SA Profile Magazine - Volume 8 I 2025 by Media Xpose

Mahene Patrice Benzane

Prof. Thoko Mayekiso UNIVERSITY

Kimberley Taylor LOOP

Pinagare Mogodi

INTEGRATED SOLUTIONS FOR PRODUCTIVITY AND SAFETY.

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Leveraging the potential of Internet of Things (loT), big data and cloud computing, our comprehensive suite of Integrated Mining Solutions is designed to optimise performance across all aspects of mining operations. Discover how our forward-thinking solutions can transform your safety protocols, minimise downtime, and ensure regulatory compliance while maintaining operational excellence.

We are a proud Broad-Based Black Economic Empowerment (B-BBEE) Level 3 contributor and maintain our SANAS-approved ISO 9001 and ISO 45001 accreditations.

Partner with Probe IMT - your path to safer, smarter, and more sustainable mining.

FASSETCALLCENTRE@FASSET.ORG.ZA 087 821 2680 WWW.FASSET. ORG.ZA

LEVELLING THE PLAYING FIELD IN FINANCE. THE FINANCE AND ACCOUNTING SERVICES SECTOR EDUCATION AND TRAINING AUTHORITY’S (FASSET) VISION FOR EXCELLENCE INCLUDES YOUTH EMPOWERMENT, INCLUSIVITY, AND SKILLS DEVELOPMENT PROGRAMS TO EQUIP SOUTH AFRICA’S NEXT GENERATION OF FINANCE LEADERS.

FASSET is the Finance and Accounting Services Sector Education and Training Authority, which is the largest employer of people with financial management, accounting and auditing skills in South Africa.

As a skills development driver, FASSET’s mandate is to help level the playing field through transformative initiatives and bridge skills gaps,

with a particular focus on the youth to equip them with skills which are vital in the world of work. As a SETA, FASSET collaborates with stakeholders from both the public and private sectors to design and implement programmes that empower learners to thrive in a dynamic and competitive landscape, thus ensuring its interventions contribute meaningfully to economic growth and job creation.

FASSET offers a broad range of services designed to support the development and advancement of finance professionals and executives. These services align with its mandate to drive skills development and training within the finance and accounting secto r in South Africa. FASSET’s offerings include: (a), Continuous Professional Development (CPD ) such as lifelong learning wherein finance professionals and Executives are given an opportunity to attend specialised training, focusing on leadership, governance, and advanced financial management ski lls. (b), Transformation and Inclusion Initiatives, FASSET prioritises inclusivity in its programmes, ensuring that black learners, women, and individuals from rural areas have access to education and training opportunities. This is evident through the Executive and middle management Women Development programme, internship programmes implemented through the DDM models and the Blind SA Programme. (c) Career Guidance and Support, FASSET offers resources to help finance professionals map out their career trajectories, from entry-level positions to executive roles, pr oviding information on the skills and qualifications needed at each stage. (d), Bursary for the employed and professional body programmes for both employed and unemployed.

10 425 Learners trained under Life Long Learning

1 321 Unemployed learners funded under bursary

2 898 Unemployed learner placed in an internship

2 008 Learners provided with tools of trade (laptops)

314 Small businesses supported through discretionary funding

40 TVET College lectures awarded a bursary:

1 691 Grade 8-12 learners supported in the Math and Accounting Programme Black females supported

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Celebrating SA’s leaders and innovators

It’s a privilege to introduce myself as the new editor of SA Profile. Taking the baton from Tashne Singh is no small task, but I’m excited to step into this role and bring you stories that reflect the ingenuity and ambition shaping South Africa’s future.

What stands out in this year’s features is the resilience and forward-thinking spirit of the country’s business leaders. These are individuals and teams who see challenges as opportunities and are not afraid to embrace change, lead with purpose and create meaningful impact.

We begin with SmartOps, a company transforming how businesses approach digital transformation. Their ability to integrate technology into everyday operations demonstrates how businesses can adapt and thrive in an evr-evolving world.

In education, we conversed with Professor Thoko Mayekiso, Vice-Chancellor of the University of Mpumalanga. Her leadership in building and developing one of South Africa’s youngest universities provides valuable insights into the challenges and rewards of creating opportunities in higher education.

In the mining sector, MAB Group CEO Pinagare Mogodi’s team is showing how mining can prioritise sustainability and community development. Their work reflects a commitment to solutions that benefit both the economy and the environment.

We also feature Kimberley Taylor, CEO of Loop Platform, whose journey from solving a university maths problem to transforming delivery operations demonstrates the power of innovative thinking in logistics.

This edition of SA Profile is dedicated to the people and companies shaping South Africa’s future. It’s their ideas and determination that move us forward, and I’m honoured to share their stories with you.

Tarryn

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Marie Sebueng

How

CEO

Two

David Khoza drives AI innovation in mining.

Dr Dulcy Rakumakoe revolutionising healthcare through empathy 70 Embrace the side hustle boom

TEAM BUILDING INSTITUTE (TBI)

Chris Heunis and Robbie Verkuyl transform learning

MD Lilian Kistan connecting communities

How QSEs can benefit from ISO standardisation

Your trusted partner in defence and security

Landmark agreement boost South Africa Tech presence abroad

Bani Kgosana rebuilding SA’s infrastructure with local solutions

FICA compliance: Why the time for accountability is now

PROFILE: LESEDI NUCLEAR SERVICES

Building, connecting and empowering the energy sector

88 South Africa powers the green hydrogen revolution in mining

90 Collaboration is key in solving mining effluent water challenges in SA

The National Energy Regulator of South Africa (NERSA) ensures the orderly development of the energy sector, mainly through licensing, setting and approving of prices and tariffs, compliance monitoring and enforcement, and dispute resolution in the electricity, piped-gas and petroleum pipelines industries.

NERSA endeavours to be more innovative and agile in ensuring that we continue to make a valuable contribution to the socioeconomic development and prosperity of the people of South Africa, by regulating the energy industry in accordance with government laws, policies, standards and international best practices in support of sustainable development.

NERSA is a regulatory authority established as a juristic person in terms of section 3 of the National Energy

Regulator Act, 2004 (Act No. 40 of 2004). NERSA’s mandate is to regulate the electricity, piped-gas and petroleum pipelines industries in terms of the Electricity Regulation Act, 2006 (Act No. 4 of 2006), Gas Act, 2001 (Act No. 48 of 2001) and Petroleum Pipelines Act, 2003 (Act No. 60 of 2003).

NERSA’s mandate is further derived from written government policies and regulations issued by the Minister of Electricity and Energy. NERSA is

Address: Kulawula House, 526 Madiba Street, Arcadia, 0083 PO Box 40343, Arcadia, 0007

expected to perform the necessary regulatory actions in anticipation of and/or in response to the changing circumstances in the energy industry.

