Africa more achievable. to of transformation, empowerment and CONTACT US Akhile ully implemented projects who are successfully contributing implemented to the sustainability projects and accountability. who areAt contributing to theencourage sustainability and accountability.

At Akhile we we encourage Akhile established in focusing on our to and grow themselves outh Africa. We distinguished ourselves successes across South our people, Africa. clients, We distinguished communities ourselves CONTACT successes US: of our people, clients, communities CONTACT US: Akhile was was established inof2006, 2006, focusing on Website: akhile.co.za our team team to develop develop and grow themselves Website: akhile.co.za akhile.co.za akhile.co.zaand provide opportunities providing and solutions for career g lasting value to our clients and financial and through by advisory offering all akhile.co.za oflasting this, our value organisation. to our clients As part and Website: and akhile.co.za through all akhile.co.za of this, our providing financial and advisory solutions and provide opportunities fororganisation. career As part Website: akhile.co.za Email: godigital@akhile.co.za to the public sector, with a special focus Email: godigital@akhile.co.za enhancement, education and training. sly delivering high quality and of our continuously corporate social delivering initiative high programme, quality and Email: of admin@akhile.co.za our corporate social initiative programme, Email: admin@akhile.co.za to the public sector, with a special focus enhancement, education and training.

Pantone 3025 C

Pantone 3025 C

Pantone 3025 C

Pantone 3025 C

30% of Pantone 3025 C

30% of Pantone 3025 C

30% of Pantone 3025 C

30% of Pantone 3025 C

0 S TAN D A R D B A N K TO P WO M E N L E A D E R S

Pantone 3025 C

Pantone 3025 C

30% of Pantone 3025 C

30% of Pantone 3025 C

0 0 0 S TAN D AR D B AN K TO P W O M EN L E A D E R S

akhile.co.za

000 STANDARD BANK TO P W O M EN LEADERS

akhile.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 267

YOU MAY NEED AN INVESTMENT ANALYST ONCE A QUARTER.

BUT YOU NEED A FARMER THREE TIMES A DAY.

Although we enjoy the results of their labour every day, it’s easy to forget the importance of farmers and the impact they have on our lives. They’re truly the heartbeat of our economy, as what they grow is crucial to the growth of South Africa. That’s why Standard Bank is the bank that makes a plan for farmers with a full banking suite that includes everything from agricultural production loans to business overdrafts. Because when a farmer wins, we all win. For more information, visit standardbank.co.za/agribusiness.

Standard Bank is an authorised financial services and registered credit provider (NCRCP15).

The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). GMS-14564 07/2020

EDITORIAL

269

STANDARD BANK TOP WOMEN VIRTUAL CONFERENCE AND AWARDS A look back at the 2021 edition of the annual conference and awards

FEATURED CLIENTS

288

SHIFT IMPACT AFRICA

289

EXOUSIA WOMAN BRANDING

290 292 294 296 298 300

THE CENTRE FOR THE STUDY OF VIOLENCE AND RECONCILIATION MOTHEO TVET COLLEGE EKURHULENI WEST TVET COLLEGE GAUTENG PROVINCIAL LEGISLATURE METGOVIS MDITO BUSINESS ENTERPRISES

302

KRIEL OCCUPATIONAL HEALTH CENTRE

303

DR LANGA MEDICAL SPA

304

EDWARD SNELL & CO.

306

DGB

307

LEBO.M COURIER

308 310 311

CASUARINA WELLNESS CENTRE ROYAL TYRES SA SOUTH AFRICAN CIVIL AVIATION AUTHORITY

12-13 OCT 2022

topbusinesswomen.co.za

REGISTER NOW

topbusinesswomen.co.za

Join the world’s fastest growing platform for women who lead.

Brought to you by

topco media

In partnership with

virtual

conference

In partnership with

Brought to you by

topco

S TA N D A R D B A N K TO P WO M EN L EAD ER S 271

media

vv ii rr tt u ua a ll

c c o on n ff e rr e n nc ce

Summit Highlights SPEAKER NETWORK MC

MODERATORS

Leanne Manas

JENINE ZACHAR

Head: Enterprise & Direct Banking | Standard Bank

MEGAN MCDONALD

Head of Client Coverage | Standard Bank Group

Zanele Morrison

KWENA MABOTJA

Global Director Purpose and Sustainability MarketingSAP

NAVLIKA RATANGEE

Managing Director | ICAS Southern Africa

272 S TA NDARD BANK TO P W O M EN LEADERS

Standard Bank Top Women Conference 2021 | 08

Vuyolwethu Dubese

GLORIA TOMATOE SEROBE Chairperson | Solidarity Fund, Founder | WIPHOLD

ROSANNE KINCAID-SMITH Chief Human Resources Officer | Capco

CAROLYN KIRKSMITH Head of Strategic Development | Standard Bank Group

YOLANDA CUBA

Group Regional Vice President Southern and East Africa | MTN

AISHA BAKER

BESKY MALULEKA

LINDY-LOU ALEXANDER

Founder and CD | The Baked Collection

Chief Audit Executive | Harmony Gold

Group Head of marketing: Consumer & High Net Worth Clients | Standard

CATHERINE LUCKHOFF

CINDY PEARL MAPHUMULO

SIMPHIWE MENDY DLUDLU

AYANDA MVIMBI

HON.ABLE LENTHENG HELEN NTOMBI MEKGWE

Co-founder & CEO | 20fifty

ZANELE BABALWA MABENA Executive, Change and Business Transformation | Standard Bank

DR. CHARLOTTE KARAM

Founding Director | Center of Inclusive Business & Leadership for Women, Lebanon

JUDITH HEUMANN

American Disability Rights Activist, USA

Managing Director | The Business Development Agency

Programme Specialist | UN Women

DR. MABEL BIANCO

Founder and Director | Foundation for Studies & Research on Women, Argentina

KHARA JABOLA-CAROLUS

Executive Director | Hawaii State Commission on the Status of Women, USA

U17 Women’s National Team Head Coach

Speaker to the Legislature

DISA MJIKELISO

BABALWA NGONYAMA CEO | Sinayo Securities

HAGEN ENGLER

Head of Writing | Ogilvy

HON. NOMVUYO MEMORY MHLAKAZA–MANAMELA

Deputy Speaker to the Legislature

FERIAL HAFFAJEE

Chief Financial Officer, merSETA

South African editor and journalist | Daily Maverick

LEE-ANN SAMUEL

MASANA NDINGA-KANGA

Group Executive: People | Implats

Crisis Response Fund Lead | CIVICUS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 273

09 | Standard Bank Top Women Conference 2021

v v ii r r t t u u a a l l

c c o o n n f f er r en n c c e

SPEAKER NETWORK

CASSEY CHAMBERS

Operations Director | SADAG

SUNITA REBECCA CHERIAN Chief Culture Officer | Wipro Limited

SHELA MOHATLA

ESTHER TEEKEN COO | IoD London, UK

THULANI SIBEKO

Chief Brand & Marketing Officer | Standard Bank Group

STAFFORD MASSIE

Group Company Secretary | Harmony Gold

Xoogler, thumbzup Founder, Bitcoin hodlr, lecturer & prof speaker, WeWork alumni, & Tech Investor

