PARMI NATESAN
Raising standards and accountability among our corporate leaders
JOSHUA NGOMA Fighting world hunger with innovation and elbow grease
Discovery Green’s energy platform
The Two-Pot Retirement System Understanding township businesses Why do due diligence?
Subsequent to its establishment in July 2023, the Energy One Stop Shop (EOSS) has made significant strides in its key priorities to support and contribute to the country’s energy security. The EOSS has successfully mobilised funding to revolutionise support mechanisms to Independent Power Producers (IPPs) enabling the transformation of the energy sector into a sustainable, scaled-up and capacity building sector. This transformation is set to benefit both industrial and household consumption of energy across the country.
At inception, the EOSS had a database of 114 projects, which were part of the Presidency’s Operation Vulindlela, however only 64 of those were actively being assisted with facilitating and fast-tracking authorisations, permits and licences from relevant competent authorities by the EOSS. The 64 projects will upon completion and as and when they are connected to the grid collectively provide energy capacity of 11 724MW. Of those 64 projects, four of them with an energy generation capacity of 78MW are operational while nine projects with an energy generation capacity of 774,5MW are in the development phase, either at financial close or construction stages.
By the end of the 2023/2024 financial year in March this year, 40 challenges related to various competent authority regulatory processes at local and national level were resolved, and the prerequisite authorisations granted.
With the support of the Presidency and National Energy Crisis Committee (NECOM) to fast-track services to IPPs, the EOSS has also forged strong partnerships with the Energy Council of South Africa, State-Owned Entities, Government across all three spheres (local, provincial, national), and industry associations such as the South African Wind Energy Association (SAWEA) and the South African Photovoltaic Industry Association (SAPVIA).
In 2024, the EOSS anticipates to deliver on the following key priorities:
• Development and piloting of the Single Window Application Process (SWAP) for IPPs;
• Integration of the Municipal Mapping and Standardisation of Process into SWAP as they relate to energy projects;
• Contributing to adding more unlocked projects to the development pipeline, i.e. at financial close and construction phases, which would ultimately result in added capacity to the grid
Energy is a key sector that will transform the economy of our country and align it with the aspirations of our citizens. For the 2024 /2025 financial year, the EOSS will fast track all applications for IPP energy projects across all nine provinces; although this excludes those that as are outside of the various Bid Windows and those with Strategic Infrastructure Programme (SIP) status. The EOSS will also extend it services to Small-scale Embedded Generation (SSEG) power projects, under schedule 2 of the Electricity Regulations Act, to enhance energy security and to support efforts to decarbonise South Africa’s economy.
Email: info@enegyoss.gov.za Telephone: 012 394 9599 Website: www.energyoss.gov.za
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10 PIONEERING AGRI-FINANCING
A partnership approach to empowering Africa’s food heroes.
12 THE DR RADEBE TOUCH
The Trillion Cart Investments founder who turns great ideas into gold.
18 JOSHUA NGOMA
Fighting world hunger with innovation and elbow grease.
20 PARMI NATESAN
Raising standards and accountability among our corporate leaders.
22 WATER WHEELING
Africa’s water imbalance challenges are enormous.
26 A GREENER FUTURE FOR AFRICA
African nations are beginning to see value at the end of the energy transition rainbow.
30 FUSS OVER FOSSILS
Fossil fuels are still playing an important role in boosting the economy in most nations.
34 EMBEDDING PEACE OF MIND INTO ENTERPRISE INFRASTRUCTURE
Robust security blends tools and practices.
38 HAVE BACKUP
Loadshedding respite demands continued vigilance.
42 RETIREMENT
The Two-Pot Retirement System.
44 THE TOWNSHIP ECONOMY
An untapped and misunderstood insurance market.
46 GEAR UP FOR GROWTH
The case for free public transport.
50 ENTREPRENEURSHIP IS EVERYONE’S RESPONSIBILITY
Zunaid Moti inspires entrepreneurial mentorship.
52 INCLUSIVE ECONOMY
Building an inclusive economy for all South African.
Steinmüller Africa is a one-stop maintenance partner that tailor-makes maintenance solutions to meet client requirements and expectations. The key to the company‘s success is a predefined structure that covers all aspects of a project and ensures peace of mind for the client. The company offers vast experience across all aspects of outsourced plant shutdown work execution which allows them to complete unusually large projects.
Africa is a
STEINMÜLLER AFRICA OFFERS PLANNED AND UNPLANNED MAINTENANCE OPERATIONS, WITH FIELD SERVICE AND ON-SITE/LOCAL WORKSHOP FACILITIES: Boiler Island Services
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Mills, Coal, Ash Handling Equipment
Plant Drone Inspection Services
54 DISCOVERY GREEN
Insurance giant’s game-changing renewable energy platform.
56 CARBON TAXES COULD CRUSH SOUTH AFRICA’S BUSINESS PROFITS
New research about the cost of carbon taxes.
60 SUPER SNOOPER
Neglecting to do your due diligence can cost your business big time.
62 GROWTH IN RENEWABLES CRITICAL THROUGHOUT AFRICA
Africa should boost renewable energy manufacturing growth.
66 AFRICA’S INDUSTRIAL TRANSFORMATION
The continent needs transformative skill-building.
70 CUTTING UP CHICKEN AND BEEF SUPPLIES
South African policies raise poultry prices.
72 WHY SUPPORTING LOCAL MATTERS
Building a stronger South Africa, one business at a time.
73 SA’S KEY SURVIVAL SKILL
It’s time for entrepreneurship to be taught in schools
74 TECH SAVVY SURVIVAL
Africa needs digital skills across the economy - not just the tech sector.
76 THE KIDS ARE NOT ALL RIGHT
One-third of teens face depression.
78 NBA MEETS ART AT ART X LAGOS
Nigeria fuses basketball with art.
80 NATURE
The astonishing eye of the Sahara. Invest in the
SOCIAL MEDIA IS A GREAT WAY TO BE ENTERTAINED, TO FIND BREAKING NEWS, SEE HILARIOUS MEMES AND HEAR A WIDE RANGE OF OPINIONS… BUT IT’S NOT TERRIBLY RELIABLE AS A FORM OF EDUCATION.
Barbra Banda. Caster Semenya. Imane Khelif. These are three women whose names currently trigger people into a state of high anxiety. Why? Because they are ‘not normal women’… not normal because they possess incredible sporting ability, but also because of their physical make-up, their DNA, hormones, and some other factors.
Sex and gender is becoming more confusing than we ever imagined. Mind you, the existence of transsexuals is as old as time, while examples of transgenderism have been documented back to 5000BC in Ancient Mesopotamia and 200BC by the ancient Greeks. Nonetheless, so many people have an almost Pavlovian response when they hear the names of Zambian footballer Barbra Banda, South African sprinter Caster Semenya and Algerian boxer Imane Khelif. Reading other peoples’ opinions on social media won’t offer a mental Big Bang in terms of understanding all aspects of the ‘new’ world of gender. We all have different opinions, and it is part of the human experience to discuss, debate and decipher complex issues… and even to remain in disagreement.
However, as leaders in business, at home and in our communities, we need to be open to learning and understanding more about the many complex issues that confront our society… and not just be shepherded | to ‘the truth’ by random 60-second videos posted on social media.
Resist the knee-jerk temptation to grab a pitchfork and join the witch hunt… after all, society’s understanding and opinions have a habit of changing over time.
Around 50 years ago IVF, abortion and homosexuality were considered monstrous by the majority of people, but today they have become legal in many parts of the world.
The true leader will first seek a deeper understanding and will then listen, listen, listen… rather than pouring fuel onto the social media fire. That’s the hallmark of a winner, a great leader… and a builder of communities. ■
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Africa’s agricultural sector is the beating heart of countless economies, yet despite its immense potential, businesses along the agri-value chain face significant hurdles. The most critical is a lack of access to financing and the tools to navigate growth. This financing gap cripples agribusinesses, hindering their ability to innovate and blocking Africa’s economic development.
While Africa serves as a key supplier of food products to major players like the EU and US, its true potential remains unfulfilled. The picture brightens when we consider the rise of intra-African trade in processed products, which surged by a staggering 46.3% between 2019 and 2021. This trend, further fuelled by the African Continental Free Trade Agreement (AfCTFA), promises exciting possibilities for African agriculture.
The African Union has just announced their ambitions for the AfCTFA to become the largest free trade area since the formation of the World Trade Organisation given the continent’s 1.2 billion strong population. However, for these aspirations to materialise, we must address the financial roadblocks constraining agriSMEs.
The traditional financial landscape often perceives agri-SMEs as highrisk borrowers. Rural locations further exacerbate the issue,
making it expensive and logistically challenging for lenders to reach these businesses. The burden falls on those who lack formal credit history or traditional collateral, like land.
For example, South Africa’s ag-debt market of ~R210bn serves primarily the top 2% of farms.
So, how do we bridge this gap?
The answer lies in fostering close partnerships with agri-SMEs and adopting innovative financial solutions.
“The need of the hour,” as I see it, is to move beyond a transactional approach and build robust partnerships providing financial support, repeatedly, to enable sustainable growth.
The world’s digital revolution presents a powerful opportunity, utilising multiple data sources to identify creditworthy borrowers who are otherwise over-looked. Paperless applications further streamline the process, making it easier for SMEs to access the resources they need. Tailored lending products are crucial.
Access to working capital, invoice financing, or equipment financing empowers these businesses to expand, improve operations, and overcome financial hurdles. We need to shift our perspective and view African SMEs through a unique lens, focusing on partnership-based lending to build strong and growing enterprises. This fosters trust and ensures the success of the invested capital.
Fintech has been revolutionising agri-financing, empowering African farmers and food entrepreneurs, but there’s room for further advancement. Development agencies, the public sector, and traditional lenders need to collaborate with teams that understand the intricacies of these businesses and assess their risk profiles effectively.
Partnering with fintechs can bridge the gap and ensure SMEs get the capital they need to not just survive, but thrive. Consider this: one-third of Africa’s GDP rests on the shoulders of this industry. Empowering it empowers the continent.
Pumpkn’s success is a testament to the transformative power of technology and innovative partnerships in bridging the financing gap. The future of African agriculture shines brighter as more fintech companies enter the market and governments prioritise policies that support agri-financing. Together, stakeholders can establish a more inclusive financial system that unlocks the potential of African agri-SMEs, fuelling the continent’s economic engine and propelling it towards a food-secure future. It’s time to empower Africa’s food heroes, and a partnership-based approach, leveraging technology and data-driven solutions, is a vital step in the right direction. Let’s embrace this future, one loan, one partnership, and one thriving business at a time.
“Dr. Radebe: Entrepreneurial multidisciplinary expert.”
WITH A DOCTORATE IN PHILOSOPHY AND SPECIALISED QUALIFICATIONS IN HERBALISM, LAW STUDIES AND THE PROPERTY SECTOR, TRILLION CART INVESTMENTS FOUNDER DR RADEBE MIGHT NOT BE AN OBVIOUS SPOT FOR ENTREPRENEUR OF THE YEAR, BUT ENTREPRENEURSHIP IS IN HIS GENES, HIS BLOOD AND HIS DNA.
The founder of Trillion Cart Investments has done enough studying to fill an average lifetime, yet still he has found the time and energy to build an astonishing business empire with more than 20 companies in the ‘Cart’... and a seemingly endless stream of ideas for new ventures.
In addition to these impressive credentials, he is also certified as a Fire Marshall and has recently completed his studies centred on ancient healing methods, highlighting his commitment to both modern and traditional approaches to wellness.
Dr. Radebe hails from a rich lineage of entrepreneurs, a legacy that has profoundly influenced his life and career. His grandfather was a pioneering figure in the township of Gugulethu, where he owned a dairy shop—an extraordinary achievement during the era of apartheid when such ventures were rarely seen in township communities. This entrepreneurial spirit was further cultivated by his mother, who ran a spaza shop, teaching Dr. Radebe the ins and outs of business from a young age.
He fondly recalls his childhood experiences of selling various items, sparking an enduring passion for entrepreneurship that would shape his future. Motivated by a deepseated desire to uplift those around
him, Dr. Radebe founded Trillion Cart Investment, a holding company with a mission centred on building and sharing wealth among marginalised communities.
The inception of Trillion Cart was inspired by Dr. Radebe’s spiritual calling to emancipate African individuals from the grips of poverty and to empower black entrepreneurs. He aims to provide these aspiring business owners with the resources and support they need to launch their ventures, often with minimal capital, fostering a culture of entrepreneurship that can lead to greater economic independence and community development.
Through his endeavours, Dr. Radebe continues to honour his family’s entrepreneurial legacy while striving to create opportunities for others.
The Entrepreneur’s roots
Dr Radebe has always honoured his spiritual guides, who have played a crucial role in helping him navigate life’s challenges while enabling him to remain grounded and fully embrace the essence of Ubuntu. He has also drawn strength and wisdom from the teachings and exemplary actions of his mother, who has significantly influenced the person he is today. Throughout both difficult times and moments of joy, Dr. Radebe’s mother has served as a role model, consistently reminding him to
chances of success for the business. Nevertheless, he remains committed to providing opportunities for those who show promise and potential, as he believes that every individual deserves a chance to demonstrate their capabilities and grow into their role. Balancing trust in potential with the necessity of experience has become a central theme in his leadership philosophy as he continues to navigate the complexities of business.
His great breakthrough
carry himself with respect and treat others with kindness.
Dr. Radebe lost his father when he was only four years old, but his mother demonstrated remarkable strength in taking on the responsibilities of both parents. Dr. Radebe’s character has not been shaped solely by formal education, but rather by the powerful example his mother set for him.
Mistakes in business are an integral part of the learning journey, offering significant opportunities for personal and organisational growth. Rather than referring to his past experiences as mistakes, Dr Radebe sees them as valuable lessons related to the trust he has placed in people by assigning them roles for which they may not have been fully prepared. He strongly believes in recognising potential and dedication in individuals. When someone demonstrates these qualities, Dr Radebe finds great satisfaction in empowering them with additional responsibilities, hoping to foster their development. However, as he reflects on his journey over the years, he has come to understand the critical importance of matching individuals to positions based on their proven experience and track record. This approach not only supports the overall effectiveness of the team but also enhances the
by helping them achieve financial independence in order to break free from the cycle of poverty. He believes that by establishing businesses that serve genuine needs within the community, entrepreneurs can create sustainable change and uplift those around them. This approach not only fosters economic growth but also contributes to the overall well-being of society, making entrepreneurship a powerful tool for positive transformation.
effective solutions. He places a strong emphasis on time management and efficiency, expressing clear disapproval of behaviours that lead to wasted time or resources.
Despite this emphasis on productivity, Dr. Radebe is known for his compassion and empathy, creating a supportive work environment where excellence is not just encouraged but celebrated. His balanced approach combines a strong focus on results with a genuine care for the well-being of his team members.
Dr Radebe’s greatest breakthrough was championing the black business distributor model, which has played a crucial role in TC realising its mission and vision of building and sharing wealth. Through the distributors model, Trillion Cart Holdings can share the profit with the distributors. This breakthrough came as a result of his innate need and spiritual mandate to economically empower the African people who have, in many instances, been spectators and consumers of economic products instead of producing them. He is focused on being the driving force behind Africa’s economy and is passionate about putting Africa on the world economic map. All this while maintaining the trust of the people he has employed.
Although there is significant financial potential in the world of business, pursuing entrepreneurship solely for profit can often lead to disillusionment. Dr Radebe emphasises that the core purpose of starting a business should be to address and fulfil the needs of the community, the nation and global society as a whole, rather than merely serving as a pathway to personal wealth. He advocates a vision of entrepreneurship prioritising service, social impact and community development. Dr. Radebe’s mission is particularly focused on restoring dignity and empowering African individuals
When it comes to his leadership style, Dr. Radebe is a highly engaged and approachable leader who prioritises open communication with his employees. He actively seeks to understand their needs and challenges, offering guidance and direction to foster their professional growth. Rather than getting bogged down by issues, Dr. Radebe takes a proactive approach to problem-solving, working collaboratively with his team to identify
His winning edge
Diligence refers to his keen ability to identify promising investment opportunities in situations where others might overlook potential and only see chaos or debris. His careful analysis and insight allow him to make informed decisions that others might miss. ■
Dr Radebe’s advice for young entrepreneurs
“Two of the greatest lessons I have learned are integrity and perseverance. I cannot work with people who lack integrity. This goes beyond just being honest and trustworthy; it means admitting when you are wrong during an apology and learning from your mistakes. It means living your values every day and never hesitating to stand up for what is right. It also involves helping others whenever you can—don’t step on anyone as you climb the ladder of success. Moreover, never view rejection as the outcome. Instead, see it as an opportunity to build your character and your brand. Sometimes, a ‘no’ is an answered prayer that opens the door to better opportunities.”