The Minister of Electricity and Energy appoints Members of the Energy Regulator, comprising Part-Time(NonExecutive) and Full-Time (Executive) Regulator Members, including the Chief Executive Officer (CEO). The Energy Regulator is supported by staff under the direction of the CEO.

Thembani Bukula Chairperson

Zandile Mpungose Deputy Chairperson

Nomfundo Maseti Full-Time Regulator Member: Piped-Gas

Muzi Mkhize Full-Time Regulator Member: Petroleum Pipelines

Thembeka Semane Part-Time Regulator Member

Fungai Sibanda Part-Time Regulator Member

Precious Sibiya Part-Time Regulator Member

Adv Nomalanga Sithole Chief Executive Officer and Full-Time Regulator Member

Nhlanhla Gumede Full-Time Regulator Member: Electricity

Farah

Magix Security’s Kevin Wotshela protecting South Africa, one byte at a time

Zizipho Ntobongwana

Safiyya Patel becomes the firm’s first female woman of

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CONTRIBUTORS

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Dr Rowen Govender

Zuko Mdwaba

Stephanie Ora

Eustace Davie

Dr Chris Blair

Koko Khumalo leading one of SA’s Fastest growing Black woman-owned audit firms

Muhammad Ali

Sameer Kumandan

Anneline Sonpal

Dominic Varrie

Mandy Hattingh

Lizelle Strydom

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Matias

digital shift LEADING THE

Mahene Patrice Benzane, CEO of SmartOps Solutions, is an entrepreneur with a unique journey. Starting his career as a geologist, he quickly saw the potential for technology to transform industries such as mining, healthcare and energy. SA Profile spoke to Benzane to find out more.

MAHENE PATRICE BENZANE

Tell us a bit about your journey from geologist to becoming an entrepreneur who enables solutions and efficiencies through digital transformation.

Growing up in Rustenburg, near Impala Platinum, I aspired to be a geologist from the age of 14. BHP Billiton, now known as South32, provided that opportunity. In my role as a geologist, I worked hands-on in mining, gaining insight into the complexities of resource extraction, logistics, and operational efficiency. I also focused on business improvement and mining execution, identifying inefficiencies, safety risks, and data management gaps that were hindering progress both on-site and across the value chain.

The transition to entrepreneurship began when I realised that many challenges in mining and related sectors could be addressed through technology. The industry was ripe for innovation, yet many businesses hesitated to adopt digital solutions due to perceived complexity and cost. This gap motivated me to focus on digital transformation to drive solutions in sectors that rely on manual processes.

How does SmartOps Solutions help the industry/business stay ahead?

The company emphasises agility, helping organisations build adaptable systems to navigate changing market conditions and

regulatory requirements. Sustainability is a core value, with efforts aimed at promoting energy efficiency and reducing waste. SmartOps Solutions provides continuous training and support, keeping businesses prepared for future advancements.

What are some of the challenges and opportunities when working with different industries?

These challenges include strict industry-specific regulations, such as safety and environmental compliance in mining and data privacy laws in healthcare. There's often resistance to change in traditional sectors like mining and energy, where legacy systems are deeply ingrained. Additionally, complex infrastructures in industries like healthcare and energy make digital integration difficult.

Opportunities lie in achieving efficiency gains through process automation, using data-driven decision-making powered by advanced analytics, and enhancing sustainability by reducing resource consumption and carbon footprints.

Considering the realities facing industries and the push for achieving Environmental, Social, and Governance (ESG) targets, what role does digitisation play?

Digitisation enables businesses to streamline processes, reduce

waste, and make data-driven decisions. In sectors like mining, for example, digital tools monitor energy consumption, minimise water usage, and ensure compliance with environmental regulations. This boosts sustainability while increasing profitability by cutting unnecessary costs.

For industries like mining, achieving ESG targets is a priority. Digital transformation aids this by providing precise tracking and measurement through monitoring systems and data analytics.

How would you assess South Africa’s current efforts in using digital transformation to enhance efficiency across various sectors?

South Africa has made significant progress in adopting digital transformation across several sectors, but there’s still much to be done to drive efficiency at scale. While industries like finance and telecommunications are advanced, others, such as mining, manufacturing, and healthcare lag in fully leveraging digital tools.

Automation, data analytics, and IoT technologies offer tremendous potential to enhance operational efficiency, especially in the mining and energy sectors. In healthcare, digital tools can improve service delivery, leading to cost savings and better patient outcomes.

Infrastructure limitations, especially in rural areas, along with regulatory hurdles and skills shortages, are significant barriers. These can be overcome through investment in digital literacy, public-private partnerships, and enabling policies that foster tech adoption across sectors.

What are some upcoming key projects that SmartOps is planning to roll out, which could potentially be game-changers?

• We are launching Thiba Ingozi, a peer-to-peer emergency alert platform. The name comes from Southern African languages, where “Thiba” (Sotho/Tswana) means “Prevent” or “Block,” and “Ingozi” (Zulu/Xhosa) means “Danger” or “Risk.” This app allows users to send instant alerts and share their real-time location with nearby users and registered law enforcement officers, ensuring swift assistance. As the first of its kind, Thiba Ingozi offers a community-driven approach to faster, more reliable support in emergencies.

• We are launching a Supplier Financing Platform that allows suppliers to receive payment for approved invoices within 24 hours, at no additional cost. This eliminates the usual 30- to 90-day wait, providing immediate working capital. Affiliated companies can save up to 5% on annual

supplier costs while improving cash flow. It’s a win-win solution and the first of its kind.

• Financial inclusion is a key priority for us, which is why we are launching a Vehicle Asset Finance programme specifically for e-hailing drivers in South Africa – a first of its kind as well.

What drives you to expand your portfolio, and what are some highlights of your entrepreneurial journey?

I consider myself a serial entrepreneur, and my primary motivation is to create solutions to real-world problems. Some highlights of my journey include starting as an independent consultant for SmartOps Solutions without an office and progressing to multiple office locations. I've built a strong team, collaborated with like-minded organisations, and competed with larger companies. Above all, creating employment opportunities stands out as my greatest achievement.

What are the key lessons you have learned as a leader?

You can only do so much alone; therefore, collaboration is essential. Surround yourself with individuals who believe in your vision and contribute to the company’s goals. While entrepreneurship can be rewarding, it is important to acknowledge the significant challenges and barriers to success, particularly in South Africa. Despite these obstacles, we need more individuals to enter this space to drive job creation and economic growth. ■

The industry was ripe for innovation, yet many businesses hesitated to adopt digital solutions due to perceived complexity and cost. This gap motivated me to focus on digital transformation to enable solutions in sectors reliant on manual processes.