DR. REBECCA CALDER

DUDUZILE MKHWANZI

Co-founder | Kore Global Consulting, Canada

CEO | Project Isizwe

274 S TA NDARD BANK TO P W O M EN LEADERS

Standard Bank Top Women Conference 2021 | 10

ETHEL NYEMBE

Group Head of Card and Payments | Standard Bank Group

EVA MWAI

Regional Director | East Africa, North Star Alliance, Kenya

SUBHA TATAVARTI

Chief Technology Officer | Wipro Limited

DR TUMI LEGOBYE

Health Executive | Harmony Gold

FAITH KHANYILE

CEO | WDB Investment Holdings

PROF PULENG LENKABULA

Dean of Student Affairs & Associate Professor of Ethics | University of the Witwatersrand

ANNE ALIKER

Head of Investment Banking International | Standard Bank

GLENDA NOEMDOE

Head: Employee Wellbeing | Standard Bank Group

vv i ri tru ta luc a o nl f e c r eo n cne fA e N Dr e AW nAcR De S

YOU MAY NEED A DOCTOR TWICE A YEAR.

BUT YOU NEED A FARMER THREE TIMES A DAY.

Although we enjoy the results of their labour every day, it’s easy to forget the importance of farmers and the impact they have on our lives. They’re truly the heartbeat of our economy, as what they grow is crucial to the growth of South Africa. That’s why Standard Bank is the bank that makes a plan for farmers with a full banking suite that includes everything from equipment finance to payroll management. Because when a farmer wins, we all win. For more information, visit standardbank.co.za/agribusiness.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 275

Standard Bank is an authorised financial services and registered credit provider (NCRCP15).

The StandardBank Bank ofTop South Africa Limited (Reg. No. 1962/000738/06).

GMS-14564 07/2020 11 | Standard Standard Women Conference 2021 | 02

Bank Top Women Conference 2021

v v ii r r t t u u a a l l

c c o o n n f f er r en n c c e

SPEAKER NETWORK

PROFESSOR NAJAT AOUN SALIBA Professor in Chemistry, Co-founder & Executive Director | Khaddit Beirut, Lebanon

RIA LEDWABA

Vice President | The South African Football Association

SARAI CHISALA-TEMPELHOFF

Founder and Executive Director | Gender and Justice Unit, Malawi

SHEHNAZ CASSIM MOOSA

SHIRLEY MACHABA CEO | PwC

Founder and Executive Director, African Legal Think Tank on Women’s Rights, Tunisia

KGOTHATSO MONTJANE

THABANG CHARLOTTE MAMPANE

THABILE MAKGALA

Senior Resilience Analyst | City of Cape Town

Tennis Paralympian and Wimbledon Finalist

CEO | National Lotteries Board

HON. MMAMOLOKO TRYPHOSA KUBAYI Minister of Human Settlements 276 S TA NDARD BANK TO P W O M EN LEADERS

SONTO MAYISE

Interim General Manager | KwaZuluNatal Convention Bureau

Standard Bank Top Women Conference 2021 | 12

SODFA DAAJI

Executive, Eastern Limb | Implats

DR HAZEL GOODING

Deputy Representative | UN Women

JENITA SUKNUNUN

Head of Legal Services | Netstar

BIANCA BUITENDAG

South African Surfer and Silver Medalist, Tokyo 2020 Olympics

TRACY KAJUMBA

Principal Researcher and Team Leader, IIED Climate Change Group, Uganda

DR TUMI LEGOBYE

Health Executive | Harmony Gold

03 | Standard Bank Top Women Conference 2021

MODUPE ADEFESO-OLATEJU

Managing Director, The Education Partnership Centre, Nigeria

NADIA VATALIDIS

VP of People | Remote.com

IPELENG MKHARI

Co-founder and CEO | Motseng Investment Holdings

NAHLA VALJI

Senior Advisor, United Nations Executive ˂˙Ѓ˖˘ ˢ˙ ˧˛˘ ˆ˘˖˥˘˧˔˥ˬʠʺ˘ˡ˘˥˔˟ʟ ʶ˔ˡ˔˗˔

JADE WRIGHT

HR Director | Unilever

HON. ANGELA THOKOZILE DIDIZA

HON. AYANDA DLODLO

Minister of Agriculture, Land Reform and Rural Development

Minister for the Public Service and Administration

SHELA MOHATLA

MARIANA MOURA SANTOS

HON. STELLA NDABENI-ABRAHAMS

MS TINTSWALO NKUNA

Group Company Secretary, Harmony Gold

Minister of Small Business Development

NOKUTHULA MAGWAZA Founder, MD | Bloom Marketing Agency

PIERRE BRUWER

Managing Director | Netstar

Founder and CEO | Chicas Poderosas, Portugal

Executive Manager: Regulatory Compliance | NLC

PAMELA XABA

Head of Human Capital | Netstar

MARGARET HIRSCH

Executive Director | Hirsch’s Homestores

RANJITA GHOSH

Head of Marketing – APMEA (Asia Pacific – Middle East – Africa), Wipro Limited

VELAPHI RATSHEFOLA

Managing Director, Coca-Cola Beverages South Africa

THULI MADONSELA

Law Professor | University of Stellenbosch

WELELA DAWIT

CFO | Microsoft South Africa

S TA N D A R D B A N K TO P WO M E N L EAD ER S 277

13 | Standard Bank Top Women Conference 2021

v ii r tu ua on n ff ee r en nc c ee A ND D A AW WA D SS v N v ir tr ta lluccao l cr eo n fAe r e nA RR cD e

Conference Overview DELEGATE STATISTICS:

11 695

10 158

Registered Attendees

Attendee Comments

7hr 40min

9.5

OUT OF 10

Average Time Spent in Event (according to AmaSocial reporting)

Customer Satisfaction (according to Novus reporting)

* Stats from conference platform: Hopin/Remo

Standard Bank Top Women Conference 2021 | 16

POLLS: What does ‘Women Empowerment’ mean to you?

Achieving autonomy

15.7%

Access to equal pay Reaching the C-Level

11% 2.4%

More political and economic participation

18.8%

Having the ability to influence social media

47.5%

Other

4.7%

What do you think are the biggest barriers to women getting promoted?

Lack of mentors

18.5%

No clear path moving forward Limited budget

16.2% 0.9%

Gender bias Lack of experience

48.6% 2.7%

Competitive culture Lack of training Lack of knowledge

9% 0.5% 3.6%

Do you feel the workforce in SA is more inclusive of women today?

18.6%

19.1%

Yes, we’ve made great strides Slightly. I think we’re getting there No, we have a long way to go 62.3%

17 | Standard Bank Top Women Conference 2021

v ii r tu ua on n ff ee r en nc c ee A ND D A AW WA D SS v N v ir tr ta lluccao l cr eo n fAe r e nA RR cD e

What are some of the challenges you’re experiencing right now?

Finding business opportunities

32%

Limited room for promotion

12.7%

Inequality at work

8.8%

Pandemic fatigue /lack of motivation

18.4%

Entering best networks for collaboration Lack of digital skills Lack of soft skills

21.5% 4.4% 2.2%

How has COVID-19 changed gender empowerment strategies within your organisation?