Dr Radebe’s advice for older people considering entrepreneurship “Pursuing something you are passionate about is always a valuable endeavour. No matter how old you are, your dreams are valid and achievable. The journey towards your aspirations may require dedication, hard work, and perseverance, but if you possess the determination and skills needed, there is virtually no limit to what you can accomplish. Embrace your ambitions, and remember that age should never be a barrier to chasing what truly inspires you. With the right mindset and effort, you can turn your dreams into reality.”
Trillion Cart Investments is well-positioned to deliver a significant boost to the economy and the citizens of South Africa and by extension Africa, addressing the pressing challenges they face. This positive trajectory is largely attributed to the leadership of Dr. Radebe, who is not only a visionary but also a leader deeply committed to the well-being of the community. Under his guidance, Trillion Cart Investments is implementing innovative strategies aimed at stimulating economic growth and creating sustainable opportunities for all South Africans.
Johannesburg has frequently been dubbed the New York of Africa due to its vibrant culture, bustling economy, and urban landscape. However, in recent years, the city has experienced a marked decline in infrastructure and property development, causing many investors to hesitate when it comes to the inner city. This situation has contributed to a sense of neglect in several areas, leading to a deterioration in both the physical environment and economic opportunities.
In this context, Dr. Radebe has emerged as a visionary committed to reversing this trend. He is particularly focused on revitalising regions that are predominantly inhabited by African communities, which have often been overlooked in the broader narrative of urban development. Taking a bold step, Dr. Radebe purchased a dilapidated building (today Trillion Cart Investments) in the Marshalltown area, known for its lack of investment and infrastructure.
Instead of viewing the property as just another risky investment, Dr. Radebe saw potential where others saw despair. Over the years, he has poured both time and resources into transforming this former parking lot into a modern office block. His efforts have included extensive renovations, incorporating contemporary design elements, improving functionality, and ensuring that the building meets the needs of a high-end clientele
The impact of Dr. Radebe’s project has been profound, as he has not only
enhanced the physical appearance of the area, but he has also fostered a renewed sense of dignity and pride among local residents. By creating a space that attracts businesses and professionals, he has helped to stimulate economic activity and encourage further investment in Marshalltown and surrounding neighbourhoods.
Dr. Radebe’s dedication serves as an inspiration, demonstrating that with vision and commitment, it is possible to breathe new life into communities that have long been neglected.
Today, Trillion Cart Investments (PTY) LTD a 100% black-owned conglomerate corporation, which established its first independent business in 2009, with the birth of other businesses thereafter. In 2014, all established independent businesses were consolidated into a fully-fledged conglomerate with over 22 distinct subsidiary companies in 16 different Industry Sectors.
Trillion Cart Investments is passionate about developing and empowering communities, youth, women, entrepreneurs and businessaspiring people through its Distributor Networking Business Model, which has birthed multiple entrepreneurs since its inception.
The success of the distributor model and that of the company can be attributed to Dr. Radebe, whose leadership and insight have been pivotal in shaping the company’s trajectory.
The organisation’s remarkable success is rooted in its rich history, a consistent
track record of excellence, and a set of core values that Dr. Radebe has instilled throughout every level of the company.
With a sharp focus on identifying growth and investment opportunities, Dr Radebe has strategically positioned Trillion Cart Investments as a formidable entity across a diverse range of sectors. These include manufacturing, retail, mass distribution, security, agriculture, communications, health and beauty, pharmaceuticals, financial services, construction, automobiles, music production, travel, property development, and hospitality. Each sector is chosen not only for its profit potential but also for its capacity to create jobs and stimulate local economies.
Dr. Radebe’s commitment to job creation is a driving force behind the
company’s expansion efforts. His belief in empowering individuals and fostering entrepreneurship is evident in Trillion Cart Investments’ initiatives aimed at providing resources and support to aspiring business leaders across the African continent. The company’s mission extends beyond financial success; it is dedicated to wealth development and the enhancement of community livelihoods.
“I’m a leader and an entrepreneur,” says Dr. Radebe, confidently asserting his approach to business. “I never shy away from opportunities that present chances for success, strategic timing, and informed action. My decisionmaking sets me apart from those who wait for handouts. I don’t wait; I seize opportunities,” he emphasises, embodying the proactive and enterprising spirit that has become synonymous with Trillion Cart Investments.
Through a combination of visionary leadership, commitment to community upliftment, and an unwavering focus on strategic growth, Trillion Cart Investments continues to thrive and make a significant impact across various sectors in Africa.
Trillion Cart Investments is made up of 16 distinct businesses and has recently added to its portfolio property development (Golden Lofts), as well as animal farming and breeding fast foods (Burger Joint and Grill), animal farming and breeding (Tandjiesburg Ankole stud). Visit
We are an Ankole breeding stud dedicated to the exquisite art of breeding and raising magnificent Ankole cattle. Our primary goal is to preserve the unique genetics and rich cultural heritage associated with these remarkable animals, which are celebrated for their striking long, curved horns—a feature that not only defines their beauty but also symbolises strength and resilience.
Our Ankole cattle are raised in a carefully managed natural environment that reflects their native habitat, allowing them to thrive while maintaining their traditional way of life. We prioritise their well-being and health by collaborating closely with local veterinarians who conduct regular health check-ups. This proactive approach ensures that all our cattle receive the necessary medical attention, vaccinations, and dietary care, allowing us to maintain a herd that is healthy, vibrant, and genetically diverse.
In addition to breeding, we are committed to educating the community about the significance of Ankole cattle in our culture and the important role they play in sustainable agriculture. Through various initiatives, we aim to
promote awareness and appreciation for these extraordinary animals and the conservation efforts necessary to protect their lineage for future generations. Email:
info@tandjiesbergankolestud.co.za
NamhlaD@tandjiesbergankolestud. co.za
030 4610
Facebooks: @Trillion Cart Investments
LinkedIn: @Trillion Cart Investments
Instagram: @trillion_cart_investments
The Burger Joint & Grill was established with the mission of catering to fastfood enthusiasts who are seeking delicious yet healthy meal options. This innovative concept, developed under the umbrella of Trillion Cart Investments, empowers aspiring entrepreneurs by offering them a unique opportunity to break into the competitive fast-food market through an accessible franchising model. This approach not only allows individuals to pursue their entrepreneurial dreams but also enables them to generate income while providing the community with quality food choices.
The burger joint also offers the following:
• Low franchise fees
Franchise models
• Trailer
• Restaurant
• Take-away
• Drive-Thru
The first franchise location was launched in Rustenburg, situated in the northwest region, on February 10, 2024. This launch marks a significant milestone in expanding The Burger Joint & Grill’s presence, as it aims to establish a strong network of franchises that prioritise health, quality, and entrepreneurship throughout the area. With a diverse menu featuring wholesome ingredients, The Burger Joint & Grill is poised to attract a loyal customer base that values taste and nutrition.
Visit
15 Sulisbury & Kruis Str, Marshalltown, Johannesburg, SA
Email: admin@theburgerjointgrill.co.za
Contact us: +27 72 886 5610
Social media handles:
Tik-Tok - @TheBurgerJointGrill
FaceBook - TheBurger JointGrill
Instagram - TheBurgerJointGrill
Golden Lofts is our offshore company dedicated to property development, bringing together a wealth of international expertise tailored for the South African market. Our focus is on both residential and commercial properties in Dubai, one of the world’s most dynamic real estate markets. We strive to provide our clients with a seamless and rewarding investment experience, ensuring that every step of the process is efficient and transparent.
In our efforts to enhance the quality of our offerings, we’ve established a strategic partnership with AX Property Dubai. With over a decade of experience in the Dubai real estate sector, AX Property is recognised as a leader in the industry. This collaboration allows us to provide our clients with exclusive access to premier properties and connects them with some of the most reputable developers in the region.
At Golden Lofts, we take pride in offering properties exclusively from established developers known for their quality and innovation. Our portfolio features projects from industry giants such as Emaar, Damac, Dubai Properties, Azizi, Danube, and Sobha. Each of these developers has a proven track record in delivering exceptional properties that not only meet but exceed market standards. This ensures that our client’s investments are not only secure but have the potential for sustainable growth and long-term value.
We are committed to supporting our clients throughout their investment journey, guiding them to make informed decisions and helping them navigate the complexities of the Dubai real estate landscape. ■
CREATING A PLATFORM FOR YOUNG INNOVATORS AND AGRIPRENEURS TO DEVELOP THEIR SKILLS, KNOWLEDGE AND NETWORK IS AT THE HEART OF EVERYTHING THE JOSUDAN FOUNDATION DOES ON A DAILY BASIS. THE MAN ENSURING THE FOUNDATION’S HEART BEATS STRONG AND LONG IS JOSHUA NGOMA, THE FOUNDER AND CHIEF ENABLER OF ENTERPRISING AFRICA REGIONAL NETWORK (PTY) LTD (EARN).
Joshua Ngoma is not your normal retired mining engineer. The 64-year-old is also a serial business builder with the not insubstantial personal mission of helping to guarantee global food security while creating jobs and increasing prosperity across the African continent.
Ironically, his mining background has been a huge help with his retirement gig in agriculture. To keep himself busy, he decide to dedicate his retirement life in developing young people in entrepreneurship and innovation.
“In 2012 we found a 21-acre farm in Centurion for sale that was perfect for our needs… the only drawback was that the area was not suitable for agriculture as it was rocky and had a serious water shortage,” recalls Ngoma.
The lack of water was a major challenge, but Ngoma had always enjoyed challenges in his work as a miner, so he put on his mining hard hat and set about finding a solution to the problem.
“I’m a miner. We like challenges. We thought this challenge was good because it afforded an opportunity to demonstrate how to grow food in challenging conditions that were similar to those we are likely to encounter
in the future due to climate change. So we bought it, and in 2014 we started Enterprising Africa Regional Network (Pty) Ltd or EARN with the aim of developing the youth into successful entrepreneurs who would start and grow successful businesses to increase levels of employment and prosperity!” smiles Ngoma.
After exhausting work clearing the existing vegetation and rocks, his team set about plowing the soil and adding compost and nutrients. The land was suitable for crop production at the start of 2015.
“Then we tapped into my mining experience and drilled more boreholes and installed lots of water tanks to ensure we had the water capacity we needed, and 10 years later we have turned this into a modern farming facility where we train young people in modern farming practices and where they grow high value crops that we sell to small markets and the local community. We wanted to test this model in tough farming conditions to create a blueprint for future farming, and we now have plenty of evidence to suggest that this model will work in the future,” adds Ngoma.
Agriculture is top of his list of
priorities because it is vital for the future survival and success of Africa’s people, and one of the key advantages is that the continent has such a high percentage of young people who are fit and able to work in the industry.
“When you consider that the average age of farmers in Africa is 62, it’s clear that we need to bring the figure down as low as possible, which means that we need to start developing young people. To do that we need to attract people to farming in order to develop them into successive entrepreneurs,” says Ngoma. To encourage young people into an industry that isn’t very sexy or lucrative compared to jobs in finance, for example, Ngoma realised the need to introduce them to modern farming practices that operate with a strong technology component. In addition, EARN needed to use a holistic approach in developing them into successful entrepreneurs.
“African Greeneurs is an EARN Group company responsible for youth training and development, and our Foundation offers financial support to African Greeneurs in providing industrial experience and agripreneurship training, with the aim of creating a platform where young innovators gain access to strategic growth and job creation.
“The foundation’s approach aligns with global initiatives that provide targeted training and resources to support African youth in becoming leaders in entrepreneurship and social innovation. By offering a suite of support mechanisms, the Josudan Foundation enables young African entrepreneurs to not only start businesses but also scale them to create larger societal impacts,” says Ngoma.
What sets the Josudan Foundation apart is its localised approach, deeply rooted in understanding African challenges, while also connecting young entrepreneurs to global networks. This ensures both relevance to local contexts and the scalability of innovations across broader markets.
Current initiatives at Josudan Foundation focus on training and developing youth in entrepreneurship and innovation, primarily through EARN’s entrepreneurship programme,
which supports agripreneurs. Upcoming projects aim to establish agriculture and innovation hubs, focusing on enhancing agricultural production using advanced technologies such as precision farming, agrivoltaics, water management systems, and biological pest control.
“Additionally, technologies like drones and satellite imaging, vertical farming and AI-driven analytics will be incorporated to promote scalable, sustainable models for youth development and agricultural innovation,” adds Ngoma.
A core part of the foundation’s process is to create a big group of individuals to work together, as this achieves economies of scale.
“We take a maximum of 10 candidates per cohort into our training facilities, but they must have confidence, education and passion. We have designed the programme to have one cohort per quarter or 40 people per year. We give the trainees technical skills training and business skills training. But unlike many other organisations, we don’t then just throw them on the streets to go and look for jobs. Instead, we find them land where they would settle and we connect them to all ecosystem enablers, including funders, coaches,
markets and everything in between. We also take care of their business support services, so the likelihood for that farmer to fail is remote. It looks like a tech incubator of some sort, but you don’t feel like you are being trained because you are actually working in a commercial environment,” adds Ngoma.
Key challenges for the industry include scaling operations across diverse regions in Africa and ensuring long-term sustainable funding, with both local and global institutions, particularly in the agricultural sector.
“By leveraging these partnerships and focusing on agripreneurship and innovation, the Josudan Foundation aims to drive long-term economic growth and development across the continent. ■
Donate: Your contributions help us provide the necessary resources for training, business setup, and innovation.
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THE INSTITUTE OF DIRECTORS IN SOUTH AFRICA (IODSA) IS A PROFESSIONAL BODY REPRESENTING DIRECTORS AND LEADERS IN GOVERNANCE ACROSS VARIOUS SECTORS
Led by Professor Parmi Natesan, 45, IoDSA’s mission is to promote ethical leadership, sound governance practices and director development.
The organisation offers membership, training, certification and thought leadership. They are also custodians of the King Reports on Corporate Governance. They aim to equip directors with the skills and knowledge to lead responsibly and effectively.
The IoDSA was originally established in 1960 as a branch of the Institute of Directors in the United Kingdom (IoD UK). It later became an independent professional body. The organisation was formed in response to a growing need for professionalising directorship and fostering responsible leadership.
“Over time, we have developed our own governance framework and identity to serve the unique needs of directors in the South African context,” says Prof. Natesan.
As CEO, Natesan’s role is to provide strategic leadership, oversee the operations of the IoDSA and engage with stakeholders. She is also responsible for ensuring that the organisation remains at the forefront of governance thought leadership in SA.
A chartered accountant by profession, with a strong background in business and governance, she leads the organisation, drives its business strategy and contributes to governance development.
One of their focus areas is the professionalisation of directorship, which they have been advocating for some time. They are seeing growth in their certification programmes, particularly with their two SAQArecognised designations: Certified Director and Chartered Director SA.
“These certifications are critical to raising the bar for governance excellence and ensuring that directors are equipped to lead effectively. We are continually growing these designations to meet the evolving demands of the market and ensure that directorship is seen as a professional career path.
“One challenge we face is that membership of the IoDSA is voluntary, yet when directors misbehave, the public often asks what the IoDSA is doing about it. There is a misconception about our mandate, as we only have jurisdiction over our members and do not have powers over general directors. However, we have strengthened our disciplinary regulations and code of conduct to ensure that our members are held accountable,” says Natesan.
Another challenge they face is keeping governance at the forefront, despite the pressures that organisations face in a rapidly changing environment. They address this by continually engaging with stakeholders and offering resources that help directors navigate these challenges.
Looking ahead, digital transformation is key for them. They intend to use technology not only to enhance their internal operations but also to improve how they serve their members and clients.
“We are focused on creating value through digital platforms, making our training and resources more accessible and ensuring that our members have the tools they need to succeed in a digital era. This will be essential for maintaining our relevance and continuing to drive governance excellence,” adds the 2024 Business Leader of the Year winner.
IoDSA are also in the process of reviewing King IV, the code for governance in South Africa, to bring it in line with local and global developments in corporate governance. Another objective of the review is simplification and ease of use, as governance is still often felt as a burden to business and thus not fully embraced.
“We will also push in our advocacy efforts to professionalise directorship as a minimum requirement for holding a non-executive director position, in a hope that we can get to a point where at least for listed companies and state-owned companies, the directors have to be members of the IoDSA and even hold one of our director designations. The benefit of this is that these individuals’ knowledge will be vetted and tested and they will be bound by a code of conduct and disciplinary regulations,” says Natesan.
Natesan is a strong proponent of the belief that the success of the IoDSA is measured by the impact they have on governance practices.
“For me, seeing an increase in directors obtaining professional certifications and implementing sound governance frameworks in their organisations is a
key indicator. Our success lies in contributing to a culture of ethical leadership and responsible business practices, which I am particularly vocal about in my media releases.” Natesan personally favours a collaborative, values-driven style of leadership.