Mahene Patrice Benzane’s

VISION FOR A SUSTAINABLE FUTURE

As the founder and CEO of SmartOps with a fervent desire to challenge the status quo, Mahene is dedicated to transforming businesses through practical digital solutions. He is deeply committed to advancing the United Nations’ Sustainable Development Goals and actively participates in the development of various digital technologies that accelerate progress in this regard.

MAHENE PATRICE BENZANE

Mahene’s journey started at the University of the Witwatersrand, where he earned his BSc in Geology and an Honours degree in Geology. To further enhance his expertise, Mahene pursued a Masters (MSc) of Management in Digital Technologies & Businesses at Wits Business School. He started off his career in manganese mining, diving deep into the industry and gaining a wealth of experience. But he quickly realised that the mining sector – and many others – could benefit from a technological makeover. With a hunger for learning and a knack for innovation, he shifted gears, moving from geology to mining production and then into business improvement.

Career

His career has taken him to notable companies like BHP Billiton, South32 and Anglo American, where he led projects that boosted productivity and safety. Mahene believes in taking bold steps to transform industries like mining and others through digital technology, all while supporting the United Nations’ Sustainable Development Goals. Through SmartOps Solutions, Mahene also collaborated with numerous international and local technology companies. He also held a position of Partner and Vice President, overseeing the African region for an Australianbased technology company renowned for its integrated frontline planning and productivity execution technology, particularly within mining and smelting environments.

He also plays a vital role as a board member and investor in various companies. He is also a board trustee for a 100MW Concentrated Solar Power Plant in the Northern Cape. This renewable energy project is a game changer, supplying power to around 179 000 homes in South Africa. It’s a testament to Mahene’s commitment to sustainability and his belief that technology can create a better future.

Never stop learning

Education is key for Mahene. He holds a Master’s in Management of Digital Technologies & Businesses from Wits Business School, and he’s completed various programs in financial management and operations. His continuous thirst for knowledge, including certifications in surface blasting and Six Sigma techniques, shows that he’s always striving to improve.

A people-first leader

He believes that true change comes from empowering others and building strong teams. His creativity and caring nature make him an inspiring leader, someone who motivates those around him to push boundaries and achieve great things.

As Mahene continues to drive innovation in technology and business, he remains dedicated to creating sustainable solutions that impact lives for the better. His journey reflects a powerful mix of vision, passion, and a commitment to making a difference.

Tshego Milanzi’s

PATH TO OPERATIONAL EXCELLENCE

DITSHEGOFATSO (TSHEGO) MILANZI

Ditshegofatso (Tshego) Milanzi is a seasoned engineering professional with over 15 years of experience in the mining sector, specialising in metallurgy and mineral processing. His background spans exploration, production, corporate strategy, and consultancy, with contributions to leading projects for BHP Billiton, South32, and South African Energy Coal across Southern and Central Africa.

Milanzi’s strong expertise lies in process design and optimisation, operational improvement, and rail and road logistics. He is dedicated to enhancing employee capability and engagement while integrating digital technologies and managing engineering change to implement innovative solutions that boost operational efficiency. His proficiency in business improvement methodologies, including Six Sigma and Lean, complements his project management experience, which covers everything from initial studies to feasibility assessments.

Academically, Milanzi holds a Master’s degree in Management in Engineering and Technology Management from the University of Pretoria and a BSc Honours in Metallurgy and Materials Engineering from the University of Witwatersrand. He has also completed programmes focused on employee and life sciences management for mining operations, as well as continuous improvement techniques.

With expertise in manganese, iron ore and coal processing, Milanzi combines analytical thinking with a genuine interest in employee engagement and continuous improvement. His multifaceted perspective – drawing from green, blue, red, and yellow approaches – fuels his passion for enabling workforce upliftment through available systems and processes while leveraging technology to create sustainable operational baselines.

If you get the product right the metrics will follow later but don’t fixate on the product, see it as dynamic and continuous

As a detail-oriented thinker, Milanzi excels at understanding the interconnectedness of process architecture, systems and human capability. He and Mahene are spearheading the South African industry on projects transforming how mining, healthcare, and processing operations transform business through the use of technology for sustainability and growth. ■

Leading the way

IN DIGITAL TRANSFORMATION

SmartOps Solutions is committed to helping businesses thrive by integrating digital solutions that address complex challenges. Their approach goes beyond simply using technology – it’s about leveraging it as a driving force for lasting, impactful change.

SmartOps Solutions provides a comprehensive range of management consulting and digital solutions to optimise business operations across various industries. Their expertise spans areas such as engineering asset management, operational improvement, and organisational design. The company also focuses on developing custom digital tools, mobile and web apps, and offers subscription models for affordable access to their services. Leveraging data analytics and AI, they empower businesses to make informed decisions and achieve better outcomes.

SmartOps Solutions delivers technology-driven mining solutions, prioritising cost, productivity, safety, and efficiency. Committed to sustainable energy, they also offer smart energy solutions to align with global sustainability goals. SmartOps Solutions remains dedicated to driving continuous improvement and operational excellence. With practical solutions and a steadfast commitment to innovation, SmartOps Solutions tackles complex challenges, ensuring clients thrive in an ever-evolving landscape.

The team believes that true transformation stems from understanding each business’s unique DNA. They collaborate closely with companies to unlock new levels of efficiency and performance. At the heart of SmartOps Solutions is a simple idea: Technology should drive behaviour change, have positive impact to the company, and not the behaviour driving systems or technology.

Recent Project Success: Petra DiamondsCullinan Diamond Mine

SmartOps partnered with Petra Diamonds to implement digitally driven management routines (MOS) at Cullinan Diamond Mine. SmartOps achieved this through the implementation of CiteOps and Action Tracker digital tools.

Management Operating System (MOS)

MOS served as the backbone of the project, providing a structured framework for planning, execution and monitoring activities across departments. It facilitated the alignment of goals, standardisation of processes and real-time visibility into performance metrics allowing for quick, reliable decisionmaking and continuous improvement.

CiteOps

CiteOps brought proper planning and scheduling to the forefront, integrating short interval control to help the mine

optimise resource allocation, mitigate risks and enhance operational efficiency. Its visual interface provided stakeholders with a holistic view of activities, empowering them to make informed decisions and take timely action.

Action Tracker

Action Tracker served as the conduit for accountability and follow-through. It captured actions, assigned responsibilities, and tracked progress toward resolution, ensuring that issues were addressed promptly and effectively.