We are sticking with the same strategy

30.4%

Our strategy has allowed us to implement our future goals sooner

39.3% 30.4%

We have had to relook it

Which bank do you bank with?

ABSA

8.9%

Investec

1.3%

Discovery

0.9%

5%

FNB

No

25.8%

Capitec

Other

Yes

44.4%

Standard Bank

Nedbank

Are you likely to participate in one of our events in future?

Maybe

10.2% 6.2% 2.2%

Standard Bank Top Women Conference 2021 | 18

95%

Top HR Leaders 1st edition

How has your experience of this year’s conference been so far?

Extremely insightful!

46.2% 45.7%

Good. I’m inspired It’s been okay Unsure

4.3% 3.8%

How has your experience of this year’s conference been so far?

Extremely insightful!

46.2% 45.7%

Good. I’m inspired It’s been okay Unsure

4.3% 3.8%

How relevant and helpful do you think it was for your job?

How likely are you to tell a friend about this event?

1.3%

1 0%

1

2 0%

2 0%

3

1.3%

3 0%

4 0%

4

1.3%

5

2.5%

5 0%

6

5%

6 0%

7 8 9 10

12.5%

7

16.3%

8

12.5%

9 50%

10

3.8% 6.3% 11.3% 76.3%

19 | Standard Bank Top Women Conference 2021

5IF +VEHFT CAS COOVADIA CEO | BUSA

JOHN DLULDU

THANDI ORLEYN

CEO | Peotona

SELLO HATANG

CEO | Small Business Institute

CEO | Nelson Mandela Foundation

VICTOR SEKESE

COLIN LESHOU

ʶʿʼʶʾ ʻʸ˅ʸ ˇ˂ ˉʼʸˊ ʽˈʷʺʸˆ ˉʼʷʸ˂

ROSA VAN NIEKERK

ANGELA RUSSELL

CEO | RvN Attorneys

CEO | American Chamber of Commerce

CEO | SNG Grant Thornton

Executive | SEDA

IPELENG MKHARI

TSHEGETSANG SEBEELA CEO | TEG Group

NONKULULEKO GOBODO

CEO | Nonkululeko Consulting

VUKANI MNGXATI

CEO | Accenture

LERATO PRETORIUS

JOHANNA MUKOKI

VINO GOVENDER

KHUMO NTLHA

CEO | Motseng Investment

CEO | Lehlaka Group

CEO | Travel with Flair

Standard Bank Top Women Awards 2021 | 26

CEO | LA Consulting Engineers

CEO | WOESA Group

5IF $FSFNPOZ

27 | Standard Bank Top Women Awards 2021

5IF 8JOOFST

TOP WOMEN IN TECH AWARD PRIYA THAKOOR VODACOM

TOP BUSINESS WOMEN OF THE YEAR AWARD - SPONSORED BY STANDARD BANK

TOP WOMEN IN SCIENCE AWARD MOGALEADI SEABELA ANGLO AMERICAN

LEILA FOURIE

JOHANNESBURG STOCK EXCHANGE

TOP WOMEN YOUNG ACHIEVER - SPONSORED BY STANDARD BANK

TOP WOMEN EMPOWERED COMPANY: CORPORATE CITIZENSHIP AWARD ADCOCK INGRAM

CHARMAGNE MAVUDZI

TOP WOMEN EMPOWERED COMPANY: FAST GROWTH WOMEN-OWNED SMME

TOP WOMEN EMPOWERED COMPANY: DIVERSITY IN THE WORKPLACE - SPONSORED BY SERVEST

TORQUE SOLUTIONS

VOLVO SA

UNILEVER

TOP WOMEN ENTREPRENEUR OF THE YEAR AWARD THANDEKA NDLOVU-MNGOMEZULU

TOP WOMEN BUSINESS OF THE YEAR AWARD - SPONSORED BY BOSCHENDAL INSTITUTE OF DIRECTORS IN SOUTH AFRICA

TOP WOMEN EMPOWERED COMPANY: SKILLS DEVELOPMENT - SPONSORED BY EKURHULENI WEST TVET COLLEGE THE SKILLS DEVELOPMENT CORPORATION

TOP WOMEN PUBLIC SECTOR LEADER AWARD - SPONSORED BY MOTHEO TVET COLLEGE CHANTELLE MARTIN STRAUSS

DEPARTMENT OF SMALL BUSINESS DEVELOPMENT

Standard Bank Top Women Awards 2021 | 40

TOTAL SERVE FACILITIES MANAGEMENT

TOP WOMEN EMPOWERED COMPANY IN RESOURCES, CONSTRUCTION & INFRASTRUCTURE SPONSORED BY TEG GROUP TURNER & TOWNSEND

TOP WOMEN IN PROPERTY AWARD LETTIE MASHAU

MOTHEO CONSTRUCTION GROUP

TOP WOMEN EMPOWERED COMPANY IN YOUTH DEVELOPMENT UNILEVER

TOP WOMEN EMPOWERED COMPANY: PUBLIC SECTOR AWARD - SPONSORED BY PUBLIC SECTOR LEADERS NATIONAL AGRICULTURAL MARKETING COUNCIL

TOP WOMEN EMPOWERED COMPANY IN HEALTH & PHARMACEUTICALS AWARD ADCOCK INGRAM

TOP WOMEN EMPOWERED COMPANY IN BIODIVERSITY, CONSERVATION & ENVIRONMENTAL SPONSORED BY SANBI

TOP WOMEN LIFETIME ACHIEVEMENT AWARD PHUMZILE MLAMBO-NGCUKA

TOP WOMEN LIFETIME ACHIEVEMENT AWARD IRENE CHARNLEY

TOP WOMEN IN SPORTS AWARD TATJANA SCHOENMAKER

TOP WOMEN IN SPORTS AWARD

TRIPLO4 SUSTAINABLE SOLUTIONS

KGOTHATSO MONTJANE

TOP WOMEN EMPOWERED COMPANY IN RETAIL & E-COMMERCE AWARD

TOP WOMEN IN SPORTS AWARD

VODACOM

BIANCA BUITENDAG

41 | Standard Bank Top Women Awards 2021

Top Women Empowered Company in Public Sector Award Sponsored by Public Sector Leaders Publication EKURHULENI EAST TVET COLLEGE

ETHEKWINI MUNICIPALITY

GAUTRAIN MANAGEMENT AGENCY

NATIONAL AGRICULTURAL MARKETING COUNCIL

Top Women Empowered Company in Resources, Construction & Infrastructure Development Award Sponsored by TEG Group MOTHEO CONSTRUCTION GROUP

TURNER & TOWNSEND

SYNERLYTIC ANALYTICAL SERVICES

WOA FUELS & OILS

AJ5D PROJECTS

Top Women Empowered Company in Fast-Growth Women-Owned SMME Award GOLDEN REWARDS

Standard Bank Top Women Awards 2021 | 22

MYEZO ENVIRONMENTAL

NELLY PROJECTS

Top Women Empowered Company in Fast-Growth Women-Owned SMME Award THE TRANSFORMATION LEGACY

TORQUE SOLUTIONS

UCT SHAWCO LAW

MKG TRAVEL AND TOURISM

Top Women Empowered Company in in Retail & E-Commerce Award

CARROL BOYES

HIRSCH

HONEY

THE GOLD BAR

THE REGENCY HOTEL

VODACOM

Top Women Empowered Company in Corporate Citizenship Award

TRIPLO4 SUSTAINABLE SOLUTIONS

TI AUTO INVESTMENT

ADCOCK INGRAM S TA N D A R D B A N K TO P WO M E N L EAD ER S 287

23 | Standard Bank Top Women Awards 2021

AN N D AW W AR RD D v iiii r r t t u u a al l c c o o n n f f ee r r ee n n c c ee A ND D A WA D SS v vv rr tt uu aa ll cc oo nn ff rr nn cc N D W D

5IBOL ZPV Our Sponsors

Lifestyle partners

W E L L N E S S

Standard Bank Top Women Conference 2021 | 56

C E N T R E

A BUSINESS SHIFT TO CREATE IMPACT A key ingredient in driving business transformation in Africa is conscious leadership.