“I believe in empowering my team, fostering an environment where diverse perspectives are valued, along with leading by example. Integrity, accountability and transparency are at the core of my leadership philosophy, both within IoDSA and in terms of how we engage with the broader community,” says Natesan, whose proudest achievement has been seeing the IoDSA play a leading role in the professionalisation of directorship and driving growth in South Africa’s certification programmes.
“The development of the Certified Director and Chartered Director SA designations has been a highlight, as these initiatives that are helping to elevate the standard of governance in South Africa. Additionally, the recognition I’ve received through awards has been humbling and a testament to the impact of our work,” says the 2022 SAICA Difference Maker Award for Ethical Leadership.
“Beyond this, I’m also honoured to be recognised as a thought leader in governance, regularly invited to speak at conferences both locally and internationally. I’ve had the privilege of contributing to important discussions on governance by publishing numerous articles and papers, which allows me to share insights and help shape the governance landscape.
“This recognition and my active involvement in thought leadership are deeply fulfilling, as they enable me to drive the governance conversation forward in meaningful ways. Governance is not just about compliance but about creating long-term value, and we are proud to play a key role in this journey,” adds Natesan. ■
• 2017 Nelson Mandela University Rising Star Alumni Award
• 2017 Destiny Magazine Power Top 40 Under 40
• 2021 and 2022 Finalist for Businesswoman of the Year
• 2022 Finalist for Top Empowered Leader • 2022 Global Woman Achiever • 2022 SAICA Difference Maker Award for Ethical Leadership • 2023 Finalist for CEO of the Year at Global Women in GRC Awards • 2023 Women of Wonder Award
Africa’s water imbalance challenges are enormous and call for dramatic, high-powered solutions. The question on the lips of those in the know? Could water wheeling be the way to go to ‘keep the flow’?
It wasn’t long ago that Cape Town went through its Day Zero event, and Gauteng is currently facing a crisis and struggling to meet water demand. From a regional perspective, Zambia and Zimbabwe are facing the severe drought conditions affecting Lake Kariba, resulting in knock-on effects of major power cuts of up to 21 hours per day, as Zambia relies on 80% of its electricity from the hydro power station at Lake Kariba.
‘Water wheeling’ is a possible solution to the water shortages the continent faces, presented through the current imbalanced distribution system, whereby certain areas that have surplus water - like near large rivers or lakes - can help supply the drought-prone or water scarce regions.
Helgaard Muller, director at specialist project finance advisory company, Cresco, explains that “wheeling” in the context of electricity involves using a shared transmission network to transport electricity from a generator to a customer, often across large distances.
Adapting this
concept for water distribution could offer innovative solutions for more flexible and efficient water management, especially in regions facing scarcity
or distribution challenges, says Muller
“Adapting this concept for water distribution could offer innovative solutions for more flexible and efficient water management, especially in regions facing scarcity or distribution challenges,” says Muller. The wheeling of energy allows third-party electricity to flow through an existing network owned by another party for the benefit of an off taker located at a remote location. This is generally accepted to result in increased efficiency, resource optimisation, and reduced reliance on central providers.
Examples where electricity wheeling of especially renewable energy is being applied can be found in Europe and closer to home in South Africa, as well as through the regional Southern Africa Power Pool, or SAPP, as it is generally known.
“Water stress is a reality and not a new concept; according to the World Resource Institute, medium to extremely high water stress conditions can be expected in regions such as East and Southern Africa by 2050. It is critical that we start doing something about it,” says Muller.
Muller adds that water shortages will affect certain regions more than others and will require costly solutions. Challenges such as infrastructure constraints will require
sensor networks to track water quality and flow.
Like energy markets, a centralised data management system would be needed to monitor, regulate and facilitate transactions. It’s important to note that legal and regulatory frameworks would be required to establish water rights, pricing and responsibilities in the wheeling context.
“There are some potential obstacles that will have to be faced and overcome for water wheeling to be a feasible solution,” says Muller.
complex and expensive projects aimed at developing new pipelines and reservoirs.
“Gauteng does not have sufficient natural occurring water sources to support demand and is already dependent on a “water wheeling” arrangement from the Lesotho Highlands Water Scheme. Population growth in the Gauteng area, as well as economic growth demands have resulted in the current situation. Apart from local distribution improved infrastructure maintenance and construction projects, it is clear that additional water wheeling solutions (such as creating increased storage capacity in the Lesotho Highlands Water Scheme) will need to be implemented,” he explains.
Like electricity wheeling, water wheeling would involve a system where entities such as governments, municipalities, and private suppliers could transport water across existing pipelines to supply-demand points. Muller adds that a potential
deployment mechanism could be through the creation of a “common carrier” model, much like grid infrastructure in electricity. The infrastructure could be managed by a third party or the government.
There are many potential benefits of water wheeling, including the optimisation of resources from surplus regions to meet demand in deficit areas, and the environmental benefits resulting from the reduced need for new infrastructure, leading to less disruption of natural ecosystems. In addition, water wheeling is a reliable solution, since diverse sourcing reduces the risk of supply failure, and it also reaches new markets without directly investing in extensive infrastructure, offering economic flexibility.
Muller notes that logistics and technology required would include infrastructure upgrades and the retrofitting of current systems to support a wheeling framework, in addition to advanced metering and
“Water wheeling presents an innovative opportunity to address regional water shortages by optimising resources from areas of surplus and redistributing them to areas in need. While the concept faces challenges such as infrastructure constraints, water quality management and regulatory frameworks, it also offers promising solutions for efficient water management,” says Muller.
“By leveraging existing infrastructure and implementing a ‘common carrier’ model, water wheeling could reduce the need for costly new pipelines, minimise environmental disruption as well as create economic opportunities. As the pressure on water resources
intensifies, exploring these forward-looking mechanisms will be essential for fostering sustainable, reliable and equitable access to water across regions”.
Muller concludes by noting projects and models around the world that resemble water wheeling or that could be seen as steps toward it.
Australia’s Murray-Darling Basin Water Market represents one of the largest managed water markets, where water is traded between different users (farmers, towns, environmental groups) across states and regions whereby water is transferred using a shared river system and canals, with water rights allocated based on availability and user needs. Infrastructure managed by both state and federal bodies enables the “wheeling” of water across state lines.
Another example is China’s South-North Water Transfer Project. This is one of the world’s largest water diversion projects, aimed at transferring water from the Yangtze River in southern China to water-scarce regions in the north, including Beijing and Tianjin. The project involves three major routes (eastern, central, and western) with canals, tunnels, and pipes transporting water over hundreds of miles. It can be viewed as a mega-scale version of water wheeling across different regions within China.
“By analysing both the successes and challenges of electricity wheeling and exploring its applications in water distribution, we can offer a fresh perspective on managing a precious resource in innovative ways,” concludes Muller. ■
municipalities to be aware of the so-called “water tanker mafias” who deliberately sabotage water systems to attract business from municipalities.
The warning came during an inspection of the maintenance operation of the Lesotho Highlands Water Project tunnel in Clarens, in the Free State.
Water and Sanitation Deputy Minister, Sello Seitlholo, said in any crisis, particularly when it relates to water, there are opportunists.
“I want to warn mayors very strongly…. I want us to guard against that. In situations like this, the water tanker mafia is going to come in steam rolling, because to them this is pay day,” Seitlholo warned.
Seitlholo led the led an inspection of the maintenance operation along with Deputy Minister, David Mahlobo, on Friday.
The joint maintenance operation by Trans Caledon Tunnel Authority (TCTA) and the Lesotho Highlands Development Agency (LHDA) is currently underway, following the tunnel system closure on 1 October 2024.
The TCTA is undertaking the maintenance operation on Delivery Tunnel North within South Africa, and LHDA will focus on the transfer tunnels at the Muela hydro power station in Lesotho.
Seitlholo urged the municipalities to undertake the necessary community education on what was happening.
“We must constantly communicate with our communities, using social media so that people are aware of what is happening, particularly in around consumption of water,” said the Deputy Minister.
Mahlobo reminded those who are providing water to communities with water tankers that the situation was temporary.
082 524 2121
ith maintenance of the Lesotho Highlands Water Project (LHWP) underway, the Department of Water and Sanitation has warned
“It is not a permanent thing…. let them give water to our citizens [but] do not let them exploit our people. If they break the law and try to interfere with the municipal systems, by vandalising the valves, the long arm of the law will reach them,” Mahlobo warned.
Acting Free State Premier, Jabu Mbalula, said the province was happy with the progress of the project, saying it will go a long way towards assisting the people of the province.
Mbalula assured citizens that the provincial government, working with national government, was attending to the challenge of water.
He added that water leaks were one of the most critical issues facing the province. ■
adk@rpbservices.co.za
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African nations are beginning to see value at the end of the energy transition rainbow,
writes Mamiki Matlawa, the Group Business Development Executive at ACTOM
Acontinent blessed with abundant natural resources and vast potential, Africa stands at a critical juncture in its energy future. The global push towards a cleaner, more sustainable energy mix - intensified by the outcomes of COP26 (the 2021 United Nations Climate Change Conference) - has ignited a renewed focus on renewable energy adoption across the continent. South Africa, a major player in Africa’s energy sector, has historically relied heavily on coal-fired power plants. However, we are now embarking on a significant energy transition, balancing the need for reliable energy supply with the imperative to reduce greenhouse gas emissions. By strategically investing in renewable energy technologies and adapting traditional infrastructure through engineering ingenuity, South Africa aims to position itself as a leader in Africa’s green energy movement.
South Africa committed to reducing greenhouse gas emissions, increasing renewable energy, and securing climate finance at COP26, demonstrating its ambition to transition to a low-carbon economy. Practically speaking, however, South Africa’s approach to this energy transition is a delicate balancing act between immediate energy needs and long-term sustainability goals. While strides have been made in renewable energy adoption, particularly in solar and wind power, South Africa continues to rely heavily on coal-fired power plants. This dual approach reflects the complex interplay between energy security, economic development and environmental concerns.
Despite this precarious balancing act to meet current needs while transitioning to cleaner energy, South Africa’s strategic investments in renewable energy infrastructure and its increasingly skilled workforce position it favourably for a more sustainable future. Having secured a historic $8.5-billion climate finance package from developed countries to accelerate its transition away from coal and towards renewable energy sources, South Africa is well positioned to integrate renewable energy sources into its existing grid to reduce its carbon footprint and improve air quality. Moreover, the abundance of natural resources, including solar, wind and biomass, offer significant potential for further development.
The energy transition in Africa offers immense potential for job creation and economic growth. As renewable energy projects expand, there is a growing demand for skilled engineers, technicians and workers in various sectors, across installation, maintenance, and operations. Furthermore, the development of a domestic renewable energy industry will stimulate innovation, entrepreneurship and local manufacturing. Africa’s abundant natural resources, particularly in hydropower and hydrogen, position the continent as a global leader in clean energy. Through a combination of investing in research and development, building capacity and fostering international partnerships, African nations can capitalise on these opportunities and contribute to a more sustainable future, thereafter potentially emerging as a global leader in the clean energy revolution. ■
South Africa is well positioned to integrate renewable energy sources into its existing grid to reduce its carbon footprint and improve air quality.
Jeehu (Pty) Ltd is a black women-owned multidisciplinary engineering company specialising in engineering and mining services. It provides quality upskilling short learning programmes in the fields of engineering, business management and life skills. These services are offered to industries, mining houses and government departments around South Africa and beyond—and particularly to youths, underdeveloped and developing communities.
Jeehu provides dedicated, effective and efficient engineering and mining services
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Jeehu employs a team of dedicated researchers who take great care to search, document and implement the world best practice in the field of plant maintenance. Due to the calibre of staff, the identification of client problems, corrective action and execution of the required task according to international norms and standard is easily obtainable. The design team is well trained for any modification of plants, fabrication and installation of new designs.
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WINDOW CLEANING GOES HIGH TECH WITH THE HOBOT-S6 WINDOW CLEANING ROBOT
Cleaning windows is a thankless task. If you’re a mountaineer and like heights, you might find your dream job cleaning high-rise windows. For those of us who are clear of mind, risking life and limb for a couple of pains of clear glass isn’t worth the danger… especially when they’re already getting dirty again as soon as you’ve finished.
Good news for you is that there is a new game-changer on the market to do the work for you.
The HOBOT-S6 Pro Window Cleaning Robot has just been introduced in South Africa by leading lifestyle technology company Solenco. This high-tech lightweight robot is the first dual mop-polish robot, which combines advanced technology, safety features and an eco-friendly design.
“We believe that this particular product will appeal to South Africans living in penthouses and golf estates – any windows that cover a large or particularly high surface area that are difficult to clean manually, or for anyone wanting a hands-off and premium window cleaning experience,” says Solenco director Trevor Brewer.
HOBOT has been a pioneer in the robot window cleaning industry since its inception in 2010.
The HOBOT operates at an impressive 600 times per minute, delivering a 4mm stroke each time. This highfrequency action effectively removes stubborn dirt and grime, ensuring your windows remain clear and shiny for longer periods. Additionally, the dual ultrasonic water spray system nebulizers water into fine mist particles, providing a thorough clean without leaving any water stains.
Thanks to the ultra-fast wiping action, the static electricity on the window is neutralised at the same time to ensure a long-lasting, clear, and shiny window, free from leftover mop debris.
The robot is designed with an anti-falling control algorithm, secure DC power jack, and an Uninterruptible Power System (UPS) that provides a 20-minute backup in case of power outages. It is designed for glass of all thickness, including thin and thick glass, multilayer glass and laminated glass, while it moves well over rough areas as well.
“Whether you live inland or on the coast, this remarkable piece of technology will give you sparkling clean windows in a short space of time. Technology like this is a game-changer and will turn a home into a smart home, saving time, energy and is kind to the environment,” adds Brewer.
FOR DECADES, GOVERNMENTS HAVE SUBSIDISED FOSSIL FUELS.
POINTED QUESTION: WHY?
Even now, decades after we first began trying to avert the worst of global warming, more than 80% of the world’s total energy comes from fossil fuels.
You might think this would make fossil fuel production extremely profitable… but it’s not always the case. Much of the most accessible oil has already been extracted and burned. Many countries want to shore up domestic sources of fossil fuels to boost energy security. Energy price fluctuations and competition from new energy sources such as solar, wind and fossil gas have made it harder for some fossil fuel companies to make money, especially in coal.
This is where fossil fuel subsidies come in. Australia gave A$14.5-billion (R171-billion) in subsidies to major fossil fuel producers and consumers
in 2023/24 alone.
You might have wondered – why would some of the largest companies on Earth need subsidies? The reasons follow...
Globally, private companies dominate fossil fuel production, though fossil fuelrich nations often have state-owned companies, such as Saudi Arabia’s Aramco and Russia’s Rosneft. Why would governments give fossil fuel companies money? There are many reasons, but the most important is that wealthy countries have historically needed huge volumes of fossil fuels for manufacturing, transport and power. Many countries have some sources of fossil fuels inside their borders, but only a few are self-sufficient. This has enabled fossil fuel giants such as Saudi Arabia to become wealthy beyond the wildest imagination of oil prospectors from the late 1800s.
Many governments have used subsidies to boost their energy security and encourage local producers to seek out new sources of coal, gas and oil. These subsidies can make all the difference in making fossil fuel companies competitive internationally. For instance, Canada spent billions on subsidies to boost its oil sands and
fracking projects.
Subsidies were essential in the United States’ fracking revolution. Novel approaches to extracting fossil gas and oil – boosted by major tax incentives – turned the US from a major importer of oil and gas into a net exporter by 2019.
You can see why the US did this. At a stroke, it went from being dependent on energy provided by foreign nations to being energy independent.
A note of caution: once subsidies are in place, they become very hard to remove. Indonesia’s lavish fuel subsidies now account for 2% of the nation’s GDP. When the national government tried to walk these back, there were riots.
And there’s another reason, too. Fossil fuels are still playing an important role in boosting the economy in most nations. Subsidising them has long been seen as a way to maintain economic growth and stability.
Globally, these subsidies are estimated at a staggering $10.5-trillion (R184-trillion) each year.
Fossil fuels are still playing an important role in boosting the economy in most nations. Subsidising them has long been seen as a way to maintain economic growth and stability.
This figure has grown sharply in recent years, after Russia’s invasion of Ukraine. As European nations tried to wean themselves off Russia’s gas, energy prices surged worldwide. In response, some countries introduced new subsidies to support businesses and consumers.
The top-line figure of R184-trillion includes two types of subsidies — explicit (meaning money changes hands) and implicit (for example, governments building roads and railways to encourage crude oil transport).
Explicit fossil fuel subsidies are direct financial incentives from governments to fossil fuel producers and consumers. These incentives come in different forms, such as tax breaks, direct payments, grants and price controls. All of them aim to reduce the financial burden associated with fossil fuel production and use.