Empowering E-Hailing Drivers: The SmartOps Fleet Journey

In the ever-evolving world of e-hailing, SmartOps Fleet proudly stands as a 100% Black-Owned company deeply rooted in South Africa.

With a profound understanding of the unique challenges faced by e-hailing drivers, we are on a mission to not only elevate driver earnings but also enhance their overall wellbeing while ensuring the utmost satisfaction for all riders.

SmartOps Fleet’s mission goes beyond providing a unique platform we innovated; it’s about driving positive change for both e-hailing drivers and riders alike. Join us in transforming the e-hailing landscape in South Africa. SmartOps Fleet offers three remarkable packages:

Some packages provide instant access to advance fuel and cash at no interest, empowering drivers to accept more trip requests and increase their earnings. But that’s just the beginning. The packages also offer additional access to competitive Vehicle Asset Finance, granting drivers full ownership of the vehicle in their name and helping drivers save up to 50% on rental costs. Something never been done in South Africa.

To unlock these incredible benefits, drivers simply sign up on our portal (www.smartopsfleet.com)or through the Bolt app. Once approved, they gain immediate access to a suite of benefits.

To enhance the safety of eHailing Drivers and Passengers, SmartOps launched Thiba-Ingozi APP (https://thibaingozi.com/). Thiba-Ingozi is a safety app designed for eHailing drivers and passengers, offering instant alerts and real-time location sharing to nearby users, ensuring quick help and enhanced protection on the road.

It can also be utilised by anyone in the household or while on the road. There’s no need to wait long for assistance. In emergency or dangerous situations, receiving prompt or urgent help is important. With this APP, you’ll receive assistance from other users and law enforcement officers.

Thiba-Ingozi comes from popular Southern African languages, where “Thiba” in Sotho/Tswana means “prevent” or “block,” and “Ingozi” in Zulu/Xhosa means “danger,” “hazard,” or “risk”. ■

WITH IAMS POWERHOUSE CONSULTING Empowering Africa’s future

In this Q&A with SA Profile, Marie Sebueng, Founder and CEO of IAMS Powerhouse Consulting, shares her mission to empower African leaders through techdriven learning. She highlights how IAMS is shaping Africa’s growth by developing leadership and organisational transformation.

MARIE SEBUENG

What was the rationale for establishing IAMS Powerhouse Consulting?

I was inspired by my observations in the corporate world, where it became clear that the organisations that thrive are those with great leaders. This motivated me to establish a business focused on enabling and developing leadership capabilities. We all know great leaders who have shaped our careers and the course of our lives.

Africa is poised to be the next economic hub and frontier. With the youngest and most dynamic population in the world, the continent presents a unique opportunity to develop leaders and support business growth.

While we recognised the immense potential within Africa, we also saw the challenges that leaders face in navigating a rapidly evolving digital economy. Our mission is to empower 70 million African leaders through transformative, tech- and AI-enabled learning experiences that drive sustainable growth and positive change. Our purpose is clear: to change the way leaders learn and grow in Africa.

We exist to achieve three core objectives: grow leaders, develop teams and transform organisations.

What do you think are key challenges facing African leaders, and how does IAMS Powerhouse Consulting assist clients in overcoming them? Please elaborate with reference to service offerings.

At the 2025 World Economic Forum in Davos, global leaders will address the critical theme of “Collaboration for the Intelligent Age.” This theme focuses on how innovation, collaboration and technological advancements can be harnessed to create a more equitable, sustainable future. Within this context, the five key priorities that will be emphasised are:

• Investing in people

• Rebuilding trust

• Reimagining growth

• Industries in the intelligent age

• Safeguarding the planet

For African leaders, these priorities reflect both challenges and opportunities. Africa, and South Africa in particular, faces the need to invest in human capital, rebuild trust in institutions, reimagine its growth trajectory, and develop industries that align with the demands of the Intelligent Age – all while safeguarding the planet and addressing environmental concerns.

IAMS Powerhouse Consulting supports African leaders in addressing these challenges through our service offerings:

Grow leaders: We empower leaders with the skills and vision needed to invest in people, foster trust, and drive growth in a rapidly changing world.

Develop teams: Our focus on team development ensures that organisations can build collaborative, high-performing teams capable of navigating the complexities of the Intelligent Age and contributing to sustainable growth.

Transform organisations: We assist organisations in reimagining their structures, processes, and strategies to align with global priorities, ensuring they are adaptable, resilient, and committed to safeguarding the planet.

Change is continuous – how does IAMS Powerhouse Consulting stay ahead to better enable solutions for clients? Please elaborate with reference to service offerings.

At IAMS Powerhouse, we recognise that collaboration is key to staying ahead in an ever-changing world. As an ecosystem enabler, we work with best-in-class service providers to deliver innovative and tailored solutions that meet our clients’ evolving needs. Our service offerings are designed to be adaptable and accredited, leveraging collaboration to create synergies that enhance the effectiveness of organisational transformation

programmes. This approach enables us to stay ahead of industry trends.

What are the benefits for companies to utilise an external provider as opposed to utilising in-house teams with regard to learning and transformation?

We make it a priority to understand our clients, who are prominent in the financial services, telecommunications, and professional services sectors. External providers bring a wealth of experience and specialised expertise where in-house teams may be limited. Our approach is unique because we intentionally partner with in-house teams to build their capacity. With IAMS Powerhouse, clients tap into our ecosystem and gain access to innovative, tech-enabled learning solutions, industry insights, and a broader perspective on leadership and organisational transformation.

Please share your thoughts about the potential on the African continent, and how IAMS fits into this.

Having travelled across various African regions, I am constantly inspired by the immense possibilities for growth and transformation. My recent visit to Rwanda, where I witnessed remarkable economic reforms, further strengthened my belief that Africa’s economic advancement will stem from tapping into the entrepreneurial capabilities of its people. Empowerment will arise from “increased economic activity for Africa by Africa.”

I am an optimist and believe we are living through a historic shift, with Africa emerging as the next economic frontier. The continent has a dynamic and youthful population and is home to rapidly growing markets. These factors, combined with the increasing global interest in Africa’s potential, make this an exciting time for the continent.

However, to fully realise this potential, we need strong, visionary leadership. IAMS Powerhouse Consulting fits into this vision.

Moreover, we recognise the critical need for more womenled businesses in Africa. At IAMS Powerhouse, we don’t just want to talk about Africa’s potential – we want to embody it. As an ambassador for Invictae, an organisation dedicated to empowering women-led businesses and promoting entrepreneurship across Africa, we strive to be part of those leading the change. ■

CEO of Vodacom Financial and

DIGITAL LIFESTYLE SERVICES

Mariam Cassim’s career is a story of grit, resilience, and a commitment to creating opportunities, especially in the financial and digital spaces. As CEO of Vodacom Financial and Digital Services, Cassim has led the transformation of a struggling division into a multi-billion-rand business. Her academic journey – graduating as a Chartered Accountant and earning an MBA with Cum Laude honours from the University of Cape Town – was shaped by hard work and the sacrifices of her parents, who valued education despite financial challenges.