Purpose-led leadership that can shift organisations from a profit only focus to profit with purpose and, in doing so, create economic value and value for society and the environment.

Shift Impact Africa, as a Shared Value advisory and consulting firm, assists leadership with shifting the business mindset, strategically aligning operations and working to profitably address the societal and environmental impact, through the core business.

If you’re looking to transform your business and shift the strategy to Creating Shared Value, contact us.

SHIFT IMPACT AFRICA

tiekie@shiftimpact.africa

www.shiftimpact.africa

290 STANDARD BANK TO P W O M EN LEADERS

connect

scale

impact

E XO U SIA WO M E N BRA N D I N G

E XO U S I A

WO M E N BR A N D I N G EWB focuses on empowering women by equipping them with mentoring, providing leadership training, social skills training, life coaching and similar ancillary services. Most women are faced with daily challenges on how to balance being a businesswoman, community leader, wife, mother or any other role. EWB provides biblicalbased learning tools that assist women by building, encouraging, motivating and training them to attain excellence in these areas, while maintaining healthy relationships in their lives.

EWB aims to empower women through knowledge by teaching them how to practically apply learned skills in an energetic and positive manner.

At the core of our values we aim to provide training and development that has a biblical basis and seek to develop courageous, loyal, powerful and dynamic women who can handle any task assigned to them.

VISION AND MISSION

To empower women by using biblical teaching tools to equip them for business, leadership roles and any other roles they may occupy in their lives.

SERVICES

Business and Leadership Training Training the company staff on • regulations and ethics • Training departments on business conduction and handling • Succession training for staff Industrial relation training for staff Corporate policies implementation • and training • We are training private, public, universities and government companies

PUBLIC AND MOTIVATIONAL SPEAKER •

•

Corporate Events (mining industry, power generation and general events) Weekly and monthly commercial or corporate motivations for business leaders and governmental head of departments and staff

•

Senior, secondary and universities (career preparations, life orientation skills and business motivations)

PLANNING AND TIME MANAGEMENT

Planning is the process of thinking about the activities required to achieve a desired goal. Coupled with time management, it will ensure that project deadlines are met.

SOCIAL LIFE SKILLS T RAINING

We understand the importance of socialising, we are training people to understand that we are living in a diverse world where we must meet people of different characters, personalities, race and religion.

LIFE COACHING

Determine what goals you want to achieve and how to overcome obstacles as well as making life changes in order to see dreams become a reality.

MENTORSHIP

From experience and education I will guide you through any hardship to achieve your desired goal.

Any constraints you think you might have is an opportunity just waiting to be taken.

PROFILE

A DV E R TO R IAL

C S VR

The Centre for the Study of Violence and Reconciliation (CSVR) is a South African based independent, non-governmental organisation established in 1989. As a multi-disciplinary institution, the organisation seeks to understand and prevent violence and inequality, heal its effects, build sustainable peace and achieve equality at community, national and regional levels. CSVR’s unique value proposition is that our work is embedded in communities affected by violence and it is this micro-level engagement that informs our evidencebased research to inform our interventions, tailoring them to the contextual realities and experiences in communities. The CSVR’s advocacy work is informed by what we learn from the communities we work and collaborate with, and the lived realities and experiences on the ground, and these in turn inform policy development processes. The organisation also provides mental health and psychosocial support services to both individual and collective victims of trauma in communities and in the social justice sector. Through research, mental health and psychosocial support interventions and advocacy, the organisation’s work enhances state accountability, promotes gender equality and builds social cohesion, integration and active citizenship.

Annah Moyo-Kupeta is the Executive Director at the Centre for the Study of Violence and Reconciliation (CSVR). Ms MoyoKupeta is a human rights lawyer with 16 years’ experience working in the legal, transitional justice, human rights and violence prevention fields with a specific focus on legal research, gender and gender mainstreaming, regional litigation, policymaking, policy and legislative review and analysis, and development of soft law instruments for various target audiences from policy, peer CSO groups and victim groups.

292 STANDARD BANK TO P W O M EN LEADERS

CSVR has a proven track record of 33 years in (1) providing quality and context-responsive service; (2) undertaking cutting edge and evidence-based research to inform our work, shape public discourse and inform policy making; and (3) leading multi-level advocacy interventions to raise awareness, establish and maintain partnerships and networks, facilitate victims access to justice and capacity building and training. The organisation is considered nationally and continentally as one of the leaders in women’s rights and gender fields and this focus has informed our broader human rights, violence prevention and transitional justice work. The organisation’s gender work is located within the Executive Director’s office where at this high level, it gains priority and organisation-wide engagement and implementation.

The Executive Director drives the organisation’s integration of gender in all CSVR’s programming, interventions and work.

This approach of integrating gender in the work that the organisation does has found expression in continental policies and soft law instruments

CS V R

developed with support from CSVR, including the African Union Transitional Justice Policy which was adopted by the African Heads of State and Government in February 2019, the African Commission on Human and People’s Rights (ACHPR)’s Study on Transitional Justice and Human and People’s Rights in Africa, adopted by the ACHPR in August 2018 and the ACHPR’s General Comment on the Right to Redress for Victims of Torture in Africa, adopted by the ACHPR in February 2017.

Gender and women’s empowerment is also evident in the organisation’s composition and leadership. CSVR is a women-led organisation, and out of a staff complement of 45 people, 75% are women who are highly qualified gender experts. Our 2017 report titled Violence against Women in South Africa: A Country in Crisis influenced

A DV E R TO R IA L

public discourse and sparked the political recognition of violence against women as a nationwide crisis needing urgent attention and the consequent development of the National Strategic Plan on GBV and Femicide (NSP-GBVF).

The gender work of CSVR continues, in 8 communities – Mamelodi, Diepsloot, Inner City Johannesburg, Alexandra, Orange Farm, Kagiso, Ekangala and Marikana. In these 8 communities, CSVR is popularising the National Strategic Plan on Gender Based Violence and Femicide (NSP-GBV), NSP-GBVF, the National Action Plan on Women Peace and Security and the GBV laws in the country. The goal of the organisation is to continue being responsive, resonant and relevant to the contextual realities around us and empowering individuals and communities.