In Australia, explicit subsidies include fuel tax credits and exploration tax reductions. Fossil fuel companies can get subsidies to offset the losses they make during the years it takes to find and begin extracting new fossil fuels.
In the US, oil and gas companies benefit from the oil depletion allowance, which permits them to deduct a percentage of their gross income from oil and gas sales as an expense. They can also claim tax deductions for intangible drilling costs, such as the wages of workers and material needed to find new sources of oil and gas.
China, too, uses direct subsidies, discounted land-use fees, and preferential loans as explicit subsidies to boost coal production and consumption. The national government also supports fossil fuel consumption through direct payments to consumers.
Implicit subsidies are often described as “imaginary”. That doesn’t mean they don’t exist, just that they’re not a direct transfer to fossil fuel producers.
For instance, the cost of burning fossil fuels is borne by the global community and the natural world, in the form of climate change, damage to
human health and other harms. Most fossil fuel companies don’t have to pay a cent for the pollution their products cause — so, in effect, they are being granted an indirect subsidy.
Implicit incentives also include government investment in facilities
Middle Arm development in Darwin, funded by both the federal and territory government.
As the world grapples with a worsening climate crisis, fossil fuel subsidies are under great scrutiny.
Most fossil fuel
companies don’t have to pay a cent for the pollution their products cause — so, in effect, they are being granted an indirect subsidy.
such as transport networks, pipelines, oil refineries and port infrastructure, which will accelerate fossil fuel production and delivery. Think of the
It’s politically difficult to withdraw subsidies once given. This is why governments around the world have instead begun to give subsidies and tax incentives to green energy developers, including the enormous $500-billion (R8.8-trillion) Inflation
Reduction Act in the US, the European Union’s Green Deal, and China’s massive subsidies of green technologies such as electric vehicles and solar panels.
The goal here is to make renewable energy and electrified transport steadily more affordable and competitive – just as fossil fuel subsidies did for oil, gas and coal. ■
ROBUST SECURITY IS A BLEND OF TOOLS AND BEST PRACTICE APPROACHES DESIGNED TO OPTIMISE OBSERVABILITY AND IMPROVE RESPONSE TIMES ACROSS IT INFRASTRUCTURE AND APPLICATIONS, WRITES MARCHANT LAAUWEN, CHIEF TECHNOLOGIST AT DR INSIGHT.
Security-focused observability gives the business a holistic view of its entire security estate and overall security posture. This approach lifts security beyond the limitations of threat detection and incident response, instead providing real-time visibility into every endpoint, attack surface, database and connection within the company.
As a living security entity, this approach allows security teams to gain deeper insight into risks, incidents, events and attacks using a shared language across teams and systems.
Gartner defines it as products that ‘ingest telemetry’ (operational data from various sources) to better understand performance, health, application behaviour, services, and infrastructure. Observability within
security aims to ensure your threat responses are faster, your incident responses are more effective and that your business is resilient enough to manage an increasingly challenging landscape.
According to the Splunk State of Security 2024 report, companies with an advanced security posture outperform those without in key areas such as resourcing, resilience, innovation and detection and response times.
Companies that have invested in intelligent security detect incidents significantly faster – 21 days compared with 34.
• 52% of companies have experienced a data breach,
• 49% of businesses experienced an email compromise,
1. A centralised dashboard populated by tools designed to aggregate security-relevant data from multiple sources across cloud and on-premises infrastructure. This data includes logs, network traffic, user activities, and application performance metrics. It is unified in a centralised space that provides a single pane of glass for monitoring and detection. This ensures teams can correlate events and detect threats at speed.
2. Consistent security policies to ensure consistent standards throughout the business, regardless of where assets are located.
3. Cloud-native integration that leverages APIs and native monitoring tools to provide deep visibility into cloud resources. This lifts the ‘fog of war’ that often prevents security teams from effectively managing cloud environments and increases the risk of unexpected vulnerabilities.
8. Cloud-based analytics platforms can process large volumes of security data from across all environments to enable real-time analysis and threat detection at scale. This level of scalable data processing ensures comprehensive visibility and an integrated incident response.
• 49% a system compromise, and
• 48% cyber-extortion over the past year.
Those extra days can make all the difference.
As your company dives deeper into digital and cloud, you face multiple threats and challenges from different directions. What are your vulnerabilities? Where are the gaps? You want transparency and visibility into your security architecture, so you are not overwhelmed by the threats. This level of visibility is significant for companies balancing security demands across both on-prem and the cloud.
Best practice means deftly juggling multiple threads within a cohesive architecture designed to meet your unique needs and should include:
4. Identity and access management (IAM) tracking is designed to monitor user activities and access patterns, quickly identifying unusual or unauthorised access across hybrid environments.
5. Endpoint detection and response (EDR) tools and user and entity behaviour analytics (UEBA) significantly improve the ability to identify anomalous activities and potential threats.
6. Security orchestration, automation and response (SOAR) platforms can help automate routine tasks and accelerate response times.
7. Network traffic analysis rapidly identifies potential data exfiltration or malicious lateral movement, thanks to visibility throughout the network and communication across on-premises and cloud resources.
9. A resilient security posture capable of adapting to future challenges with a company that has a proven record and can help you evolve your security in a way that is both cost-effective and meaningful. Combining these tools and approaches delivers enhanced security monitoring that’s proactive and realistic. Why realistic? Because humans can’t sift through the vast quantities of data generated by systems and security tools alone – when the data is combined with observability and intelligent security tools, it moves from overwhelming to in-depth insights. Implementing a solid security information and event management (SIEM) system capable of centralising visibility, delivering realtime threat detection, and correlating data from various sources significantly improves security posture and visibility. Security-focused observability also doesn’t have to be complicated. It is a layered approach that uses advanced technologies, processes, and approaches but can be simplified in the right hands and with the right tools. The key lies in achieving comprehensive visibility across both on-premises and cloud environments, leveraging automation and artificial intelligence to process vast amounts of security data and fostering a culture of continuous improvement and adaptation. ■ Humans can’t sift through the vast quantities of data generated by systems and security tools alone
LOADSHEDDING RESPITE SHOULD NOT BREED COMPLACENCY, ARGUES MZUKISI KOTA, LUBUMBA KAMUKWAMBA & KELLY-RAIN GREEN OF WEBBER WENTZEL
The year 2023 represented a low-water mark in South Africa’s electricity production story. The country experienced over 6 800 hours of loadshedding, much of it at stage 6, which saw South Africans go without power for up to 12 hours or more a day.
What is positively startling is how different 2024 has been.
As of late September 2024, South Africa had not experienced loadshedding since 26 March 2024. Scepticism that the pause in loadshedding was related to the May
general election soon ebbed away. South Africans have become increasingly comfortable since March, with the steadily growing public perception being that loadshedding is behind us. Additional capacity has been added to the grid through a mixture of increased and improved Eskom capacity, rooftop solar and other sources of reliable base power, with government and business seemingly speaking with one voice.
While the positivity and optimism is refreshing, it may be misplaced, even if well-intentioned.
Government, Eskom and business have continued to emphasise that South Africa is not yet free of loadshedding. As noted by President Cyril Ramaphosa, the electricity system is still vulnerable, with the supply gap between available and needed power remaining tight.
It is encouraging that many businesses remain vigilant as they proactively seek ways to mitigate loadshedding if it is ever to return. One way some have sought to protect themselves is through attaining a loadshedding exemption.
It is understandably an attractive option. In principle, a loadshedding exemption negates the need to purchase expensive back-up generators or solar power infrastructure.
However, to accrue the full benefit of a loadshedding exemption and avoid its pitfalls, it is vital to understand the regulatory framework governing loadshedding and on what basis certain electricity users or customers can be exempt from loadshedding.
The National Energy Regulator of South Africa (Nersa) is the authority responsible for regulating the supply of electricity throughout the country. Nersa has issued a national code of practice known as ‘NRS 048-9:2023’ (the Code of Practice) which sets out best practice for loadshedding and related matters. It is a legal requirement for all licensees in the electricity supply industry to comply with the Code of Practice. Nersa has made the Code of Practice a licence condition for all licensees.
The Code of Practice deals with loadshedding exemptions. The general rule is that all electricity users should be subject to loadshedding based on the principle of equitable participation… unless agreed otherwise in writing between the licensee and the customer. An exemption can take the form of a letter or agreement. Nersa has delegated its authority to exempt customers from loadshedding to the various electricity utilities, e.g. Eskom, City Power and municipalities. In short, an electricity utility may exempt a customer from loadshedding based on factors such as:
• The customer’s participation in a demand-response programme, for instance in cases where the customer and the electricity utility have agreed that the customer will give up a portion of their load for payment and for the purpose of load reduction;
• The customer being categorised as a ‘critical load’, meaning that interruptions to its electricity supply must be avoided, otherwise this will negatively impact on health, safety, the environment, public infrastructure and the economy, as a few examples;
• The customer implements load curtailment measures through discipline, smart metering technology or load switches; or
• The customer is an independent power producer.
Notably, in United Democratic Movement v Eskom, the High Court found that the preventable failure of Eskom to provide electricity violated unjustifiably the rights to human dignity, life, freedom and security of the person, access to healthcare and education, among others and ordered the Minister of Electricity, working with Eskom and other organs of state to take all reasonable steps to ensure that electricity is supplied to the following institutions or facilities without interruption:
• hospitals and other public health establishments;
• public schools; and
• the South African Police Service and police stations.
Using the lens of the Code of Good Practice, the above institutions would fall under the ‘critical loads’ category.
Customers who possess a loadshedding exemption are advised to confirm that the party that issued the exemption has the requisite authority to do so. The party issuing the exemption must be the holder of a valid Nersa licence to supply or distribute electricity.
While Nersa has delegated the authority to grant exemptions to licensees, Nersa holds the overall responsibility for exemptions. This is where customers who have a loadshedding exemption may face difficulties. According to section 4.4.2.7 of the Code of Practice, if a loadshedding exemption is audited or questioned, Nersa must step in to investigate, and either confirm the exemption or reject it. In such cases, Nersa’s decision is driven by a set of factors listed in section 4.4 of the Code of Practice which include:
• protection of critical and essential loads;
• loadshedding schedule availability;
• loadshedding schedule nature;
• declaration of a system emergency;
• the minimal level of impact on customers;
• predictability and advance warning of load reduction; and
• customer load reduction participation.
An exemption is thus not impervious. If Nersa finds that none of the factors warranting an exemption exist, and the exemption should therefore not have been granted, there is a risk of the exemption being revoked. Nersa’s investigation must follow a procedurally fair process in which the customer is given an opportunity to make representations.
We also note that loadshedding exemptions usually include a clause that states that the exemption does not cover “unforeseen electricity supply interruptions”. An exemption from loadshedding is not a guarantee against all electricity supply interruptions.
The decisions to grant or revoke an exemption likely constitute administrative action in terms of the Promotion of Administrative Justice Act, 2000 (PAJA). A customer may seek to have such actions reviewed and set aside in terms of PAJA or the principle of legality, if the actions are found not to constitute administrative action.
Given the complexities involved, and the continuing risks posed by loadshedding, no matter how distant they may seem, customers should not avoid attaining or maintaining an adequate supply of backup electricity. The Code of Good Practice provides that certain categories of exempt customers such as data centres supplying critical national infrastructure should provide their own back-up facilities.
While South Africa may soon enter an era where loadshedding is consigned to the past, until that moment arrives, we encourage electricity users, large and small, to be prepared and vigilant.
Preparation is the best defence. ■
“It is encouraging that many businesses remain vigilant as they proactively seek ways to mitigate loadshedding if it is ever to return.”
The Two-Pot retirement system is a reform that allows retirement fund members to make partial withdrawals from their retirement funds before retirement, while preserving a portion that can only be accessed at retirement to help improve retirement outcomes. This means members need not resign to access part of their retirement benefit if they are in financial distress. This reform will come into effect on 1 September 2024. The drivers behind this reform stemmed from the Covid-19 period. Treasury introduced the Two-Pot system to assist people
facing a financial crisis.
According to Derek Pillay, retirement funds Principal Consultant at Aon South Africa, it is a twopronged approach where you save for retirement and save for emergencies.
Monthly contributions, less admin charges and any risk premiums will be allocated two-thirds into the retirement pot and one-third into the savings pot. It signifies a fundamental shift in the retirement funds industry that affects pension, provident and retirement annuities.
The Two-Pot system was signed into law on 2 June 2024 with an
implementation date of 1 September 2024, at which point retirement savings will be structured as follows:
• Vested pot (Vested and nonvested benefits - protected rights): When you leave your employer, you can opt to stay as a paid-up member of your current fund, take your money in cash or transfer the money to another fund.
• Retirement pot: You can’t withdraw any money when you leave your employer. This money must remain invested until your retirement and you must buy a pension when you retire.
retirement savings will be R225 000 with no further contributions going to your vested pot and it will continue to grow.
• Savings pot: R25 000 transferred from the vested component plus R400 (1/3) of your contributions will go into your savings pot every month.
• Retirement pot: R800 of your contributions (2/3) will go to your retirement pot every month.
“At retirement, you can take the money from the vested pot in cash (the vested part that’s allowed) and/or purchase an income annuity. You can also take the funds in the savings pot or purchase an income annuity with it. The retirement pot is off limits until retirement and needs to be invested in an income annuity, unless the combined amount in your retirement component and two-thirds of your vested component (non-vested right) is R165 000 or less. Only then can you take all the money in cash,” explains Derek.
or older on 1 March 2021 and still in the same provident fund, will be automatically excluded from the TwoPot system, unless they opt in. These members will have 12 months to decide from 1 September 2024 and any decision to opt in will be irreversible.
• Savings pot: You can withdraw for emergencies a minimum of R2000 before fees and taxes, once in a tax year without leaving your employer, and you can also withdraw when you resign or retire.
If you have R250 000 in your retirement savings for example on 31 August 2024 with a monthly net retirement contribution of R1 200:
• Vested pot: R25 000 (10% of R250 000) will be transferred to your savings pot. The remaining
From an existing legislative perspective (Tax rules effective from 1 March 2021), members of retirement vehicles - irrespective of whether the vehicle in question is a pension fund, provident fund or retirement annuitywill be subject to similar rules regarding access to cash on retirement. Members of all retirement funds will only be able to take one-third of the total value of their retirement fund by way of a lump sum at retirement with the balance being taken as an annuity. If the total retirement value does not exceed R247,500, then the full amount may be taken in cash. Restrictions only apply to amounts contributed to provident funds on or after 1 March 2021 and do not apply to members who were 55 and over at the time and still in the same fund.
Provident fund members 55 years
“If the member should die, the beneficiaries will become entitled to the money in all the pots (vested, savings and retirement) at which point they can choose to take the benefit as a lump sum, a pension or a combination of the two. Any money received will be taxed in terms of the retirement lump sum tax table. Pension payments will also be taxed as income in the hands of beneficiaries,” Derek explains.
“Accessing your savings pot will negatively impact your retirement outcome if your savings monies are eroded. The purpose of this system is to allow members access to monies for emergency purposes ONLY. Remember that you will pay tax at your marginal rate should you access any monies in addition to administration costs for any early access to monies. It is pertinent to seek financial assistance when considering accessing your retirement savings pot,” Derek advises.
“Current statistics show that a staggering 94% of South Africans will not be able to retire financially independent, leaving many retirees
to make the best decision for your retirement and to help you invest your money wisely so that your golden nest egg stretches as far as it possibly can. It’s crucial to make better decisions today to ensure that you can enjoy the quality of life you want and need in your golden years,” Derek concludes. ■
specific challenges and risk exposures.
The needs of businesses in township economies differ substantially from those in more formal sectors.
Effective risk management therefore becomes critical for these businesses, especially considering the security risks
One of the primary barriers to implementing insurance in township economies is the informal nature of many businesses. Without formal registration, bank accounts, or proper record-keeping, many township businesses are considered ‘uninsurable’.
“Any money that you take from your savings pot is borrowing from your future self and financial security. People are living longer and the cost of living is continuously rising. This means that one should make extra provision for retirement to counter both scenarios,” says Derek.
“Always get the insights and advice of a professional broker to guide you dependent on their family or their state pension and in a position where they need to continue working well past retirement age. To make matters worse, Inflation is eroding the purchasing power of your money, meaning that even if you thought you had enough money saved up, chances are that it may not be enough to keep up with current inflation rates,” Derek adds.
Members need not resign to access part of their retirement benefit if they are in financial distress
untapped and misunderstood insurance market
TOWNSHIP BUSINESSES ARE VITAL TO SOUTH AFRICA’S ECONOMY BUT OFTEN LACK ADEQUATE INSURANCE DUE TO LIMITED ACCESS AND AWARENESS.