MARIAM CASSIM

In this interview, Cassim shares her passion for financial and digital inclusion across Africa, discussing the personal and professional hurdles she's faced as a woman in a maledominated industry.

Tell us a bit about yourself – your name, title, and professional background?

I’m Mariam Cassim – a wife, mom to two kids under 13, a daughter, a mentor and a fun-loving friend. Professionally, I’m the CEO of Vodacom Financial and Digital Services.

Could you share some insights into your academic background and the degrees you’ve earned?

I’m a qualified Chartered Accountant and hold an MBA from the University of Cape Town’s Graduate School of Business, where I graduated Cum Laude. It sounds impressive, but it wasn’t an easy journey. I grew up in a modest household where my parents made significant sacrifices to ensure my siblings and I received a good education. While they did their part, it was up to us to excel academically if we wanted to go further. Through hard work, I earned bursaries and scholarships that helped me navigate my academic path.

As the CEO of a fintech business within a telco, I’m committed to advancing financial and digital inclusion across Africa.

What key experiences have shaped your career journey?

I began my career in audit, which was part of the journey to qualify as a Chartered Accountant. After qualifying, I pursued a path in corporate finance and M&A, spending the first half of my career in that field. It provided a solid foundation, giving me a deep understanding of business valuation, financial analysis and the key drivers that matter to shareholders. However, over time, I found myself drawn to the excitement and hands-on nature of being involved in a business operationally. I then decided to pursue an MBA when my first child was just four months old, and upon graduation, I shifted my focus entirely to business operations.

My journey led me to join Vodacom Financial and Digital Services when I was seven months pregnant with my second child. I took on the challenge of transforming a

loss-making entity into the multi-billion-rand business it is today, contributing significantly to Vodacom’s revenue diversification strategy. Balancing the demands of motherhood and leadership was not easy, but it became a pivotal time in my life, shaping my perspective on both business and personal growth.

Why are you so passionate about financial and digital inclusion and what challenges have you faced?

As the CEO of a fintech business within a telco, I’m committed to advancing financial and digital inclusion across Africa. My journey has had its share of challenges, both as a woman in a predominantly male industry and as someone who grew up in a financially disadvantaged household. I experienced firsthand how the lack of access to financial services served as a barrier for my parents, limiting their opportunities. This background has profoundly shaped my perspective and strengthened my resolve to make financial inclusion a reality for others.

In my career, being a woman in a male-dominated industry has come with its own set of obstacles. From navigating unconscious biases to proving my expertise repeatedly, I’ve found myself needing to stay resilient and focused on the larger purpose I serve. Early on, I realised that the way forward was to build a network of mentors and advocates who understood and valued my contributions.

On a broader scale, bringing financial inclusion to Africa has required us to overcome significant challenges, such as limited infrastructure, digital literacy and mistrust toward financial services. It’s been a journey of learning, listening, and co-creating solutions that make a tangible difference in people’s lives. For me, this mission is both personal and professional: by expanding access to financial services, we’re enhancing convenience and empowering millions of people.

Can you list some of the offerings from your portfolio of solutions that are close to your heart and why?

Several of our products are particularly close to my heart due to their transformative impact. Our consumer fintech solutions stand out by offering easy, fully digital access to funding, removing traditional barriers and eliminating the need for cumbersome paperwork. Our insurance products are equally meaningful, providing essential security that helps consumers recover quickly after losing an asset. I’m also proud of our SMME solutions, which empower small businesses through cashless payments and accessible funding options to fuel their growth.

What is your favourite professional memory?

At just 25, whilst working for an investment management company that had investments in multiple industries including telco, I received the incredible opportunity to attend the Mobile World Congress in Barcelona- one of the largest telco and tech conferences in the world - because my boss couldn’t attend and generously passed his invitation to me.

At that time, I knew very little about the telco industry, but I accepted the invitation with immense excitement and determination to learn.

I remember being in absolute awe of the speakers and the deep knowledge that they had.

Fast forward ten years, I was invited back to the same conference, this time as a speaker, discussing the intersection of the telco and financial services industries. That moment was full-circle achievement for me, not just because I returned as a speaker, but also because no-one would’ve anticipated the rapid integration between these two industries. This was proof that if you dare to dream big enough and believe in it, the universe will conspire to make it a reality.

How do you balance both?

Balance is a myth. It’s more about integration. I set clear priorities and boundaries, ensuring I’m present in the moment, whether at home or work. I also rely on a strong support system both in my personal life and professional setup. Planning and time management are crucial, but so is the ability to adapt when things don’t go as planned. Being able to compartmentalise helps me give my best to each role without letting one overwhelm the other.

What’s harder: being a mom or CEO?

Definitely being a mom – at least at the office, people listen! But seriously, both roles are challenging in their own ways. As a mom, the stakes are incredibly personal because you’re shaping a human being’s life, values and future. As a CEO, the responsibility is to steer a company toward success, impacting many lives and livelihoods. While being a CEO requires strategic decision-making and leadership, motherhood demands patience, empathy, and resilience. The truth is, each role makes me better at the other, so it’s less about which is harder and more about how they enrich and challenge me in different ways.

Do you have any pet peeves?

I have a low tolerance for negativity and a “can’t-do” attitude. I believe in finding solutions rather than dwelling on problems. I also dislike complacency because growth only happens when we challenge ourselves and push beyond our comfort zones.

Outside of your formal work setup, what do you enjoy doing?

Apart from my adventurous side, like riding thrilling and daring roller coasters with my kids, I also find a lot of joy in perfecting my culinary skills. Cooking is my creative outlet and a way to unwind. It’s a grounding experience that helps me relax after a high-pressure week. And then, of course, having a set exercise routine also assists with stress relief and keeping healthy.

What do you want to be remembered for?