Address: 33 Hoofd Street, Braampark Forum 5, 3rd Floor, Johannesburg, 2001, South Africa Tel: +27 (11) 403-5650 E-mail: info@csvr.org.za Web: www.csvr.org.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 293

MOT HEO

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

294 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 295 000

E K U R H U LE N I W EST

TVET COLLEGE I N TERV I EW W I TH A CTI N G PRI N CI PA L NTOMBI ZODWA DANG AZEL E

Gender inequality is a

NTOM BIZODWA DANGAZELE Acting Principal

result of unequal power distribution between women

Ekurhuleni West TVET College

and men, exacerbated by ongoing discrimination and social relations that

HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE? Ekurhuleni West TVET College ensures that we develop women so

normalise inequality.

that we do not lose out on the skills, ideas, improved decision-making,

It is unequivocal that gender equality is

and viewpoints that are essential in

WHAT ARE THE GENDER POLICIES AT

an important right and a powerful driver

addressing working and social related

EKURHULENI WEST TVET COLLEGE?

for growth, development and stability.

issues.

Even if women and men are not the

It is for this reason that we as a college

same, that does not mean that they are

promote gender equality as it is essential

Currently the staff of the college

not equal. Gender equality is about equal

to advancing the college’s interests

is comprised of 542 employees -

opportunities, rights and responsibilities

and reflects our values of fairness and

300 of whom are women; three out of

for women and men.

substantive equality.

six campus managers are women; two

296 STANDARD BANK TO P W O M EN LEADERS

EK UR HUL EN I W ES T T V ET COLLE G E

out of four executive managers are women and the college is headed by

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR?

myself in the acting principal position.

There is a growing awareness in the

HOW HAS GENDER EMPOWERMENT

and vocational education to meet the

STRENGTHENED YOUR ORGANISATION?

rapidly changing requirements of the

The former principal of the college,

economy at the national level. This

Hellen Ntlatleng realised that for the college to reach its full capacity in terms of performance, growth and development, she encouraged female executives and portfolio managers

country for the need to adapt technical

means that there is an increased need for co-operation between TVET colleges and industry for progressively addressing issues of curriculum and student workbased exposure or placement.

I N T E RV I E W

such as the 4th industrial revolution and digital technology, future leaders will need skills in critical thinking, creativity, the ability to turn ambition to vision and have power-sharing characters. They need to be able to achieve results and possess ethics and values. For effectiveness, what is also important is that they need to have a collaborative mindset,which will enable them to empower their employees and involve them in decision-making and strategy development.

to enrol for the Women in Leadership Programme with the Gordon Institute

HOW ARE YOU INTEGRATING THE

of Business Science (GIBS), where

DRIVE FOR SUSTAINABILITY INTO

they were taught and mentored how to

YOUR ORGANISATION?

become better leaders.

The college considers innovation,

The gradual and steady empowerment

and reputation, and building good

of women resulted in growth and development of the college. It is without

partnerships, brand recognition

“THE GRADUAL AND STEADY EMPOWERMENT OF WOMEN RESULTED IN GROWTH AND DEVELOPMENT OF THE COLLEGE”

governance as crucial ingredients in order to drive sustainability.

WHAT ARE SOME OF YOUR SOCIAL

doubt that, in most of the institutions

RESPONSIBILITY INITIATIVES?

which are headed up by women, the

WHICH SKILLS DO YOU THINK LEADERS

We have renovated and built houses

performance is of a high standard since

OF THE FUTURE ARE GOING TO NEED?

for child-headed households and this

women are collaborative, empathetic,

Looking at where the world is going

year we will be launching a young

trusted and terrific mentors.

regarding technological transformation,

woman empowerment programme.

CONTACT DETAILS: Physical Address: Cnr. Flag and Rose-Innes Roads, Driehoek, Germiston Tel: 011 323 1600 | Fax: 011 323 1601 Email: info@ewc.edu.za Website: www.ewc.edu.za

000 S TA N D A R D B A N K TO P WO M EN L EAD ER S 297

A DV E R TO R IAL

GPL

The Multiparty Women Caucus (MPWC) is the Gauteng Provincial Legislature’s (GPL) advocacy structure represented by women Members of the Provincial Legislature (MPLs) across all the representative political parties. On an annual basis, the MPWC conducts outreach & public engagement activities. Its main target groups are women and girls, youth, the elderly, and persons with disabilities. Provision of goods such as dignitary packs, non-perishable foods and household goods are distributed during these outreach activities, which offer some economic cushioning.

To commemorate Children’s Day, observed on the 5th of November annually, and 16 Days of Activism, the MPWC participated in the following activities during 2021: Distribution of Sanitary Packs through the MPWC members’ own Constituencies; The MPWC’s Launch of the 16 Days of Activism’s Programme which took place in Tshwane, Soshanguve; and the The Lunch with the Elderly at the Birchwood Hotel on 3rd of December 2021.

Contact persons: Secretary to the Legislature pskosana@gpl.gov.za and GPL personnel dnkomo@gpl.gov.za

Hon. Thokozile Magagula, Chairperson of the MPWC

Hon. Njakazana Radebe

Hon. Busisiwe Ncube

Hon. Adriana Randall

Hon. Refiloe Ntsekhe

Hon. Christina Mabala

Hon. Tasneem Motara

Hon. Amanda De Lange

298 STANDARD BANK TO P W O M EN LEADERS

GP L

A DV E R TO R IA L

LAUNCH OF THE 16 DAYS OF ACTIVISM IN TSHWANE, SOSHANGUVE GIANT STADIUM, 25 NOVEMBER 2021

Hon Nkosi-Malobane handing out goods to beneficiaries

Hon. Ndlovana and Hon. Nkosi- Malobane with local representative

Non- perishables goods given to stakeholders on the day

LUNCH WITH THE ELDERLY

Elderly Participants enjoying their meals

Candlelight ceremony in remembrance of victims of Gender Based Violence (GBV) From left to right: Hon. Phaladi- Digamela; Hon. Badenhorst; Hon. Mekgwe, Speaker to the Gauteng Legislature; Hon. Mhlakaza- Manamela, Deputy Speaker to the Gauteng Legislature; Hon. Nkosi-Malobane, Chairperson of Committees.

Hon. Badenhorst

S TA N D A R D B A N K TO P WO M EN L EAD ER S 299

INT E RVIEW

M E TG OVI S

METG OVI S C ONDUC TING BUSINESS W ITH INT E GR ITY INTERVIEW WITH METGOVIS M.D. JANET CHANNING

Please describe your career path leading up to becoming MD of MetGovis I am a professional valuer. I joined the profession relatively late in life. They say that everything you do before 30 doesn’t count, I disagree - careers nowadays are not straight lines. Property has always been in my DNA, I majored in political geography in my undergraduate degree and today much of MetGovis’s work revolves around using geospatial technology for various solutions, from identifying mismatches within municipal datasets to assisting emerging farmers improve crop yields. I have one guiding rule: Never stop learning.

I am doing my doctoral research on the role of accurate and complete property registers for sustainable local government.

What have been the major highlights for you since joining the organisation?

MetGovis is a software company and I was recruited to head up the company in 2008 even though technically I am not a techy.

Software compels you to think and resolve challenges in a logical manner. I purchased MetGovis from Broll in 2010.