Commercial insurance coverage is significantly lower in townships, a fact which exposes these businesses to daily risks, says claims specialist Khensane Mangwane of SHA Risk Specialists.
Although many township businesses are informal, they represent
a growth opportunity. With effective risk management, township businesses could become more resilient, contributing to economic stability. Insurers have the chance to foster sustainable growth by adapting their models to serve these underserved businesses.
According to Mangwane,
commercial insurance coverage levels in townships are significantly lower than in other regions, leaving township businesses vulnerable to the many risks they face daily. To bridge this gap, insurers need to engage more directly with these communities and offer tailored solutions that address their
“One of the key issues is a lack of business and insurance knowledge. Many business owners in township areas do not fully comprehend the risks their businesses face or the financial implications of being uninsured or underinsured. Without this understanding, insurance is often viewed as an unnecessary cost,” says Mangwane, adding that inadequate township infrastructure compounds the problem, as businesses often operate without access to reliable electricity, internet or other essential services.
“This limited infrastructure not only hinders business growth but also makes it difficult for owners to budget for insurance premiums.”
Effective risk management therefore becomes critical for these businesses, especially considering the ever-present security risks. The right insurance policy can protect them from the financial impact of theft, asset loss, or liability claims, helping them to resume operations swiftly after an incident. The rise of criminal syndicates, high crime rates and protection rackets have forced some businesses to close their doors. Those that remain open face higher insurance premiums due to their highrisk environment.
Adequate security measures are essential to keep these businesses safe yet, sadly, the majority of these businesses often lack the resources to invest in such solutions.
Mangwane points out that one of the fundamental challenges for the insurance industry is that many underwriting models do not account
for the unique characteristics of businesses operating in townships. Instead, insurers often apply generalised assumptions that label these businesses as high risk without thoroughly assessing the specific circumstances on the ground.
“A more personalised risk and needs analysis is required in these cases. Insurers must spend time understanding the operations, structures and environments of township businesses before determining risk profiles and appropriate coverage. Such assessments can reveal that many businesses, while operating in highrisk areas, do not pose the same level of risk as others. This would allow for more accurate pricing and coverage tailored to the real risks these businesses face,” adds Mangwane.
Increasing access to insurance for township businesses requires simplifying distribution channels, says Mangwane. “Digital models that allow business owners to access and sign up for policies via internet-enabled devices would provide a much-needed solution. Furthermore, community programmes and educational initiatives are essential to raise awareness and help business owners understand the importance of insurance. By tailoring products to the size and needs of these businesses, insurers can offer affordable cover that reflects their true risk exposure.”
Despite these challenges, the township economy represents a significant opportunity for insurers, along with the broader economy. Effective risk management and insurance solutions can help township businesses grow sustainably, ensuring they are resilient in the face of economic instability. With the right cover, businesses can continue contributing to job creation and economic growth while ensuring their operations are safeguarded. To facilitate this, insurers need to develop offerings that cater to the specific needs and structures of businesses operating in these informal economies. A shisanyama, for example, would need fire and liability cover due to the nature of its operations. Educational initiatives that demonstrate the value of such cover would go a long way in helping owners appreciate the protection that insurance can offer.
“Three decades into democracy, South Africa’s township economy stands as a vital engine for economic growth, yet it remains largely overlooked by the insurance industry. Now is the moment for insurers to reimagine their offerings, refine their distribution models, and engage more meaningfully with these businesses. By doing so, they can tap into a growing market and help secure the future of the township economy,” adds Mangwane. ■
The case for free public transport: enhancing accessibility, sustainability and community well-being
Public transportation systems are vital components of urban infrastructure, providing essential mobility to millions of people worldwide. Despite their importance, access to public transport is often limited by cost, which can create barriers to the economy and education for many individuals, particularly those from low-income backgrounds.
The idea of making public transport free has been gaining traction in various cities around the world, driven by the potential benefits it could offer in terms of accessibility, environmental sustainability and overall community well-being.
One of the most significant advantages of free public transport is the enhancement of accessibility for all citizens, regardless of their economic status. Public transport fares can be a substantial burden for low-income individuals and families, often forcing them to choose between transportation and other essential needs. By eliminating fares, cities can ensure that everyone has equal access to mobility, which is fundamental for accessing employment, education, healthcare and other vital services. Free public transport can also help to reduce social inequality. Transportation costs disproportionately affect low-income individuals, who may already struggle with housing costs, food insecurity and other financial pressures. By making public transport free, cities can provide these individuals with greater opportunities to improve their quality of life and economic prospects.
The environmental benefits of free public transport are substantial. One of the most pressing issues facing urban areas is traffic congestion, which not only leads to increased
greenhouse gas emissions but also contributes to air pollution and reduced quality of life. By making public transport free, cities can encourage more people to leave their cars at home and instead use public transport. This shift can significantly reduce the number of vehicles on the road, leading to lower emissions and a cleaner environment. Moreover, free public transport can play a crucial role in combating climate change. Transportation is one of the largest sources of carbon emissions and increasing the use of public transit can help cities meet their climate goals. By investing in free, high-quality public transport systems, cities can reduce their carbon footprint and promote sustainable urban development.
While the initial cost of providing free public transport might seem high, the long-term economic benefits can outweigh these expenses. Reducing traffic congestion can lead to significant savings in terms of time and fuel for commuters, which can boost overall
productivity. Additionally, free public transport can attract more tourists and businesses to a city, stimulating economic growth and boosting job creation.
Free public transport can also reduce the need for costly infrastructure projects, such as building new roads or expanding existing ones. By improving public transit systems and making them free, cities can manage their growth more efficiently and allocate resources to other critical areas, such as education, healthcare and housing.
Public transport promotes physical activity and healthier lifestyles. Commuters often walk or cycle to and from transit stations, which can help reduce the risk of chronic diseases such as obesity, diabetes and heart disease. Additionally, reducing the number of cars on the road can lead to lower levels of air pollution, which has significant health benefits for all residents, particularly children, the elderly and those with respiratory conditions.
Free public transport can also enhance mental well-being by reducing the stress associated with commuting. Long, stressful commutes by car are linked to higher levels of anxiety and depression. In contrast, public transport allows commuters to relax, read or even work while traveling, contributing to a better work-life balance and overall happiness.
Free public transport can foster a greater sense of community and social cohesion. Public transit systems bring people from different backgrounds together, promoting interaction and understanding among diverse populations. This plays a great role in breaking down social barriers and creating more inclusive communities. Furthermore, free public transport
can support local businesses by making it easier for residents to travel to different parts of the city. This increased mobility can boost the local economy and encourage the development of vibrant, thriving neighbourhoods.
While the benefits of free public transport are clear, implementing such a system is not without its challenges. Funding is a significant concern, as cities must find alternative revenue sources to cover the costs of operating and maintaining public transit systems. Potential solutions include reallocating funds from road infrastructure projects, increasing taxes on private vehicle usage or leveraging public-private partnerships.
Additionally, ensuring public transport can handle increased ridership is crucial. Cities must invest in expanding and modernising their transit infrastructure to accommodate more passengers and provide a reliable, high-quality service. Public awareness campaigns and community engagement are also essential to address concerns and build support for free public transport initiatives.
Free public transport offers a myriad of benefits, from enhancing accessibility and social equity to promoting environmental sustainability and economic efficiency. By removing the cost barrier, cities can create more inclusive, healthier and more vibrant communities. While there are challenges to implementing free public transport, the potential rewards make it a compelling option for cities seeking to improve the quality of life for their residents and build a sustainable future.
As more cities experiment with and adopt free public transport, it could become a cornerstone of urban mobility in the 21st century, transforming the way we move and live in our cities. ■
SERIAL ENTREPRENEUR ZUNAID MOTI IS CHALLENGING OTHER SUCCESSFUL BUSINESS LEADERS TO JOIN HIM IN BACKING AND SHAPING SOUTH AFRICA’S NEXT GENERATION OF ENTREPRENEURS.
From waterproofing roofs at the age of 18 to building one of the country’s most successful business empires, renowned businessman, investor and philanthropist Zunaid Moti knows firsthand how running even a small company can lead to far greater things.
The Global Entrepreneurship Monitor reports that 11.1% of South Africans were busy launching businesses in 2023 or had already started a business in the preceding 42 months, with seven out of 10 entrepreneurs motivated by a lack of job opportunities.
“These numbers point to both the unlocked potential of entrepreneurship in South Africa, as well as the challenges. More people are gradually stepping into entrepreneurship, but many are doing it out of necessity rather than opportunity – which stems from the lack of support and guidance available for young entrepreneurs,” says Moti.
“However, business owners are the heart of a country’s economy. They’re the job creators and the drivers of change and innovation. Business leaders need to actively support entrepreneurship and encourage entrepreneurs to take that first step.
“Beyond addressing the issue of access to capital, we need to begin teaching entrepreneurs how to get
started. As my own story shows, if you’re motivated enough, you can start with nothing and still grow a business that spans the continent, or provides enough income to both support yourself and your family, and leave a legacy.”
Fresh out of school and armed only with an idea, Moti found the courage to walk into multiple banks seeking a loan to kick-start his first business, Future Seal, after spotting an opportunity to offer homeowners a roof waterproofing service. He soon moved on to bigger things and, by the age of 22, he’d launched and sold FutureFin, an innovative vehicle financing company, before setting his sights on the mining and minerals industry.
In 2023, after many successful decades in business marked by major wins as well as a few hard lessons learned, Moti established the MotiMoves business intervention programme. Through MotiMoves, he invests in small businesses and provides entrepreneurs with hands-on, practical mentorship and advice during the early stages of their start-ups.
Moti is now calling on other South Africans to help replicate the success of the MotiMoves model.
“Today, I’m challenging every
established business leader to commit to mentoring at least two other entrepreneurs in 2025 through those difficult first steps, supported by practical investment – even if it’s a relatively small amount. If even 100 business owners did this, we could see 200 new, functional businesses by the end of next year.”
the tools at your disposal to find success
For all those considering entrepreneurship, Moti shares three of his own practical tips from MotiMoves:
1. Start where you are
The first and most crucial step in kickstarting a business is finding an idea which offers a solution to an existing need in the market.
“Often the best place to look is in your immediate environment,” he says. “The smallest thing can spark an idea. Look around your home and speak to people in your community. I promise that you’ll eventually identify a problem that’s going unaddressed.”
One example is a local community that needs access to fresh produce.
“In this example, you could begin by visiting farmers’ markets, buying what you can sell, and gradually expanding. You could then look to gradually develop relationships with farmers to negotiate better deals and eventually
grow into a wholesaler.”
2. Test before you invest
Start small and prove your concept before taking on the burden of a major loan or committing all your savings to your new venture. By starting small, you should be able to fund the first few weeks of your business, and you may even be able to work part-time while it gets off the ground.
“When you’ve established a track record, you can approach a bank for a business loan, or bring an investor on board to help you scale up in return for a share of the profits. Alternatively, business incubation programmes can offer a valuable opportunity to learn, develop your idea with professional assistance and secure funding.”
3. Build networks and find a mentor
Visit social and business gatherings and workshops regularly to connect
with like-minded entrepreneurs and businesspeople. Discussing your business may help you develop your ideas, or open the door to new opportunities and business partnerships for growing your venture.
A mentor can also offer invaluable guidance and support, especially for entrepreneurs just starting on their journeys. Moti recommends looking to your personal circle. “You probably already know a businessperson or someone who can introduce you to one. Ask if they’re willing to have a halfhour discussion about your business a few times a month, or can take a call if you need advice.”
Moti believes that ultimately, the most important requirement for becoming an entrepreneur is having the self-motivation and persistence to do what is needed, no matter the cost.
“At the end of the day, your future is in your hands. It’s up to you to make it happen,” concludes Moti. ■
FOR SOUTH AFRICA TO SURVIVE AND THRIVE, WE NEED TO LEARN TO SPREAD THE OPPORTUNITIES ACROSS ALL OUR PEOPLE AS WELL AS STRIVING FOR EQUALITY, JUSTICE AND TRANSPARENCY, WRITES RAYMOND LANGA, GROUP
CHIEF EXECUTIVE OF LEAGAS DELANEY SOUTH AFRICA
This year, South Africa marks 30 years of democracy. For those of us born in the late 1980s, like myself, this anniversary resonates deeply. I was born in 1989, a year of transition and hope, but also of immense uncertainty. My generation, the millennials, stand at a unique crossroads. We are both the beneficiaries of the sacrifices of those who came before us and the architects of the future.
As a millennial leader and business owner, I often reflect on the role of Broad-Based Black Economic Empowerment (B-BBEE) in shaping our nation’s economy. It was introduced to address the injustices of the past, yet its effectiveness remains a topic of heated debate. The question we must now ask is this: Is B-BBEE doing enough to ensure a truly inclusive economy? And, if not, how can we collectively do better?
The South Africa I was born into was a nation of stark contrasts. A small minority held the majority of wealth and power, while the majority were excluded from economic participation. B-BBEE was born from the necessity to start to redress this imbalance, to open up opportunities that had been denied to so many.
At its heart, B-BBEE was never just about equity in numbers; it was about creating equity in opportunity, developing a society where every South African, regardless of race or gender, could survive and thrive.
In many ways, B-BBEE has delivered significant wins. Black ownership in listed companies now stands at 29%, according to the B-BBEE Commission’s 2022 report. Women have made strides too, holding 25.8% of top management positions as of 2023. These figures represent the fruits of hard-fought battles for representation and equity.
As millennials, we often hear we are the most diverse, inclusive and forward-thinking leadership group in history. According to Deloitte’s 2023 Millennial Survey, 74% of millennials in leadership roles say they prioritise inclusivity and diversity within their organisations. For me, this is not just a statistic; it’s a calling. Transformation is not a box-ticking exercise but a commitment to the belief that diversity strengthens us all.
Despite its noble intentions, B-BBEE has often been criticised for falling short of its goals. Over the years, businesses have found ways to exploit loopholes in the system, turning what was meant to be a transformative policy into a compliance exercise.
One of the most glaring issues is the rise of “fronting”, where companies falsely represent black ownership or management to
Transformation is not a box-ticking exercise but a commitment to the belief that diversity strengthens us all.
Black ownership in listed companies now stands at 29% and women hold 25.8% of top management positions
Businesses have found ways to exploit loopholes in the B-BBEE system, turning what was meant to be a transformative policy into a compliance exercise.
achieve higher B-BBEE scores. The B-BBEE Commission has flagged numerous cases of individuals being listed as shareholders without their knowledge or meaningful participation in the business.
Additionally, many organisations approach B-BBEE as a mere checklist, focusing on scoring points rather than creating substantive change.
Procurement, for instance, often becomes a game of numbers, with contracts awarded to companies that meet the criteria on paper but fail to deliver on genuine empowerment.
The focus on short-term compliance undermines the long-term goals of the policy. Instead of bringing about real inclusivity, this box-ticking approach perpetuates inequalities by prioritising appearances over meaningful transformation.
Corruption further exacerbates the problem. Reports of nepotism and cronyism in awarding tenders erode public trust and hinder the potential for B-BBEE to create lasting economic change.
Yet, for all the progress we celebrate, the reality is that transformation remains uneven. The youth unemployment rate, at a staggering 45.5% as of Q1 2024, is a painful reminder of the gaps that still exist. For many young South Africans, the promise of democracy and empowerment feels out of reach.
For women, particularly those in marginalised groups, systemic challenges persist. While the numbers may show progress, the lived reality often tells a different story: unequal pay, limited mentorship opportunities and workplaces that still struggle to accommodate the realities of women’s lives.
Millennial leaders are known for prioritising values over profits, and I see this as the heart of real transformation. For me, workplace transformation means more than hitting targets. It means creating environments where people of all backgrounds. Black or white, men or women can lead, innovate and excel.
To achieve this, we must attempt to do the
following:
Champion women
Address gender pay gaps and provide pathways for women to enter leadership roles.
Empower young people
Invest in education, skills development, and mentorship to prepare the next generation for meaningful careers.
Demand accountability
Ensure that transformation efforts are transparent, ethical, and focused on long-term outcomes.
As a millennial business leader, I believe our generation has a unique opportunity to reshape the narrative. We are not constrained by the past, but we carry its lessons with us. Our challenge is to build on the foundation laid by B-BBEE and ensure that its impact is felt by all South Africans, now and in the future. Transformation is an ongoing process, not a quick fix, requiring continuous effort and unwavering commitment. As we move forward, we must stay dedicated to shaping an economy that serves everyone. A South Africa where equality, justice, and opportunity are tangible realities for all South Africans. ■
Discovery Green is a renewable energy platform and trader of electricity that was developed by some of the brightest actuarial minds in the Discovery group.