I want to be remembered as someone who led with empathy and vision, someone who inspired others to reach their full potential, both personally and professionally. Giving back is ingrained in my DNA and being remembered as someone who made a positive impact on society is something I strive for daily. ■

Diploma in Nature Conservation

Diploma in Animal Production

One-year Programmes

Bachelor of Arts (General)

Bachelor of Arts in Geography

POSTGRADUATE PROGRAMMES

Advanced Diploma in Agriculture in Agricultural Extension

Advanced Diploma in Nature Conservation

Advanced Diploma in Agriculture in Post-Harvest Technology

Advanced Diploma in Agricultural Production Management

Advanced Diploma in Hospitality Management

Advanced Diploma in Information Technology in Applications Development

Advanced Diploma in Animal Production

Postgraduate Diploma in Nature Conservation

Postgraduate Diploma in Information Communication Technology

Postgraduate Diploma in Hospitality Management

Postgraduate Diploma in Agriculture

Bachelor of Arts Honours (General)

Bachelor of Arts Honours in Political Science

Bachelor of Arts Honours in Culture and Heritage Studies

Bachelor of Arts Honours in Geography

Bachelor of Arts Honours in English

Bachelor of Arts Honours in Sociology

Bachelor of Arts Honours in Psychology

Bachelor of Arts Honours in Industrial Psychology

Bachelor of Arts Honours in siSwati

Bachelor of Arts Honours in Archaeology

Bachelor of Arts Honours in Tourism

Bachelor of Arts Honours in Gender Studies

Bachelor of Arts Honours in isiNdebele

Bachelor of Commerce Honours in Industrial and Organisational Psychology

Bachelor of Commerce Honours in Economics

Bachelor of Commerce Honours in Business Management

Bachelor of Commerce Honours in Organisational Psychology

Bachelor of Science Honours (General)

Bachelor of Science Honours in Geology

Bachelor of Science Honours in Entomology

Bachelor of Laws

Bachelor of Social Work

Bachelor of Science Honours in Geography

Bachelor of Science Honours in Ecology

Bachelor of Honours in Information Communication Technology

Bachelor of Honours in Development Studies

Bachelor of Honours in Agricultural Extension and Rural Resource Management

Bachelor of Administration Honours

Bachelor of Education Honours in Teaching and Learning

One-year full-time and two years part-time Programmes

Master of Development Studies

Master of Education in Early Childhood Education

Master of Agriculture in Agricultural Extension

Master of Science

Master of Science in Agriculture

Master of Commerce

Master of Commerce in Business Management

Master of Arts in English Language and Literature

Master of Arts in siSwati Language and Literature

Master of Arts in Industrial Psychology

Master of Arts

Master of Arts in Geography

Master of Arts in Psychology

Master in Computing

Master in Administration

Master of Tourism and Hospitality Management

Doctoral Degrees

Doctor of Philosophy in Agriculture

Doctor of Philosophy in Development Studies

Doctor of Philosophy in Humanities

Doctor of Philosophy (Commerce)

Doctor of Philosophy (Science)

Doctor of Philosophy in Economics

Doctor of Philosophy in Education

on leading University of Mpumalanga A conversation

In this interview, SA Profile speaks with Prof Thoko Mayekiso, ViceChancellor of the University of Mpumalanga, about her pivotal role in shaping the institution. She reflects on her journey, key lessons and the future of UMP.

PROF THOKO MAYEKISO

When you were first given the brief to establish and develop the University of Mpumalanga, what were your initial thoughts?

The thought of establishing and developing the University of Mpumalanga was as daunting as it was exciting. The prospect was daunting due to the high expectations evident in the mandate, but exciting because of the opportunity to create something new and impactful – if one was prepared to put in the hours. Across various sectors in the Province of the Rising Sun, there existed a strong desire for a university that the community could be proud of and feel connected to.

It was essential to establish an institution that would address many crucial questions – both those explicitly posed and those left unspoken. The needs of the province were paramount in shaping the university’s focus, with courses such as Agricultural Sciences, Nature Conservation, and Tourism strategically positioned to meet those needs.

As a leader who successfully oversaw the establishment of UMP, what do you think was critical for ensuring its sustainable growth?

Sustainability can be a challenging concept, as it inherently looks to the future. From the outset, considerations of vision, mission, strategic objectives, and values were paramount. I spent countless hours in deep reflection, contemplating what the end product would look like, which occupied significant time and space in my analytical and thought processes. As Stephen Covey suggests, starting with the end in mind required careful consideration of the building blocks of sustainability and potential inherent risks.

The key ingredients for an organisation to thrive include human capital – recruiting staff with a pioneering spirit and innovative minds. It also involves developing academic programmes that respond to regional needs, securing necessary finances, and installing state-of-the-art ICT infrastructure. Furthermore, infrastructure must incorporate green energy and sustainable trends while accommodating staff and students. Engagement and stakeholder management are critical in ensuring surrounding communities feel a sense of ownership and connection to the university. Effective marketing strategies and branding were also conceptualised to position UMP as a competitive university catering to 21st-century students, who would undertake entrepreneurial courses designed to foster independence. A combination of these factors ensured UMP’s sustainable growth.

Did you ever have any doubts on this pioneering journey? And if so, how did you overcome them?

Not exactly doubt, but contending with winds of negativity and the emergence of naysayers was somewhat unsettling. When uncertainty threatened to surface, I reminded myself of the purpose: the reason for being at UMP, and the bigger picture – establishing a university for the province of Mpumalanga. I recalled that there is no gain without pain. Great things often emerge from adversity and formidable challenges. To create something meaningful, one must understand that enduring achievements require sweat and sacrifice.

Considering who you are – a clinical psychologist, an academic, a woman of colour, and a leader – how has this helped shape the trajectory of UMP?

Clinical Psychology places great emphasis on the ability to listen attentively. Beyond that, systems and systemic thinking inform our thought patterns – connecting the dots and addressing the six thinking hats: why, what, who, where, when, and how.

In addition to these, the importance of prevention over cure is a guiding principle. Coupled with this is the ability to examine cause and effect and make correlations, firmly linking antecedents to consequences. These skills allow the clinician’s mind to probe deeply. Complementing these is empathy – the ability to put ourselves in the shoes of others. This competence enables us to view matters from multiple perspectives and avoid rushing to conclusions.

Being a woman of colour instils resilience, particularly in the context of the challenges posed by diversity, equity, and inclusion, which remain ever-present. The negative effects of racism, sexism, classism, ethnicity, and other artificial barriers

to inclusion have heightened my sensitivity, ensuring I do not discriminate against any staff member.

Moreover, as a female leader, I have been keenly aware of the imperatives of transformation and the importance of empowering up-and-coming female academics. The burden of overcoming patriarchy has been significant and had to be addressed decisively as I progressed up the academic ladder.

My crowning strength lies in the vast experience I have gained – over three decades of leadership in higher education. I have held key positions such as Dean of Faculty and Deputy Vice-Chancellor: Research and Innovation, to name but a few.

All these experiences have coalesced, combined, and integrated, enabling me to lead with unique depth and insight. I hold others to account while doing so with considerable empathy. Over the years, I have also learned to handle power with grace and magnanimity.

How do you navigate juggling the needs, wants and requirements from various stakeholders, while remaining true to the vision of UMP?