Doing business in the public sector includes certain pressures. Our mission

statement says we conduct our business with integrity - and I refer to this value as ‘keeping the faith’. MetGovis’s strength is its leadership within the niche market of municipal valuations and rating. We use technology to be more efficient. Being involved in startups is both exciting and terrifying, but also rewarding.

Another highlight is mentoring younger team members to find their passion and their own paths to success.

Please describe the services offered by MetGovis and what exciting plans you have for the coming year MetGovis is the proprietor of a valuation roll management system (VRMS) that integrates with the different financial systems used by municipalities. This year MetGovis is launching a new web-enabled version of our VRMS. Billing completely and billing correctly is an important tenet for municipal sustainability.

Through aligning different internal municipal datasets it is obvious where discrepancies are. Individual discrepancies are material and accumulate as income forgone. Another key strategy in our business success is to play to people’s strengths. The MetGovis solution presents a picture, a mapped report or geospatial reporting. ‘A picture paints a thousand words’. This product is called InSightX. Property is immovable but it is not static, it is bought, sold, sub divided, developed, and rezoned. If we use locational reporting successfully, we must have accurate spatial information. MetGovis is proud to contribute towards reshaping and changing the local government landscape.

300 STANDARD BANK TO P W O M EN LEADERS

How do you ensure that gender empowerment is a cornerstone of the organisation?

MetGovis is a meritocracy, not a women’s empowerment operation. Everyone must prove themselves – men, women, young, old, black, white. Everyone is given an equal chance to prove themselves. Our ethos at MetGovis is based on trust. As a small team, we are agile, we make sure we get deliverables done before deadlines. If you join the team don’t break that trust.

We speak out against team members that shirk their responsibilities or fail to be accountable.

Do you have any advice for young women looking to join your sector?

Work hard, there is no such thing as luck.

Being in the right place at the right time is different. Take mini breaks, the collateral damage is less when you get back to your office. Have a special place to retreat to when the world overwhelms you. My special place is the bush, a few days with big skies and wild open spaces and I am energised again. Invest in yourselves.

Never give up, and when you are knocked down, get back up. Never blink, stare them down. Don’t tolerate bullies in any shape or form. You can choose, make sure these choices are responsible.

CONTACT Phone: 033 343 2868 / 033 343 3190 Email: admin@metgovis.co.za Address: 1st Floor, Building 4 39 Hilton Avenue, Hilton P O Box 562, Hilton 3245, South Africa

S TA N D A R D B A N K TO P WO M EN L EAD ER S 301

Mdito Business Enterprise cc was established in 2004 in Mpumalanga, to provide cleaning services to the residential, commercial and industrial businesses including hygiene services in the Mpumalanga Province. We are a Level 1 Contributor in terms of the Broad-Based Black Economic Empowerment (B-BBEE) Codes of Good Practice, and we are 100% Black Women Owned. Mdito Business Enterprise currently employs over 400 employees in the Nkangala District.

These professionals are trained and dedicated to maintaining an excellent and high quality of service.

We look forward to expanding our enterprise and ultimately going national in the next five years. We have demonstrated that we have the ability and 100% commitment to become one of the top professional contract cleaning enterprises in the country. To this end we will ceaselessly continue to strive- to be the very best we can.

We see ourselves as an entrepreneurial venture that wants to contribute to the residential, commercial and industrial industries by means of creating job opportunities and establishing ourselves as a leader in this field through catering to the needs of our customers and developing a strong return-customer and referral-customer base.

We strive to be a competent, innovative and developmental team, to ensure the delivery of high quality products and services.

MI S S I O N S TATEMENT • To become the fastest growing residential, commercial and industrial cleaning services enterprise in the Mpumalanga

• •

province and the rest of the country.

To make a substantial contribution to the reduction of unemployment in the South Africa.

To pay attention to the specific needs of our customers and to satisfy these needs according to their specific requirements.

MEMBER S H I P National Contract Cleaners Association (NCCA) South African United Commercial Metal and Engineering Industries Bargaining Council SERVICE O F F E R I NG Our cleaning services are delivered by professional and supervised staff, using world-class cleaning equipment and successful sanitation chemicals. We offer an elite cleaning service which includes: Commercial Cleaning Services Mdito Business Enterprise provides commercial cleaning services across a wide range of industries and our knowledgeable staff have experience in cleaning various locations. No matter your size of business premises we can provide a professional commercial cleaning service for you.

Hygiene Services Our elite cleaning service offers a complete range of washroom equipment and consumables, depending on your washroom size, style, purpose and budget. We will provide a tailor-made solution for your hygiene needs; no job is too big or too small for us.

Industrial Cleaning Services We realise that your industrial cleaning requirements are unique to your business. Different premises require

302 STANDARD BANK TO P W O M EN LEADERS

specific cleaning chemicals and methods and expensive equipment needs to be cleaned in a certain way. This is why we offer a fully customised industrial cleaning service to meet your unique requirements.

Residential Cleaning Services Our aim is to provide you with house cleaning services that meet your individual needs. We know there is no such thing as ‘one size fits all’, which is why we address each client’s needs on their own merit.

Ash Plant Cleaning Services • Dust suppression Water washing and grease removal • Hydro blasting • Loading and dumping • Cleaning of conveyor belts • Coal plant cleaning and general housekeeping services • Road sweeping General house keeping • • Waste management and disposal Debunkering • Quenching • • Via Rope Access • Unblocking • Clearing of coal spillages

Address: 9B Smokey Mountains, Witbank, 1035 Cell: +27 83 210 6365 Email: mdito.business@gmail.com Website: www.m-dito.co.za

MDITO BU SINE SS E NTE RP RI S E

A DV E R TO R IA L

From humble beginnings supplying stationary to Eskom Arnot Power Station, to cleaning and a small consignment shop at Exxaro Arnot Coal Mine, to where MDITO is today, Dorah Mavis Sibanyoni (known to many as Sis Mavis) is the proud founder and managing director of MDITO Business Enterprise.

“It all began in the year 2005 when I started working with Exxaro Arnot Coal Mine where I rendered cleaning services of residential homes and hostels of the mining staff, times were tough as work depended on the number of call outs there would be and with only four casuals at the time, I could not have imagined that I would be where I am today.

“In 2009 I was awarded an opportunity to render my services to Roshcon, and little did I know that this was the beginning of a life changing chapter in my business. It is at this phase that as a company we went through a drastic learning curve: I was trained and taught all the requirements with regards to safety and environmental policies, and at the time my staff capacity expanded from 4 to 14 employees. In the year 2010 I tendered, and was awarded, the opportunity to render my services to Eskom Kusile Power Station and through successful tendering and customer satisfaction I have been on the Kusile project to this very day.

“The Kusile project has contributed significantly towards the growth and development of MBE by enrolling me in learning programmes such as Bridging the Gap (BTG) business management. I learned to tender efficiently, manage my business and to build and sustain new business relations, which has resulted in acquiring further tenders with Eskom, with Hitachi Power Systems South Africa - now known as Mitsubishi Hitachi Power Systems Africa (MHPSA), Thermon South Africa and Thyssenkrupp Industial Solutions. Currently we employ a total work force of 354 employees and have a net value of R45-million.