Going green used to be largely a matter of principle, with some cash savings bundled in for good measure. With the gradual introduction of carbon taxes it is going to become a financial imperative for companies to start utilising as much renewable energy as possible, and this is especially important in countries that are big on exporting their products.
The good news is that companies no longer have to worry about installing, maintaining and monitoring their own renewable facilities, because Discovery Green has stepped into a vital niche in the market by utilising one of their great strengths.
“When we started looking at the solutions available to businesses we went out to see how we could procure energy for our own operations, but we did not feel that the solutions we found on offer were sufficient to address the challenges we have as a country,” recalls Andre Nepgen, Head of Discovery Green.
Through their five-year long R&D process they uncovered a better way to service companies, while at the same time offering companies a low risk, high coverage and cheaper product.
“Discovery is a strong, actuarial and data-driven organisation, and we managed to get our hands on a lot of anonymized data on consumption in South Africa, with a lot of different generation profiles of renewable energy resources. The reason why there’s always 50% being offered in the market is because these providers are unfortunately not equipped to handle
or manage the risk that comes with renewable energy,” added Nepgen.
“When it comes to renewable energy, you have to pay for what is generated, which means you have to take on the volatility of the sun and the cloud cover. You have to take on the volatility of the wind patterns, and you have to take on the volatility of your own consumption, and it’s because of that.
“We realised there was a gap in the market for us to enable business owners to avoid having to manage this risk of volatility themselves. After all, risk management really is our bread and butter. We do it in insurance, we do it in all forms of financial services… so managing risk in the renewable energy space was a perfect fit for us.”
“When Discovery Green went to market the needs of clients were simple: it was about the security of supply. While that narrative has changed a lot over time, Nepgen believes that financial considerations still weigh heavier on clients than “going green” or their ESG reports.
These taxes are going to be phased in over the next few years, and while the initial pain will be alleviated by local and international allowances, the bad news is that the price of carbon, which is regulated to 2030, is going to increase above inflation. “For those businesses that export into Europe, the carbon tax could make up roughly 35% of their cost of electricity in a few years time,” cautions Nepgen, who estimates that 90% of companies in South Africa have taken the position of putting up a lot of solar on site, thinking they can solve the rest of their needs ‘later’.
“Once you’ve gone all out on solar, it’s very difficult for you to look at any other solutions until something really new comes along and solves that for you. Our approach is to help people with the goal of getting to 100% getting as close to that capacity as possible. Rather do that from the start as opposed to layering on a range of on-site solutions such as solar and wind, because you’re layering risk, on risk, on risk and wastage, on wastage and wastage.”
The reality is that, when it comes to renewable energy, unless you’re part of a single platform that manages the volatility, if you do it piecemeal, layer upon layer, then you’re not actually mathematically avoiding that risk. Whether you are using solar or wind, you have to use whatever’s generated in a particular hour.
Discovery Green’s offering earns its spurs with a process called wheeling. Eskom clients are all effectively wheeling when using the national grid as it draws energy from a range of plants, sources and suppliers. Discovery Green is using the wheeling concept to draw energy from the best natural resources in the country.
“Our ambition over the next few months is to have just short of 500 megawatts under construction and, within the next year or so, we plan to take that to over a gig, if all goes well,” adds Nepgen.
The demand for Discovery Green’s products is already substantial, with a waiting list for clients already signed up hoping to get onto the platform at the end of 2026 and the start of 2027.
Is this energy platform part of Discovery Limited?
Yes. The Discovery group’s new division, Discovery Green, is a renewable energy platform that connects businesses across South Africa to affordable, renewable power generated by utility-scale renewable plants.
How does this energy platform operate?
The Discovery Green renewable energy platform operates through a process called “wheeling”. To achieve this, energy is generated at the most efficient locations in the country and “wheeled” to a business through the existing national grid, allowing businesses to run on more affordable, renewable energy.
How much energy will Discovery Green initially be procuring?
The company will access in the region of 400MW and 1GW of wind and solar energy from a curated list of leading local and international Independent Power Producers.
Is Discovery building their own facilities?
Not directly. However, by playing the role of middleman in the industry, Discovery Green will be directly raising the demand for such energy from the sector through confirmed contracts. Due to this guaranteed additional demand, the platform itself will stimulate an investment of approximately R20-billion to R25-billion in South Africa’s energy infrastructure. This additional demand would be sufficient to establish 2700 rugby fields of solar farms or 200-250 wind turbines.
What amount of energy savings will Discovery Green’s platform be creating initially?
The impact of 1GW in renewable energy generation represents a saving of 2.75 million tonnes of CO2/annum. This is the equivalent of 100 times the emissions of a business the size of Discovery Limited.
Who will be the first customers to benefit from Discovery Green’s platform?
In its initial phase, the platform will be open to businesses who are medium to large consumers of electricity who are directly connected to Eskom’s power distribution network. The first businesses who have been enrolled to the service include a network of large Discovery corporate partners. Over time the platform will expand to other clients in South Africa as Virtual Wheeling becomes available and municipalities start accessing new wheeling frameworks.
When will the first energy be distributed via the Discovery platform?
Discovery Green will provide enrolled businesses with renewable energy in 2026, enabling them to significantly reduce their emissions and helping to address the national shortfall in electricity.
What products are you rolling out from the start to address the potential needs of businesses?
• The Green Saver product is for companies who wish to maximise both the amount of renewable energy they consume and the financial savings they receive from more affordable renewable energy
• The Green Guarantee product is the first of its kind providing companies with 100% renewable energy each month, without the prohibitive costs. The product is limited in its availability and aimed at companies with a strong environmental commitment.
www.discovery.co.za/discoverygreen
If you thought COVID and loadshedding had a serious impact on South African businesses, then you need to take a seat and breathe deeply: the combination of local and global carbon taxes could expose South African businesses to significant financial risk.
“In the next 10 years, businesses could be paying a 60% carbon tax premium on top of increasing electricity costs, significantly raising their operating expenses,” says Andre Nepgen, Head of Discovery Green.
“The only way to mitigate the financial risk of carbon taxes is to consider high coverage renewable energy strategies that limit the reliance on coal-generated electricity to zero.”
South Africa is one of the world’s most carbon-intensive economies, and by 2034, some South African businesses could be paying an additional 60% of their electricity generation costs in carbon taxes. This is according to new research by Discovery Green (a division of the Discovery Insurance Group), in partnership with EY’s Africa Sustainability Tax division, which highlights the significant financial risk local businesses face.
South African carbon taxes alone are projected to increase by 143% by 2030. Tax allowances, which offer up to 85% relief, depending on the industry, may be phased out within the decade.
This combination of carbon taxes could make up over 35% of electricity generation costs by 2034.
The core of the problem is South Africa’s heavy reliance on coal for electricity generation, emitting roughly 1 tonne of CO2e for every megawatthour of electricity consumed. This makes our electricity twice as carbon intensive as the global median. According to the research findings, this is environmentally unsustainable and financially disastrous when you factor in local and global tax policies.
Rising carbon taxes on South African businesses holds the potential to make a serious dent in company profits, according to new research just released from Discovery Green and EY.
For decades, governments worldwide have implemented various carbon control measures. This includes regulation, pricing measures (like taxes or cap-and-trade schemes) and incentives such as subsidies, tax exemptions and loans or cash grants.
“Scope 1 carbon mitigation measures target the direct emissions of a business. Scope 2 measures concentrate on the amount of carbon a business imports, such as the use of fossil fuel-generated electricity, while Scope 3 measures usually include taxing businesses for their supplier’s carbon footprint,” explains EY Tax Partner Duane Newman, a leading expert on African and global carbon tax systems.
The Carbon Tax Act, signed into law in May 2019, introduced a relatively low carbon tax (currently R190 per tonne of carbon emitted), softened by incentives and allowances. Initially, this tax was not passed onto electricity prices, meaning that end users don’t pay for the carbon emissions from electricity consumption.
However, in January 2026, South Africa is expected to enter the second phase of its carbon tax journey. The National Treasury has published the carbon tax rate up until 2030, by which time the cost is estimated to be
R462 per tonne of carbon emitted.
Importantly for businesses consuming even modest quantities of electricity generated from fossil-fuel sources, this consumption will also be caught in the tax net.
“Individual businesses will be taxed for the carbon footprint associated with the production of any energy they use,” says Newman.
Either way, South African businesses can expect a significant increase in local carbon taxes from 2026. On the current carbon tax regime, this would increase existing electricity generation costs by 7% in 2026 and by 22% to 26% by 2045.
“As allowances are phased out and new taxes kick in, some businesses are likely to see a 151% increase in domestic carbon tax payments on electricity consumption over a five-year period,” warns Nepgen. Current estimates are that by 2050, for example, the country’s carbon tax rate will be around $120 (R2,160) per tonne of carbon emitted.
From 2026, businesses that export to the European Union (EU) could also have to contend with hefty carbon taxes from the EU’s Carbon Border Adjustment Mechanism (CBAM). CBAM will require South African exporters to pay the difference between South Africa’s relatively lower carbon taxes and Europe’s stricter carbon tax regime, explains Newman. By 2026, the price of carbon in the EU is expected to reach €85 (R1,630) per tonne of CO2e, compared to South Africa’s expected €5.5 (R105) per tonne, after tax allowances are
considered. With the EU being South Africa’s largest trade partner, this significant difference in the price of carbon means that around R52.4-billion in South African exports are at risk in the short term.
According to Discovery Green, the expected carbon tax differential between South Africa and Europe in 2034 means that CBAM could increase electricity generation costs
for affected industries by 70% in today’s terms. Energy- intensive industries like aluminium, iron and steel are expected to be hard hit. As the scope of CBAM expands, even more industries and exports could be at risk, cautions Nepgen.
“The combination of domestic tax increases and CBAM will have significant cost implications for businesses subject to carbon tax. Our
Investing in high coverage renewable energy offers more than just a reduction in a company’s carbon footprint. It is essential to safeguard profitability against increasing electricity costs driven by rising carbon taxes.
“As carbon tax costs continue to climb, it’s never been more urgent to act. By proactively transitioning to high coverage renewable energy, businesses can mitigate significant new financial risks while contributing to a sustainable future,” says Nepgen. “Waiting will result in significant longterm costs and missed opportunities for innovation and growth in a lowcarbon economy.”
Some businesses are likely to see a 151% increase in domestic carbon tax payments on electricity consumption over a five-year period
research highlights the urgency with which businesses need to prepare for a future where carbon taxes contribute more than 35% of total electricity generation costs,” says Nepgen.
Andre Nepgen, Head of Discovery Green explains, “While with traditional largely coal-generated electricity, you pay for what you use; with renewables, you pay for what was generated, regardless of whether your business uses the energy or not. This is the fundamental difference between the procurement of renewable energy and utility-supplied electricity - the point of payment. This is why it is critical to optimise the mix of renewable energy and match it to a business’ consumption patterns up front.
“Our research shows that no industry has an electricity consumption profile that perfectly matches the solar generation profile. It also explains why businesses shouldn’t assume they can solve for the remainder of their renewable energy needs in the future – it is more complicated than that,” says Nepgen.
The research paper provides a technical review of the five most common renewable strategies (such as rooftop solar, wheeled wind generation, trading etc.) and which provide the best long-term financial benefit and protection for businesses against uncertainties. The analysis is conducted for seven industries, from mines, to agriculture, to shopping centres. Each of the five strategies are also tested against the most likely futures such as a national oversupply in solar generation; and against their ability to withstand volatility in generation and consumption.
It is often the case that decision-makers must navigate inherent behavioural biases when considering solutions with long-term consequences. Nepgen says, “We believe there is currently a pronounced bias towards solar energy, and while the immediate financial benefits of solar energy are clear, there is a tendency to overlook the long-term consequences, opting instead for short- term gains.”
Typically, after replacing 45% of their energy needs with solar, businesses face a 77% premium to fulfil the remaining 55% with renewable sources. This is because businesses must find a supply of renewable energy only for their leftover nighttime consumption, which is an extremely expensive product to offer for any renewable energy supplier. As a result, businesses tend to settle for a low level of renewable energy coverage after procuring solar, but there is a cost to this too. With only a small portion of their total energy demand covered by renewables, businesses remain heavily exposed to high utilityprice increases in future years, projected to be well above inflation. These long-term costs are frequently omitted during the sales process and decision makers are not yet equipped to understand all these dynamics. ■
The platform enables wheeling to address pain points in organisations’ electricity supply that are limiting their growth. Namely, electricity ology capabilities, the Discovery Green platform provides access to a renewable power. This means more certainty in expenditure and a mechanism to meaningfully and substantially reduce clients’ carbon emissions. Over time, the platform will help combat the national electricity shortfall. Under the new Discovery entity, Discovery Green, the renewable inesses to reduce their carbon emissions. Discovery Green is a tangible manifestation of Discovery’s commitment to being a force for good in society, and an extension of its Vitality shared value model.
The Actuarial layer leverages Discovery’s deep actuarial expertise to model and match energy generation and consumption to maximise both renewable coverage
The Technical layer brings together the leading market expertise to ensure sophisticated due diligence and security in connection.
The Technology layer supports these pillars with an operational ity.
Social media searches
An individual’s social media activity and the tone of how they word posts can provide valuable insights into their overall character and behaviour.
“While it’s crucial to check for obvious red flags such as hate speech, unprofessional conduct or controversial opinions that could harm your business’s reputation, a cursory glance at an individual’s public profiles may not be enough,” notes Kumandan.
BUSINESSES CAN’T AFFORD BAD HIRES OR DUBIOUS BUSINESS PARTNERS, SO WHY ARE THEY STILL HAPPENING? ‘SOMEONE’ HASN’T BEEN DOING THEIR DUE DILIGENCE…
Akey new hire or business partner can have a significant impact on a company — for better or worse. Knowing the facts behind the polished CV or perfect partner pitch should be a non-negotiable, says Sameer Kumandan, managing director of SearchWorks, an innovative data platform that allows users to conduct live, accurate searches on individuals and companies.
It’s an all-too-common but avoidable scenario: A company needs to recruit a crucial management position, or an entrepreneur seeks out a business partner, hoping new skills will foster much-needed growth. The process involves advertising the role, networking, sifting dozens of CVs, identifying suitable candidates, carrying out interviews before, finally, signing on the dotted line. However,
it soon becomes clear that there is a problem as consistent patterns emerge: poor financial decisions, missed deadlines, staff clashes, customer complaints, or signs of unethical behaviour or illegal activities.
“In such cases, hiring managers and CEOs may ask themselves what red flags might’ve been missed or ignored. Often, though, due diligence processes were either rushed or not followed closely enough. Much like interviewing a job candidate, a potential business partner’s background should be thoroughly vetted for long-term compatibility.
“In the same way a good hire can support and elevate a business, a bad business partner can stymie growth, create internal chaos and sink a new venture from the start,” explains Kumandan, who adds that finding and
managing talent for an organisation is both time- and resource-intensive.
“Making a poor decision can become an extremely costly mistake: everything from the revenue a company may lose when an unsuitable individual interacts with customers, to the financial and reputational losses resulting from theft and fraud. The costs of a bad decision don’t end there, though. There’s also the expense and hassle a company faces when an organisation has no choice but to sever ties with the wrong partner or hire,” says Kumandan.
The risks of not carrying out due diligence can have massive consequences for organisations, irrespective of size. In 2017, KPMG South Africa (shorturl.at/CWcf9) was implicated in a scandal involving its audits of Gupta family businesses and work for the South African Revenue Service. The firm was accused of facilitating tax evasion and corruption by the Gupta family.
KPMG’s admission that it failed to apply sufficient professional scepticism in its dealings with Gupta family-owned businesses resulted
in the loss of several major clients along with a number of senior executive resignations, not to mention some severe reputational damage.
Searchworks also offer an in-depth KYC (Know your Customer) online check, but how does an organisation screen the integrity and reliability of potential partners, clients and employees without the assistance of experts? And how in-depth should this kind of screening be if undertaken?
“The more senior the position of a potential candidate, and the more finances are involved in a partnership, the higher the stakes become,” stresses Kumandan.
According to a Harvard Business Review study (shorturl.at/2a8yx), 80% of employee turnover results from bad hiring decisions, which not only carry costs for recruitment and training but also disrupt operational efficiency as well as team morale.
A candidate’s past is your company’s future.
falsified qualifications, leading to operational disruptions and legal challenges for the SABC.
“Thorough background checks have become much easier and it’s no longer necessary to manually conduct searches and verify every fact. All it takes to run a reliable background check on any individual – while complying with relevant laws and regulations – is a few clicks,” says Kumandan.
PEP (Politically exposed persons) and sanctions checks
Identifying a PEP helps mitigate the risk of inadvertently engaging in corruption, money laundering or other fraudulent activities. Sanctions screening can safeguard a business by preventing any association with entities or individuals under sanctions, reducing legal and reputational risks, as well as the possibility of substantial fines.