Communication and authenticity have been key to working with all stakeholders. Building trust, being honest, and never playing games have been essential in taking others along. The dynamic and ever-changing challenges in the higher education sector make it crucial never to rest on one’s laurels.

Furthermore, it is important for no to mean no – with reasons fully given – and for yes to mean yes. Being decisive and discerning are key traits in effective leadership.

Treating all staff with fairness and respect has allowed me to navigate various challenges with a measure of calmness and equanimity. Committed to the vision and adhering to values in an unwavering manner, particularly a decade of excellence, has ensured that we remain true to the vision of UMP.

The following values, alongside excellence, have been woven into the institutional fabric of UMP: Integrity, Diversity, Collaboration, Adaptability, Relevance, and Inspiration.

At UMP, staff and students live these values.

The world is

continuously

evolving – how do you ensure that UMP stays ahead?

Embracing the reality that change is the only constant is helpful. Taking academic sojourns, both nationally and internationally, to learn and benchmark has proven important. Collaborating with leading institutions on the African continent – and internationally as well – keeps one alert. The preparedness to learn and be a perpetual scholar is invaluable. Staying ahead requires humility and engaging some of the leading researchers to explore the world and ask tough questions, all in the interests of UMP.

Being a VC is a lot of responsibility – how have you managed to ensure that while you have grown the institution, you continued to develop yourself?

Setting aside time to read and reflect has proven extremely helpful. Reading books on leadership, management, coaching, and journals like The Harvard Business Review has all helped me stay informed and assisted me in staying ahead. Spending time on self-care and safeguarding mental health and emotional wellness has been an ongoing focus.

Informal conversations with a few trusted Vice-Chancellors have allowed me to keep my feet on the ground and remain a perpetual scholar – forever seeking to improve and stay relevant.

How do you measure success?

For an institution like UMP, a variety of metrics can be used to measure success: positive throughput rates, an increased number of rated researchers, growth in publications in accredited journals, a widened Programme Qualification Mix, 11 consecutive years of clean audits, increasing numbers of students at each graduation, growth in Masters and Doctoral students, timely and budget-friendly completion of building projects, well-provisioned and state-of-the-art ICT, and high-quality collaboration partners nationally, continentally, and internationally. All these metrics are positive for UMP, indicating that we are a successful organisation.

The competence to delegate while keeping people accountable is important. The presence of individuals who can act as sounding boards is central to a leader’s life. The ability to take feedback and grow from it goes a long way on the leadership journey. A leader must also fill her emotional bank account, as Covey calls it, by taking breaks, recharging, and refuelling. Most crucially, having unconditional support from both family and friends is vital.

When looking back at your career journey, is there anything you would do differently and why?

What are key lessons you have learned on your journey of leadership?

A leader needs both soft skills – emotional intelligence (EQ), resilience and empathy – and hard skills, such as effective communication and the ability to take disciplinary action against staff and students in the case of transgressions. Strategic thinking and being a visionary are also essential. What’s more, the leader must have the ability to pay attention to detail.

There are core aspects of myself that I would keep: determination, diligence, discipline, and dedication. All the other inputs I have mentioned earlier that contributed to success are ones I would also retain. Life is forever changing and dynamic. What I would do differently is embrace technology more and consciously familiarise myself with the latest trends, such as AI and ChatGPT.

What do you cite as being your greatest accomplishment – and what was key to you achieving it?

My greatest accomplishment has been starting UMP from scratch to the now iconic structure it has become, offering 75 qualifications from Higher Certificate to Doctoral Degree. The pioneering journey of taking others along, from conception and conceptualisation to concreteness and completion, has been the most rewarding. Not many people get the opportunity to start a university de novo.

Key to achieving this was being driven by purpose, informed by vision, assisted by pioneering and innovationinspired staff, and supported by courageous students who entrusted us with their careers and futures.

Nothing could be more gratifying than leaving a legacy that will serve the Mpumalanga province for decades to come. ■

Entrepreneurial leadership: top tips

Entrepreneurship is a driving force in South Africa’s economic landscape, but with high failure rates, aspiring business owners must equip themselves with the right skills and strategies. To overcome the challenges and thrive in this dynamic environment, it’s essential to develop clarity, resilience, and secure funding. Here are key insights on how to achieve these critical elements.

By Shada Francis, entrepreneur and international leadership coach

and

As an entrepreneur and international leadership coach now living in South Africa, I have witnessed firsthand the dynamic landscape of our economy and the critical role entrepreneurs play in its growth. With approximately 2.8 million entrepreneurs in the country, as reported by the Global Entrepreneurship Monitor (GEM), they contribute significantly to job creation, economic development and innovation. Despite this potential, the reality is sobering: studies from the University of the Western Cape indicate that 70-80% of small businesses fail within the first five years. I strongly believe that understanding the factors behind this high failure rate is crucial for those of us looking to thrive in this environment.

The importance of clarity and accountability

A common reason many entrepreneurs falter is a lack of clarity in their goals. When I began my journey, I realised the value of a well-defined vision. Clarity helps prioritise tasks, track progress, and stay focused. Additionally, having a coach to provide accountability makes a huge difference. As a coach, I help refine strategies, offer insights, and keep you on track, building resilience in the face of challenges.

The reason behind business failure

The South African Bureau of Standards (SABS) highlights several reasons why many businesses do not survive beyond their initial years:

• Lack of business planning: Many entrepreneurs underestimate the importance of thorough market research and financial planning. A comprehensive business plan can make a significant difference.

• Inadequate management: Effective leadership is vital. Poor decision-making and insufficient management skills can derail even the most promising ventures.

• Insufficient funding: Entrepreneurs often find themselves unable to secure the necessary funding or mismanaging their finances, leading to cash flow issues.

• Market competition: The competitive landscape can be fierce, and without a unique value proposition, it becomes difficult to attract and retain customers.

Understanding the challenges

Despite the potential for success, entrepreneurs in South Africa face several significant challenges:

ACCESS TO FUNDING

Securing capital remains a major hurdle, especially for startups and black-owned businesses. Limited financial resources can stifle growth and innovation.

REGULATORY ENVIRONMENT

Navigating the complex regulatory frameworks can be daunting. Bureaucratic hurdles often discourage aspiring entrepreneurs from pursuing their business ideas.

Strategic

approaches

to enhance success

INFRASTRUCTURE CONSTRAINTS

Inadequate infrastructure –transportation, energy, or technology – can elevate operational costs and hinder efficiency.

In my pursuit of entrepreneurial success, I have identified several strategies that can help fellow entrepreneurs navigate this complex landscape:

Develop a strong business plan

Invest time in conducting market research, formulating a financial plan, and outlining a clear strategy.