“Through partnerships with some of our clients we implement skills development of our employees via pilot programmes whereby MBE cleaning staff are trained and evaluated on skills acquisition such as computer literacy and administration.

Successful candidates are then interviewed and absorbed by the client and this then allows MBE to create employment opportunities for other local work seekers.”

S TA N D A R D B A N K TO P WO M EN L EAD ER S 303

A DV E R TO R IAL

K RI E L O C C UPAT IONA L HEA LT H CENT RE

AFFORDABLE AND COMPREHENSIVE OCCUPATIONAL HEALTH SERVICES Kriel Occupational & Wellness Centre is a 100% black female-owned business that was established in 2008 and is an independent service provider specialising in Medical Surveillance and Wellness of Employees. The company was formed in order to bridge the gap that existed within the Occupational Health Sector and positions itself within the Mining and Construction industries.

VISION To render quality, affordable and comprehensive occupational health service to our clients and it is our objective to be the best occupational health service provider in Southern Africa MISSION Kriel Occupational & Wellness Centre sets a benchmark in occupational health services through excellence and quality ensuring legal compliance for our clients by rendering medicals according to client’s specific legal requirements for medical fitness to work.

OUR VALUES Kriel Occupational & Wellness Centre strives to deliver all our services with integrity, loyalty, reliability and absolute professionalism.

Kriel Occupational Health Centre (KOHC) is your solution to be legally compliant with regards to medical screening for fitness to work, travel health and employee wellness.

The head of the team is a qualified Occupational Medical Doctor registered with Health Professions Council of SA (HPCSA).

We are amongst the few companies country wide certified and compliant with the requirements of ISO 9001:2015.

We are well-positioned to provide occupational health services to the immediate businesses and Mines in the area and through our mobile services; we are able to reach outlying rural communities and business throughout Southern Africa.

What sets us apart from our competitors is that Kriel Occupational & Wellness Centre can tailor a solution to meet your specific

requirements in Occupational Health Services. KOHC uses technologically advanced medical equipment suitable for modern day accurate testing, results and reporting.

KOHC is compliant in terms of Occupational Health and Safety Act, Mine Health and Safety Act and other related legislations.

medical examination for occupational lung diseases and submissions to MBOD/ CCOD); Injury on duty management and reporting Sports medicine (Sports medical team –assist with athlete’s medical assessment, treatment of sports injuries and injury rehabilitation) GROWTH STRATEGY

In addition to dedicated offices in Mpumalanga and Gauteng, we have two Mobile Clinics that are deployed wherever there is a need. The plan is that these mobile clinics will increase the geographical existence of the business.

Kriel Occupational Health Centre has completed the second phase of expansion of its Medical Centre for comfort and convenience of our local clients.

Future project: Multi-disciplinary and practical skills training Centre for aspiring Health professionals.

OUR SERVICES

MANAGEMENT & OWNERSHIP

Our medical surveillance is a planned programme of periodic medical screening for fitness to work which may include the following: Audio, Lung function, Medical questionnaires, Urinalysis, Vision screening and Physical Examination, Chest X-ray, Drug of abuse test. The medical screening is risk based to assist the companies with controlling health risk and preventing, detecting and treating occupational diseases.

The types of medical surveillance include: Initial (pre-employment), Periodical (during employment) and Exit (on leaving employment).Digital X-ray (chest and limbs) for TB/Occupational Lung diseases screening and Injury on Duty.

Wellness campaigns and screening (includes HIV, BP, Diabetes Mellitus, Cholesterol, Weight Management/BMI and Health Education), Travel Medicine (Yellow fever vaccination, Hepatitis, Malaria prevention and Travel Health Consultation) Benefit Medical Examination (Ex-miners

304 STANDARD BANK TO P W O M EN LEADERS

Director and Head of the Team, Dr. Lindi Mokwena is a qualified medical doctor. This ensures that KOHC is compliant in terms of the Occupational Health and Safety Act, Mine Health and Safety Act and other related legislations.

Social responsibility: The Dr. Lindi Foundation was launched in 2018 and assists with basic needs for disadvantaged school children/tertiary students , BME for ex miners and offers skills practical training for graduates.

CONTACT DETAILS Mpumalanga branch: 8 Springbok single, Kriel (Emalahleni) National foot print: Fully equipped Mobile clinics with digital x-rays Telephone: 0176483894 Mobile: 0828627892 Email: doctor@krielhealthcentre.co.za/ info@krielhealthcentre.co.za drlindi@drlindifoundation.org.za Website: www.krielhealthcentre.co.za

DR L A N GA

A DV E R TO R IA L

DR. L ANGA MEDICAL S PA I NTE RVI E W W I TH D R LA NGA

Dr. Langa grew up in a village called Lotlhakane in North West province. As a young girl she recalls the passion she had for helping people, especially the elderly - and she always knew she wanted to become a doctor. To confirm the reality of her dreams, she visited old age homes and spent time at GP practices. After studying at Rapulane Primary school, Dudfield farm school she went to Bethel Girls High and qualified at the Medical University of South Africa at the age of 24.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? We started as 2 women in the practice, currently we are 5 powerful women working at Dr. Langa Medical Spa. HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? The ability to influence women to make the right decisions, increase self-confidence, and better their status has given my heart great fulfilment.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? Teaching through Instagram and Facebook and also letting clients/ patients understand the importance of consultation is our main goal. Once a week we post about a condition that mostly affects women. For us, service is: • • • • •

Committing to a clear vision Humility Soft skills such as communication Authenticity Leading through change

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? First is my mother, Mmagauta Nkgodi, the strongest woman I know. Then Phuthi Mahanyele-Dabengwa inspires me. I like her calm personality and how she stands up to do more and bigger things as a woman.

Address: Cnr. Atterburg Rd & Lois Ave, Menlyn Shopping Mall.

Opp. Dischem Tel: 012 880 2965/ 012 880 2965 Email: drlanga@lkmedicalspa Website: lkmedicalspa.co.za

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS •

UNDERSTAND THE VISION: The vision in business is future focused - it is where you want to

•

get to in, say 10 or 20 years.

PLAN: Planning helps to achieve objectives; planning is vital in business as it helps to achieve goals in calculated time but also

•

with some ease and promptness.

ACTION: What changes after you’ve read a particularly

motivating piece of information with useful practical tips?

Nothing! Unless you are able to use the information to make real, •

tangible changes.

STAY FOCUSED: The old saying, ‘Rome was not built in a day’ applies here; it takes time to let people know who you are, so stay focused on achieving your goal and never lose sight of

•

the vision

BE CONSISTENT: You have to consistently keep on doing what is necessary to be successful day in and day out. Every day is a challenge, don’t stop learning.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 305

“Balancing out the stereotypical masculine and feminine leadership qualities is needed in the modern world”

306 STANDARD BANK TO P W O M EN LEADERS

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.

K

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.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 307

L E B O. M CO U RI E R

A DV E R TO R IA L

Lebogang Moiloa, Chief Executive Officer Lebogang Moiloa started her courier company, Lebo.M Courier, as a way to address complaints about the industry.

Lebo.M Courier aims to assist people and businesses with all their courier and delivery needs whilst leveraging technology to disrupt the logistics industry.