Judgements and legal history
“While it’s important for employers to consider the context and relevance of an individual’s legal history to the job role, certain kinds of legal trouble — especially those involving fraud, theft or dishonesty — should raise concerns about a candidate’s trustworthiness,” advises Kumandan.
According to a survey from Career Builder (shorturl.at/8Mhq2), 75% of HR managers confirmed they’ve caught wind of a CV lie. Verifying educational and professional qualifications is a must to ensure candidates have the expertise, skills and knowledge required for the job.
One example of the consequences for an organisation is the case of Hlaudi Motsoeneng, a former executive at the South African Broadcasting Corporation (SABC), who faced significant public scrutiny due to
SearchWorks assists businesses in conducting comprehensive and accurate searches on individuals, businesses, trusts and properties. The company also provides access to judgement data, PEP and sanctions lists, social media analysis, ensuring transparency and informed decisionmaking.
“The beauty of SearchWorks is that it provides hiring and risk and compliance professionals with all the information they require, in one system, without the need to sign up with multiple data suppliers,” adds Kumandan.
Due diligence best practice
“The cost and time expended in finding a replacement for a poor hiring decision or business partner can be huge and, in a worst-case scenario, damaging to the company. Ultimately, a candidate’s past is your company’s future. Implementing due diligence processes is an invest-ment in making sure the individuals and partners engaging in your business are exactly who and what they purport to be. At a minimum, they should include ID verification, qualification checks, a credit check and social media screening,” says Kumandan.
“The people you hire, partner with, and do business with reflect your organisation. Background checks are simpler than ever and worth the peace of mind that comes with ensuring the people you do business with uphold your values and expectations.” ■
Africa must expand its renewable energy manufacturing capabilities and leverage its critical minerals to foster growth in its renewables sector, according to James Mackay, Managing Director at the Energy Council of South Africa.
“Egypt is currently leading in solar manufacturing, but other African governments should work to attract investments and implement policies that incentivise manufacturers to establish operations on the continent,” stated James Mackay.
Mackay was taking part on a panel discussion during titled Invest in African Energies’ Pre-Event Technical Workshops, which was part of November’s African Energy Week.
Mackay added that the high cost of renewables in Africa could be lowered by enhancing local manufacturing capacity, making vital technologies more accessible for project developers.
“Gas-to-power solutions remain essential for stability alongside renewables,” noted Carlos Torres Diaz, Senior Vice President & Head
of Gas and Power Markets Research at Rystad Energy.
Diaz also highlighted Africa’s youthful workforce as a strategic advantage in developing the innovative solutions required to harness the continent’s 30% share of global critical minerals. According to Diaz, the focus is no longer solely on replacing fossil fuels but, rather, on integrating all energy resources and using digital tools to stabilise the power grid.
Despite holding 40% of the world’s total solar potential, Africa currently utilises only 35% of its capacity, according to Nivedh Das Thaikoottathil, a Senior Analyst in Renewables & Power at Rystad Energy.
Thaikoottathil pointed out that Africa’s ability to add value to its critical minerals will shape its potential to
produce over 100,000 TWh of solar energy annually, potentially increasing the share of solar and wind from its current mark of 8% today to as high as 60% by 2040.
Commenting on high-growth renewable energy markets in Africa, Thaikoottathil added that South Africa, Morocco, Egypt, Tunisia, Mauritania and Mozambique are the key players in this space.
“We are seeing growing financing for renewable projects and new interconnectors between North Africa and Europe, with 24 GW of proposed capacity aimed at linking the regions,” added Thaikoottathil. ■
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South Africa’s 21 Sector Education and Training Authorities (SETAs) are mandated to drive skills development in the sectors they serve. The FP&M SETA is responsible for this role in the country’s fibre processing and manufacturing sector comprising 13 industrial sub sectors, including clothing, textiles, footwear, leather, general goods, forestry, furniture, pulp and paper, printing, publishing, print media and wood products.
The role of FP&M SETA is addressing unemployment
South Africa’s unemployment rate remains stubbornly high. According to Statistics South Africa, during the first quarter of 2024, the country’s overall unemployment rate was 32.9%. This is a statistic of grave concern, but what is even more concerning is the unemployment rate of 45.5% among people aged between 15 and 34,
To address the alarming unemployment statistics, the government has placed extensive focus on skills development and entrepreneurship. The outcome has been a series of projects and programmes across all sectors and industries, involving a range of stakeholders in both the public and private sectors. It is here that the FP&M SETA has a critical role to play.
By supporting individuals through a variety of learning interventions, FP&M SETA capacitates unemployed people with skills, knowledge and practical exposure to a range of jobs within the sector.
The SETA enters strategic partnerships with a variety of sector stakeholders to empower individuals through training, education, mentoring and business coaching. The need to address unemployment, poverty alleviation and rural development underpin all activities.
“Through partnerships and collaboration with a variety of sector stakeholders who share FP&M SETA’s vision of addressing the country’s triple challenge of inequality, poverty and unemployment, whilst at the same time driving the specific skills needs in our sector, the SETA has made substantial progress in contributing to sector skills development, and equally important, addressing national imperatives”
Dr Felleng Yende, CEO of FP&M SETA
Communities benefit indirectly, as skilled individuals become more productive and contribute to local economies. Additionally, the FP&M SETA collaborates with communities to address specific needs and challenges, fostering inclusivity and social development.
The FP&M SETA actively leverages technology to enhance skills development and learning within the sector. Learners are being upskilled in these technologies to prepare them for the evolving workplace. By integrating technology into learning pathways, the FP&M SETA ensures learners acquire relevant skills. In the manufacturing sector, 4IR presents a model shift, driven by advanced technologies that redefine the way businesses operate. Companies must tap into new opportunities for growth and competitiveness by embracing connectivity, artificial intelligence, digitization, virtual reality, data analytics, human-machine interaction, and advanced engineering.
An Overview of the FP&M SETA and its sector
• 13 sub-sectors that work together to achieve economic growth and development
• Approximately 29 671 sector employers
• Approximately 540 377 sector employees
• Consistent performance over ten years ranging from 90% to 100%
• 10 unqualified (of which 7 clean) audit opinions from AGSA
• Sector employment growth despite poor economic performance in manufacturing sector
• The labour-intensive nature of the FP&M sector enables the sector to create jobs at a faster rate than most industries
• Occupational qualifications and learning programmes are developed to meet industry needs
The forestry sector employs around 165 900 workers and provides about 62 700 direct jobs and 30 000 indirect jobs. It also provides livelihood support to 652 000 people of the country’s rural population. The pulp and paper industry provides about 13 200 direct and 11 000 indirect employment opportunities. Some 20 000 workers are employed in sawmilling, and 6 000 in the timber board and 2 200 in the mining timber industries. A further 11 000 workers are employed in miscellaneous jobs in forestry sector that contributes about 1% to the GDP. www.daff.gov.za
AFRICA NEEDS A REVOLUTIONARY SHIFT IN SKILLBUILDING IN ORDER TO EMPOWER ITS INDUSTRIAL TRANSFORMATION, WRITES GEORGE ASAMANI, MD OF THE PROJECT MANAGEMENT INSTITUTE, SUB-SAHARAN AFRICA
The United Nations recently led the celebrations for Africa Industrialization Day on 20 November, and in light of that we are reminded of the transformative potential of industrialisation in reshaping the continent’s economic landscape. It has the capacity for generating employment and raising standards of living for the continent’s 1.5-billion inhabitants. Yet, as we look toward a future driven by the Fourth Industrial Revolution and the rise of automation, advanced manufacturing, digital transformation, and Artificial Intelligence, the question emerges: How do we best prepare Africa’s workforce for this new age?
The answer lies in building a robust base of project management skills — skills that are not just peripheral but central to successful industrialisation. And the history of industrial revolutions tells a compelling story.
Each era of technological advancement – from the age of steam to the advent of digital – has been propelled not merely by inventions and resources but, rather, by skilled people capable of harnessing and managing those resources effectively. Each leap forward required new knowledge, execution and the ability to navigate complex projects clearly.
Industrialisation is not just about factories, machinery, or technology; it is about managing these elements cohesively to create value. And this is where project management skills play a pivotal role. Whether establishing new production facilities, transitioning to
Project management is, in essence, the backbone of industrial progress
cleaner energy sources, integrating digital technologies, or flying back to the moon, the success of these efforts hinges on structured, disciplined approaches to planning, executing, and monitoring complex projects.
Project management is, in essence, the backbone of industrial progress.
In China, megaprojects transition from concept to completion with remarkable efficiency, driven by a deep pool of project management expertise. In Africa, the journey for similar projects often takes longer and demands more resources, highlighting the critical impact of a skills gap in project management.
This skills gap underscores a crucial barrier to Africa’s industrial progress; without a robust base of project management expertise, the continent faces slower project cycles and reduced global competitiveness.
The Programme for Infrastructure Development in Africa (PIDA), in its 10-Year Implementation Report, highlights the consequences of inadequate project preparation –namely, lower project quality and missed financing opportunities that stalled implementation. Addressing these gaps through skilled project management can ensure that projects are better prepared from the outset, enabling more efficient, impactful and well-funded development initiatives.
It’s not only project management that shapes a nation’s industrial capabilities, but it remains the linchpin, orchestrating diverse skills into cohesive, efficient workflows that drive projects to completion. This is evident in PMI’s Pulse of the Profession report, which shows that high-performing organisations with more certified
project managers complete more projects on time, within scope and on budget, compared to their peers.
Overcoming the triple constraints enhances business performance and strengthens industrial growth.
For Africa, the stakes are high.
Industrial projects involve vast investments and interdependent systems where delays, inefficiencies, or mismanagement can mean substantial losses and setbacks.
Project management fosters a culture of accountability, efficiency, and excellence – values that are vital to driving Africa’s industrial agenda forward.
To capitalise on this opportunity,
governments and organisations have a key role in fostering project management skills at scale. For industrialisation to succeed, policy must prioritise structured project management, particularly in government-led initiatives such as infrastructure and energy. By mandating certified project managers, governments can set a national standard for execution excellence.
Collaboration between governments and industry can bridge skill gaps by aligning training programmes with market needs. Public-private partnerships can provide resources for skill development, particularly for small and medium-sized enterprises, ensuring that project management
skills reach across all levels of the economy.
Incorporating project management into technical and vocational education will also ensure that young Africans enter the workforce with essential skills. This can begin as early as secondary school, where students learn the basics of planning, teamwork, and goalsetting, extending through to university curricula in engineering, technology, and business.
Furthermore, both the public and private sectors should prioritise and subsidise project management training, particularly in regions where industrial projects are underway.
For Africa to successfully industrialise, project management skills must be seen not as optional but as foundational. Africa’s industrial revolution must not be seen only as machinery or manufacturing but as people empowered to lead, manage and sustain growth. By committing to this vision, we can chart a path for the continent to keep pace with global industrial advances while setting its own course toward sustainable development. ■
AIMED AT ERADICATING POVERTY THROUGH THE CREATION OF EMPLOYMENT OPPORTUNITIES
Both the public and private sectors should prioritise and subsidise project management training, particularly in regions where industrial projects are underway
The United Nations describes industrial development as being of critical importance for sustained and inclusive economic growth in African countries. The UN stresses the value as industry for its ability to enhance productivity, increase the capabilities of the workforce and generate employment, all by introducing new equipment and new techniques into the respective sectors.
It adds that, with strong linkages to domestic economies, industrialisation will help African countries achieve high growth rates, diversify their economies and reduce their exposure to external shocks. This will substantially contribute to poverty eradication through employment and wealth creation.
In 2024, the theme for Africa Industrialization Day was “Leveraging
Artificial Intelligence (AI) and Green Industrialization to Accelerate Africa’s Structural Transformation”. The theme focused on harnessing emerging technologies such as AI and innovations in green manufacturing to accelerate Africa’s industrialisation in a sustain-able manner.
International days are occasions to educate the general public on issues of concern, to mobilise political will and resources to address global problems, and to celebrate and reinforce achievements of humanity.
Africa Industrialization Day aims to build stronger policy advocacy, harness the power of AI in reviving Africa’s industrial sectors, improve efficiency, boost productivity and foster innovation in Africa’s industrialisation agenda. ■
SA’S DOUBLE STANDARDS ON REGIONALISATION AND HEAT TREATMENT FUEL POULTRY PRICES, WRITES FRED HUME, MANAGING DIRECTOR OF HUME INTERNATIONAL
Irrational import bans on poultry, South Africa’s favourite source of protein, are inconsistent with global best practice, leading to unnecessary price inflation. This stands in stark contrast to the regionalisation measures introduced as part of the country’s recent trade agreement with China to boost beef exports, which will ensure steady, affordable supplies.
The Cost, Insurance and Freight (CIF) price of one kilogram of mechanically deboned meat (MDM)—a key ingredient used to produce the processed meat such as viennas, sausages and polonies which are a staple of many local diets—is currently some R9.46 in the Philippines. Yet, in South Africa, it is around R17.20/kg—nearly double. The reason? Grossly inconsistent trade practices and irrational import regulations.
Local poultry producers simply do not produce MDM in any meaningful quantity, leaving the overwhelming majority of manufacturers dependent on imports to fill the gap. But regulatory hurdles and irrational protocols unnecessarily inflate costs, with the result that South Africa pays nearly double for these products if compared to countries like the Philippines.
Demonstrating MDM’s importance to the local market, South Africa imports some 18 000 tonnes per month. Meanwhile, latest statistics show that the price of MDM leapt roughly 50% between February and July alone, as trading partners in Brazil implemented increasingly strict measures to meet the country’s rigid import standards—which carry severe cost implications.
For example, stringent standards regarding risks such as salmonella do not account for the role that heat treatment or even cooking can play in eliminating any pathogens. This oversight drives up the price of raw poultry products, placing a heavy burden on local households and businesses.
Heat treatment is a process of treating food products at a high temperature for a specific period to kill or reduce the level of microorganisms to safe levels so that the final product is safe for human consumption. This is a scientifically proven method widely accepted in most developed nations, including countries in the European Union (EU) and the United States of America (USA).
In fact, these countries generally do not insist on zero-tolerance stances toward salmonella in raw poultry due to the effectiveness of heat treatment in making this food safe for human consumption. South Africa’s approach to heat treatment is thus completely out of step with international best practices, as it is currently only permissible in select cases at the discretion of individual state vets—which means further uncertainty, risks and costs for businesses. Like the regulations already in place for the import of pork, poultry importers require a set of clear-cut, transparent, consistent, standardised protocols for heat treatment to better manage supply chains and stabilise prices.
This said, it’s important to clarify that no one is advocating for a relaxation of food safety standards. Rather, the call is for South Africa to adopt scientifically sound protocols that account for the realities of the poultry supply chain and avoid unnecessarily inflating costs. This is especially important when considering price-sensitive products such as MDM or chicken livers for school feeding schemes, which are both cooked extensively before being served.
A final issue with current trade practices is South Africa’s inconsistent and irrational approach to regionalisation. For example, Agriculture Minister John Steenhuisen recently signed a critical trade agreement with China. This agreement will boost South Africa’s beef exports by allowing regionalisation or compartmentalisation in the event of any Foot and Mouth disease (FMD) outbreaks, ensuring that only affected provinces will be restricted, while beef exports continue from other areas. In other words, we are enjoying the benefits of regionalisation in terms of beef, so why not extend this same courtesy to our poultry trade partners in the case of bird flu or Newcastle disease, rather than applying blanket bans and jeopardising supplies? Countries such as Namibia have already implemented regionalisation policies to the benefit of local manufacturers, job creation and consumers, pointing to the many drawbacks of South Africa’s outdated and uneven approach. Ultimately, it’s time to implement regionalisation protocols to prevent unnecessary import bans and heat treatment protocols to ensure food safety at a lower cost. Fair trade practices benefit everyone—consumers, businesses and even local producers. Given that chicken remains one of South Africa’s most popular and most affordable proteins, we deserve smarter regulations that serve the entire country’s best interests. ■
SUPPORTING LOCAL BUSINESSES DRIVES JOB CREATION, PRESERVES CULTURE AND PROMOTES SUSTAINABILITY.
South Africans have so much to be proud of right now - our Olympians, our sports teams, and our enduring resilience. But when was the last time you supported a local business? With unemployment rates soaring, backing ‘home-grown’ is more critical than ever for creating jobs and driving economic growth.
“In a world dominated by global brands and cross-border e-commerce, it’s easy to overlook the value of supporting local businesses. Yet the benefits are profound, with far-reaching implica-tions for our economy and communities,” says Sandi Richardson, HR Executive at RCS. Richardson outlines five reasons to support local businesses.
Money spent at local businesses tends to stay within the community, fuelling further economic activity. Considering that small businesses contribute around 34% of South Africa’s GDP, supporting local can help bolster this contribution, leading to more robust economic growth and stability. This creates a positive cycle of investment and growth, which is crucial for building a resilient and sustainable economy.
In 2022, RCS demonstrated its commitment to supporting local innovation by acquiring Mobicred, a home-grown business founded by entrepreneur Jason Sive. This strategic
investment expanded RCS’s credit solutions to include online revolving credit facilities, catering to diverse customer needs both in-store and online.
2. Job creation
It is estimated that South African small businesses employ between 50% and 60% of the country’s workforce. By choosing to support these enterprises, one can help generate employment opportunities, reducing the country’s high unemployment rate and contributing to a more stable economy.
RCS is proud of its own local beginnings and the jobs it has been able to create, growing from a modest start of just 40 employees in 1999 to a team of nearly 1,500 today. RCS has not only expanded its workforce, but also earned significant recognition.
In 2024, RCS achieved its sixth consecutive accreditation as a Top Employer in South Africa, and for the past three years they have been awarded the Top Gender Empowered Company certification by Standard Bank Top Women.
3. Community development
Local businesses tend to reinvest in their communities at a higher rate than larger corporations. International research firm, Civic Economics, found that local independent businesses
return more than three-times as much money to local economies than global retail stores.
This means that South African businesses are more likely to reinvest their profits in local initiatives, such as schools, sports teams, and community projects, helping to build stronger, more vibrant communities.
4. Preservation of culture and identity
Supporting local businesses is crucial for preserving South Africa’s diverse cultural heritage and regional identity. These businesses often produce goods and services that reflect traditional crafts, artisanal skills, and local customs, helping to keep these cultural practices alive.
By choosing to buy local, consumers not only support the livelihoods of cultural practitioners but also reinforce the distinctiveness of their regions,
fostering pride and preventing cultural homogenisation.
Moreover, thriving local businesses contribute to sustainable tourism and cultural innovation, ensuring that South Africa’s rich traditions continue to evolve and remain relevant for future generations.
5. Environmental sustainability Shopping locally offers significant environmental benefits as local businesses rely less on extensive supply chains and international
shipping, leading to a smaller carbon footprint and requiring less energy for manufacturing, storage, and transportation.
Local businesses also tend to generate less waste by adopting eco-friendly practices like recycling and using biodegradable packaging materials, which further reduces their environmental impact.
RCS empowers young entrepreneurs with the skills and resources needed to succeed
With a staggering 60.2% of young South Africans aged 15-24 not having participated in either the formal or informal work environment in Q3 2024, and the national unemployment rate having increased from 5.2 million in Q3:2014 to eight million in Q3:2024, the role of entrepreneurship as a path to economic security and independence has never been more crucial.
Entrepreneurship in South Africa is a driving force behind economic growth, especially in the small, medium and micro enterprise (SMME) sector, which supports over 13-million employees… but our SMME failure rate is among the highest in the world. To help stop this bleed, Centennial Schools has developed a school curriculum designed to equip learners with the entrepreneurial skills that will help contribute to combating unemployment crisis in South Africa.
Young South Africans can no longer rely on the formal sector for employment, which is why it has become imperative to equip them with the acumen they need to start and run businesses that thrive.
“At Centennial Schools, we are committed to empowering our learners by fostering entrepreneurial mind- and skill sets from as early as Grade 6. We prepare our learners to excel in a world where job security is no longer guaranteed,” says Shaun Fuchs, CEO and founder of Centennial Schools.
Centennial Schools’ curriculum equips learners with essential knowledge in marketing, financial management, innovation and networking, as well modernday essentials like coding, content creation and cryptocurrencies. In addition, the school has established partnerships with active entrepreneurs that enable learners to spend time in real-world work environments, gain exposure to practical challenges, and contribute to forming solutions.
Most recently there has been a push for government policies that support entrepreneurship, enhance vocational training, improve access to finance, and encourage private-sector investment – and, while the wheels have slowly started turning, it’s clear that more needs to be done, much faster. Fuchs believes that looking beyond the basics of business positions the school’s learners to both contribute to, and benefit from, the economy.
through its LevelUp initiative, while its partnership with the Whitaker Peace & Development Initiative (WPDI) supports peacebuilding and community empowerment projects, creating sustainable opportunities for South Africa’s youth. ■
“There is a real need to provide learners with a future-forward education that harnesses technology, encourages lateral thinking, and teaches skills they can take forward with them. By instilling an entrepreneurial mindset and practical skills, we are helping our learners to take charge of their futures and to help build a stronger economy.”
Centennial Schools, a pioneering 21st-century educational institution, recognises the importance of reevaluating the education system and incorporating subjects that address societal challenges while equipping learners with the skills they need to thrive in the future. ■
The importance of Africa being digitally connected and skilled is obvious. Think of a factory worker in KwaZulu-Natal sharing photos via their smartphone to update management, the farmer in Ethiopia checking crop prices on government websites or a small business in Rwanda switching to online banking. Without access to online information, e-commerce, and instantaneous communication via mobile technology, it is that much harder for workers, business owners and families to succeed and prosper.
However, Africa faces a huge digital skills gap, which is diluting economic opportunities and development. Some 230 million jobs across the continent will require some level of digital skills by 2030, according to a study by the International Finance Corporation (IFC), a member of the World Bank Group and the largest global development institution focused on the private sector in emerging markets. That translates to a potential for 650-million training opportunities and an estimated $130-billion (R2.3-trillion) market. With the COVID-19 pandemic forcing many businesses to go digital to survive, the need for these skills has only become more apparent in recent months.
To gain deeper insight into how to boost these skills while ensuring that the infrastructure exists for people to develop them, IFC and the World Bank (through the Digital Development Program Trust Fund) have done new research on the Cote d’Ivoire, Kenya, Mozambique, Nigeria and Rwanda markets. According to the preliminary findings, by 2030 some level of digital skills will be required for 50-55% of jobs in Kenya, 35-45% in Cote d’Ivoire, Nigeria and Rwanda, and 20-25% in Mozambique.
Altogether, 57 million jobs will require digital skills in these five countries by 2030. Only about two million of these jobs will be in the ICT and e-commerce sector, traditionally considered to be the main drivers of demand. This has major implications for the type of training that populations need and how it could be delivered. Much of the demand for digital skills will emanate from generic occupations that are not from narrowly defined ICT professions, as more enterprises adopt digital technologies in a broad range of sectors. About 70% of the demand will be for foundational digital skills and another 23% will be for non-ICT intermediate level digital skills.
Heat treatment is a process of treating Agribusiness managers, for instance, will need training in how to use financial software to track income and expenses. Office workers will need to know how to use innovative software programmes to make online presentations. Tourism operators will want to learn about digital marketing tools that can grow their business, such as which social media platforms to use and how to build an attractive website. Agricultural and industrial companies will need to provide training in areas like robotics, along with programmers to develop social media sites. To respond to this growing demand, local higher education institutions need to revamp their ICT and engineering courses to respond to changing technologies.
Rapid skilling programmes could be introduced to address spikes in demand for specific needs.
With 70% of its population having access to broadband internet, Kenya is ripe for digital skills training across all levels. Nigeria, Africa’s largest market with 200-million people, has great potential as well, although there are major infrastructural hurdles in its way. For example, with only 35% of schools in Nigeria connected to a power supply (and that supply being erratic, to say the least), it will be vital to improve the power infrastructure to enable networks to operate uninterrupted and at optimal levels.
In Cote d’Ivoire and Rwanda, inadequate internet access is a problem, with less than half their populations having access to broadband, while less than a quarter do in Mozambique. While expanding access is essential, it will not be enough. As other studies show, actual
use of the internet is limited by high prices for data, lack of basic literacy, and limited availability of content in local languages. The overall quality of the education system affects the quality and level of digital skills.
Although it is still early days, we are seeing some promising developments in digital skills training. The Kenyabased Moringa School for Coding has trained 2000 students from Ghana, Hong Kong, Kenya, Pakistan and Rwanda. Andela, which builds remote engineering teams to support global and local technology company needs, recruits top software engineers from across Africa and globally, using its platform to train and match this expert talent to client needs.
The Anchorsoft Academy in Nigeria is training students in software development, testing and data science. Cote d’Ivoire’s UVCI is a virtual university offering IT training at various levels. Rwanda’s government established a
national coding academy last year.
Regionally active higher education platforms including AdvTech, Educor, Honoris and GetSmarter are expanding digital skills offerings.
Hundreds of millions of people in Africa will need training or retraining in digital skills. The ability to scale up sustainable business models will have a big impact on the continent’s growth. Whether it is the Ethiopian farmer, South African factory worker, or Rwandan entrepreneur, mastery of digital skills will increasingly be a determinant of Africa’s success. ■
SOUTH AFRICAN TEENS ARE STRUGGLING, WITH A RECENT WESTERN CAPE STUDY INDICATING THAT AT LEAST 33% HAVE SYMPTOMS OF DEPRESSION, WRITES MIRRIAM MKHIZE AND KATHERINE SORSDAHL.
In South Africa, very little research has been done on depression and anxiety among younger adolescents, specifically those between the ages of 10 and 14. Existing studies have primarily targeted older adolescents and those living with HIV.
The age range of 10- to 14-year-olds has been neglected. This age group is important because half of all mental health problems develop before the age of 14.
As mental health researchers, we conducted a study focusing on these young adolescents in 10 schools in under-resourced areas within Cape Town and the Cape Winelands.
Working with community-based organisations offering psychological and social support and counselling, we recruited 621 adolescents aged 10 to 14 in 10 primary schools.
The criteria included adolescents who: (1) were enrolled in the selected schools in the Western Cape province; (2) were aged 10 to 14 years; (3) provided assent; and (4) had caregivers who provided consent for their child to participate.
Using a tablet-based survey, we gathered information on sociodemographic factors, mental health symptoms, substance use, bullying, punishment, witnessing violence at home and self-esteem.
Mental health symptoms were measured with internationally accepted screening tools, namely the Patient Health Questionnaire for Adolescents for depression symptoms and the Generalised Anxiety Disorder Scale 7 for symptoms of anxiety.
The majority of the adolescents were female (61%) and the average age was 12 years. More than half (58.6%) lived with a single parent and 15.3% did not live with either of their parents.
More than two-thirds of the participants reported speaking two languages at home, with 402 (64.7%) speaking English, 321 (51.2%) speaking isiXhosa, 112 (18.0%) speaking Afrikaans and 60 (9.7%) speaking another language.
We found that a high percentage of adolescents reported experiencing bullying at school (80.5%), witnessing violence at home (78.6%) and being exposed to punishment by caregivers (56.4%).
Alcohol: A significant portion of the adolescents had tried alcohol at least once (23.8%).
Depression: 33% experienced symptoms of depression such as feeling sad or down, irritability, hopelessness, trouble sleeping, appetite changes and difficulty concentrating. Depressive symptoms were linked with being in a higher grade in school, alcohol consumption, the use of other drugs and witnessing violence among adults at home.
Anxiety: 21% reported symptoms of anxiety. This included difficulty controlling worry, feeling afraid or scared, feeling irritable, trouble concentrating and feeling restless. Significant associations were found with being in a higher school grade, poor emotional regulation skills and cannabis use.
Although the high levels of depression and anxiety symptoms do not indicate a definite diagnosis for each of the young adolescents, these figures are very concerning for this age group. They highlight the urgent need for comprehensive mental health support in schools.
To address this gap, the researchers are piloting the World Health Organisation’s Early Adolescent Skills for Emotions (EASE) programme at some of the schools in the Western Cape.
EASE is a group psychological intervention for 10- to 14-year-olds and their caregivers which can be delivered by non-specialist providers to improve their mental health. ■
“BREAKING BARRIERS” EXPLORES THE ROLE OF BASKETBALL IN SHAPING THE NEXT GENERATION.
This year’s “NBA Meets Art” that was staged at Art X Lagos showcased the work of Nigerian pop artist and illustrator, Williams Chechet, through an installation titled “Breaking Barriers”.
“Barriers” explores the role of basketball in shaping new identities, inspiring hope and encouraging the next generation to dream beyond their present limitations. The installation intertwined the game’s energy with cultural symbols and the spirit of activism to represent limitless possibility. The main element of the artwork featured the hands of different people reaching out to grab a ball together, reinforcing the idea of collaboration.
“Barriers” uses the physical and metaphorical dynamics of basketball, such as teamwork, movement, strategy and goal setting, as a powerful analogy for the continuous struggle for change. The artwork is integrated with augmented reality technology, where visitors can scan a QR code after which the artwork comes to life in animated form on their mobile phones, which they can record and share on their social media channels. Visitors can also help create an art collage by cutting and trimming colourful images from magazines and newspapers at the installation.
“NBA Meets Art continues to be a great platform that represents the unique intersection of basketball and African culture. For the third
edition, we are excited to deepen our engagement at Art X Lagos through the work of Williams Chechet, an artist from Northern Nigeria who draws his basketball inspiration from playing basketball in Zaria,” said Gbemisola Abudu, Vice President and Head of NBA Nigeria.
“As we continue to explore our heritage and Nigeria’s impact on basketball, art, and culture, we celebrate the role of the game in building connections, redefining limits, breaking barriers, and inspiring the next generation of African youth to dream big. We look forward to seeing basketball and art lovers at Art X this weekend.”
Last year’s “NBA MeetsArt” featured the work of Dennis Osadebe at an installation at Art X Lagos titled, “Passing / Building / Victory,” which explored the key role of teamwork on the court and how similar collaboration can help develop communities, aligning with the NBA’s mission to inspire and connect people every-where through the power of basketball.
The main element of the artwork features the hands of different people reaching out to grab a ball together, reinforcing the idea of collaboration
Pic credits (below): National Basketball Association (NBA) Instagram.com/marcellina_akpojotor
‘Social Fabrics, Sustainable Threads’ Akpojotor shines
at Art X.
MARCELLINA OSEGHALE AKPOJOTOR’S ‘SOCIAL FABRICS, SUSTAINABLE THREADS’ MADE AN IMPACT AT ART X LAGOS
Presented by emPLE, this project celebrates the transformative work of Nigerian artist Marcelina Akpojotor (centre pic, left). In Lagos, textile waste output is somewhere between 100 and 1,000 metric tons every single day, contributing to an estimated 60 billion kilograms of textiles and footwear burned or landfilled worldwide every year.
Akpojotor’s innovative and sustainable use of discarded textiles—especially Ankara fabricsstands as a vital contribution to Nigerian culture. Her work offers an inspiring model of sustainability and circular practices, rooted in local traditions.
Marcellina’s vibrant portraits of women explore themes of identity, resilience, and empowerment, underscoring her dedication to amplifying the stories of Nigerian women. Through her collaboration with emPLE, her art aligns seamlessly with the company’s mission of fostering growth and empowering communities. Together, they demonstrate the profound impact of creativity and sustainability in driving meaningful social change.
The initiative launched in November 2022 with an evening reception that brought together industry leaders from fashion, music, art, business and sports, and showcased Nigerian art through music, fashion and a photo display.
Social Fabrics, Sustainable Threads was produced by Haily Grenet (Curatorial Production Manager) and Fikayo Adebajo (Associate Curator).
Source: Instagram.com/marcellina_akpojotor
ART X LAGOS WAS HELD AT THE FEDERAL PALACE IN LAGOS, NIGERIA, FROM 31 OCTOBER TO 3 NOVEMBER.
THE RICHAT STRUCTURE SITS LIKE A GIANT BULL’S EYE IN THE DESERT REGION OF MAURITANIA IN NORTH AFRICA.
Stretching almost 50 kilometers in diameter and located on the outskirts of the ancient town of Oudane in Mauritania, the Richat Structure is a massive circular landmark that is visible from space. The astonishing geographic feature stands as a dramatic landmark in an otherwise enormous and featureless desert.
The ruins of the old town of Ouadane have been preserved as a World Heritage Site, with enough evidence of the town visible to offer tourists a fascinating view into the life of the old town. The modern settlement of Ouadane lies outside the broken gates of the old town.
93 km northeast of Chinguetti. The town was a staging post in the trans-Saharan trade and for caravans transporting slabs of salt from the mines at Idjil. Initially interpreted as a meteorite impact structure because of its high degree of circularity, the Richat Structure is now thought to be merely a symmetrical uplift (ie a circular anticline) that has been laid bare by millions of years of erosion. Paleozoic quartzites form the resistant beds outlining the structure, which can be located at 20.9 degrees north latitude and 11.6 degrees west longitude.
Tourists can visit the Richat Structure if they have obtained a Mauritanian visa and have the backing of a local sponsor.
Ouadane is a small town in the desert region of central Mauritania, situated on the southern edge of the Adrar Plateau,
Various operators offer hot air balloon trips and airplane rides or over the Eye. ■
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