The company looks to provide valuedriven logistics solutions that are scalable to contribute to economic growth, job creation, and business development.

An unemployed mother, she started her company with just one vehicle in September 2019, with the aim of collecting parcels and delivering them the next day. The company now has three delivery vehicles, despite Ms Moiloa having limited qualifications in the sector.

Today she has a growing company, with a loyal customer base, and delivers as many as 200 parcels a day in Gauteng.

She also now employs drivers and admin and delivery assistants, with the view to employing more in future.

She has since expanded her operations to the North West province and hopes to scale internationally.

“For many businesses, the Covid-19 pandemic brought a lot of devastation and strain, but to Lebo.M Courier an opportunity was spotted to leverage digital tools to simplify courier services in an affordable manner,” says Ms. Moiloa.

The business grew during nationwide lockdowns, when more and more delivery services were required by those who were based at home.

Lebo.M Courier has positioned itself competitively in the market by charging R100 for deliveries, with only a weight limit of 50kg for packages.

The courier company is available via WhatsApp, Instagram, and its website.

Customers put in a request for collection

with an address, and they are collected and delivered the next day.

“Lebo.M Courier understands both the needs of businesses and individuals in getting goods from where they are to where they are intended to be.

This understanding is what gives Lebo.M Courier an advantage in the market that is focused on convenience, quality service, and customer satisfaction,” says Ms. Moiloa.

ADDRESS: 5 Mallard Street, Terenure X6, Kempton Park, 1619 TEL: +27 79 284 7093 +27 81 879 2892 EMAIL: info@lebomcourier.co.za lebo@lebomcourier.co.za WEBSITE: lebomcourier.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 309

E FFICIE N T, ECONOMI CAL A N D DRIVEN BY EXCELLENC E FOR 8 3 Y E ARS Royal Tyres is an independent blackowned tyre business. We are a recognised leader in the tyre industry and one of the most successful companies in KwaZulu-Natal for over eighty years.

The ethos of our company is founded on the legendary business principles of integrity, customer service excellence, and competitive prices.

Our company is segregated into two specialised divisions, Commercial and Passenger with a team of experienced personnel in the tyre industry, providing our customers with a highly skilled resource team who are able to provide expert service and value to our customers.

Royal Tyres believes in investing in our staff to whom we offer scholarships through Merseta. We take on learnerships and have employed learners on their completion.

CSI On a weekly basis we donate 100 loaves of bread to Cheshire Home (10), Lakehaven Children’s Home (15), St. Martin’s Children’s Home (20 - 25), and Feedy Needy (40). We support

the Women Abused Centre at Aryan Benevolent home and Kendra Gardens Retirement Home.

Royal Tyres empowers female drivers by providing free lessons on how to change your flat tyre.

We also support women empowered businesses, especially in the motor industry.

DIVISION S PASSENGER & LIGHT COMMERCIAL VEHICLE DIVISION Providing a range of wheel and tyre products and associated services for business fleets, family vehicles, and luxury mag wheels for the motoring enthusiast, Royal Tyres has all that the customer needs.

Royal Tyres employs highly skilled and experienced staff. We are acredited and members of The Retail Motor Industry (RMI), and our workshop is certified by The Motor Industry Workshop Association (MIWA).

A combination of these high standards, skilled staff and the latest equipment make for some of the most trusted tyre fitments in the country.

310 STANDARD BANK TO P W O M EN LEADERS

COMMERCIAL DIVISION The Commercial Division is focused on reducing our customers’ fleet tyre related costs by an offering of almost any product a customer may require backed by industry leading service and decades of knowledge and expertise housed in a prime location with state of-the-art equipment and processes.

In a price sensitive industry, we are focused on customer service to set us apart and we are continuously looking to optimise and improve processes with innovation and customer satisfaction in mind. The Commercial Division provides a range of tyre, wheel and automotive products for multiple product applications.

EST. 1939

Address: 1159 Umgeni Rd, Morningside, Durban, 4068 Tel: 031 303 2933 Email: info@royaltyres.co.za Website: www.royaltyres.co.za

Poppy Khoza - CEO at SACAA With more than 20 years of experience in aviation, Ms. Khoza was appointed as the Acting Director of Civil Aviation (DCA) of the South African Civil Aviation Authority (SACAA) in 2011. This was made permanent from 2012, with her reappointment for a second five-year term from December 2018. As the first woman in this position since the establishment of the SACAA, she is passionate about meaningful change.

In 2018 the SACAA, in collaboration with the International Civil Aviation Organization (ICAO) and the Department of Transport, initiated the first-ever Global Aviation Gender Summit, attended by delegates representing more than 43 countries.

The SACAA followed up this initiative by hosting National Aviation Gender Summits in South Africa in 2019 and 2021. The Regulator’s passion for the equality of women in the workplace has translated into the transformation of the SACAA, as it now boasts 50% capable women Executives, 51% female employees and 89% black employees in the organisation.

The SACAA, through the Civil Aviation Act, 2009 (Act No. 13 of 2009), is mandated to regulate aviation safety and security. South Africa and its various aviation role players are among the world’s most compliant countries, with a compliance rating of 87.39% in the last financial year, above the global average of 68.68%.

Ms. Khoza has been instrumental in South Africa’s participation in the global discourse on matters relating to aviation safety and security. After two years as Deputy Chairperson, she served as the first woman Chairperson of the United Nation Agency’s ICAO Aviation Security Panel.

The SACAA has managed the impact of the pandemic diligently and continues to maintain its usual excellent performance and delivery of its mandate, as illustrated by the entity achieving 100% against the approved Annual Performance Plan (APP) targets. This is the seventh such achievement in the past nine years.

In the last financial year, the SACAA also achieved 100% compliance with the Public Finance Management Act (PFMA) and another clean audit from the Auditor-General with no material findings in the last financial year.

In dealing with the pandemic, the speeding up of the SACAA’s automation project became critical, and the pandemic simply pushed the Regulator to move even faster in finalising this critical project. An example of this process is that applications for licences were migrated to electronic platforms, while provision was made to still assist those who were unable to transact with the SACAA digitally.

Some of the measures implemented by the Regulator also included the virtual oversight of operators wherever

practicable, and the continued roll-out of the risk-based oversight system. This methodology will see the Regulator profiling it in terms of their risk profile, while paying attention and dedicating resources to the most critical areas of the industry.

Ms. Khoza has expressed hope that the SACAA will continue to be at the forefront of the Fourth Industrial Revolution in terms of automation and innovation. The Regulator will use the benefits of this era to assist with the training and to make it a pipeline of future aviation professionals and to transform the industry in terms of demographics.

Address: Ikhaya Lokundiza, Building 16, Treur Close, Waterfall Park, Bekker Street Midrand Phone: (011) 545 1000

Email: mail@caa.co.za

Website: www.caa.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 3 11

17 6 TH E D I T I O N Proudly sponsored by

S TA N D A R D B A N K TO P W O M E N L E A D E R S

(010) 448 0502

info@kumyolz.co.za

www.kumyolz.co.za

TO P B U S I N E S S W O M E N . C O . Z A

International Business Gateway, New Road, Midridge Park, 12 Challenger Avenue, TFT House

YOLANDA MADIKIZELA Founder and Managing Director - Kumyolz Investments