Seek mentorship Partnering with seasoned entrepreneurs or business leaders can provide invaluable insights and support.

Access funding Explore diverse funding options, including venture capital, loans, and grants, to fuel growth.

Build a strong team Hiring skilled employees and fostering effective leadership will enhance operational efficiency.

Stay adaptable

The business environment is ever-changing; maintaining a mindset of continuous innovation and adaptability is crucial.

Tips & skills essential for success

To overcome these challenges, I’ve learned that acquiring certain key skills is indispensable:

• Business planning: Developing a solid business plan that includes market research and financial projections is foundational to success.

SKILLS SHORTAGES

Many entrepreneurs struggle with essential skills like financial management, marketing, and strategic planning, which are critical for sustainable growth.

• Financial management: Understanding financial statements and mastering budgeting and cash flow management can significantly enhance decisionmaking.

• Marketing: Crafting effective marketing strategies allows entrepreneurs to reach and engage their target audiences successfully.

• Leadership: Strong leadership skills –encompassing communication, teamwork, and decision-making – are critical for a positive organisational culture.

• Digital literacy: Technology is essential for streamlining operations and staying competitive.

Four reasons why entrepreneurs should consider getting a leadership coach for ultimate success:

• Personalised guidance: A leadership coach provides tailored support and insights that address specific challenges and goals. This personalised approach helps entrepreneurs refine their leadership styles and make informed decisions that align with their vision.

• Accountability: Having a coach fosters a sense of accountability. They help entrepreneurs stay on track with their goals, encouraging consistent progress and prompting them to take necessary actions even when motivation wanes.

• Skill development: Coaches can assist entrepreneurs in developing essential leadership skills, such as effective communication, conflict resolution, and team management. This enhances their ability to lead diverse teams and navigate complex business environments.

• Perspective and feedback: A coach offers an external perspective, helping entrepreneurs gain new insights and identify areas for improvement.

The entrepreneurial spirit in South Africa holds immense potential for driving economic growth, job creation, and innovation. However, the high failure rates highlight the need for aspiring entrepreneurs to equip themselves with the necessary skills and support. By setting clear goals, seeking mentorship, and developing comprehensive business plans, we can navigate the challenges that lie ahead. With the right strategies and resources, I believe that entrepreneurship can continue to flourish in South Africa, contributing to a more prosperous and equitable society. ■

The way we live is fluid, digital and social.

The way we learn should be too.

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Redefining success

through lifelong learning

Dr Rowen Govender from Regent Business School examines how continuing education reshapes career success, highlighting the importance of lifelong learning in developing new skills, exploring opportunities, and achieving personal and professional growth.

By Dr Rowen Govender, Academic Head at the School of Healthcare Management at Regent Business School

As society continues to change, the concept of career success has shifted significantly. It’s no longer tied to a single job or title but now requires continuous learning, adaptability and personal growth. For many professionals, success is shaped by new challenges and opportunities. Continuing education plays a key role in this transformation, enabling individuals to develop their skills, explore different career options and redefine what success means to them.

As someone who completed a PhD while working, I’ve seen how continuing education not only enhances professional skills but also promotes personal growth. Lifelong learning is more than just acquiring new knowledge; it’s about embracing different perspectives, overcoming limitations, and evolving in ways that influence both your career and personal life.

A new career model

The old career model, where people stayed in the same job or industry for life, has become outdated. Today, professionals move between various roles and sectors throughout their careers. This flexibility requires ongoing personal and professional development; and continuing education provides the tools to stay current.

Programmes designed for working professionals offer the flexibility to learn new skills while maintaining their jobs,

helping them manage the demands of work and education. This balance is essential in a competitive environment, where people need to incorporate learning and growth into their daily lives.

A path to growth

Continuing education goes beyond merely staying informed about industry trends; it promotes deeper personal and professional growth. It develops not only technical expertise but also critical thinking, leadership, and problem-solving skills, all of which are highly valued in today’s workforce.

Balancing the demands of work with the pursuit of a PhD was both challenging and enriching. It taught me resilience, time management and strengthened my passion for healthcare management. This experience highlighted that education is not just about mastering a subject; it’s

Continuing education goes beyond merely staying informed about industry trends; it promotes deeper personal and professional growth.

about personal development, expanding your view of the world, and continually improving your leadership and problem-solving skills.

Lifelong learning gives professionals the opportunity to reinvent themselves, explore new career paths, and take on leadership roles they might not have considered. It empowers individuals to refine their goals and contribute meaningfully to their industries and communities.

Defining success in personal terms

Success today is no longer defined solely by titles or income. For many, it’s about personal satisfaction, work-life balance, and having a positive

impact on their organisations and society. Continuing education offers the flexibility to align careers with shifting personal goals and values.

For me, advancing my education was about more than advancing my career – it was about deepening my understanding of the subjects I’m passionate about and contributing meaningfully to the field of healthcare management. I encourage all professionals to consider how ongoing learning can help them shape their careers around their personal values and aspirations.

New career opportunities through learning

One of the most exciting aspects of continuing education is the wide range of new career opportunities it opens. Professionals often begin their education with the aim of improving their current roles, only to discover new career paths as they gain additional knowledge.

For example, those pursuing executive education may find they are ready to take on leadership roles or change industries. Others, like myself, develop a deeper interest in research or a stronger commitment to making a difference in their chosen field. Whether through degree programmes or short courses, continuing education equips professionals with the skills they need to take charge of their careers.

Agility and adaptability as success factors

The most successful professionals today are those who can adapt quickly, learn new skills, and apply their knowledge in practical ways. Continuing education plays a crucial role in fostering this adaptability, allowing professionals to keep up with industry developments and be ready for the challenges ahead.

Flexible, practical education enables learners to apply new insights directly to their jobs, ensuring they stay agile and prepared to lead during times of change.

Lifelong learning: the key to sustainable success

As industries change and new challenges arise, the importance of lifelong learning continues to grow. For professionals aiming to stay ahead, continuing education offers the tools to remain competitive, take on new roles, and keep developing. Lifelong learning is not just a professional necessity, it is also a deeply rewarding personal experience.

By committing to continuous learning, professionals can redefine success in ways that matter to them. This allows them to evolve throughout their careers while staying aligned with their values and aspirations. Through this approach, individuals can discover new opportunities, build resilience, and make lasting contributions to their fields and communities. ■

VISIONARY LEADER From educator to

In an interview with SA Profile, Nomfundo Mcoyi, a teacher-turnedserial entrepreneur, shared how her upbringing in Hammarsdale inspired her to establish Icebolethu Funerals. What began as a compassionate funeral service has since grown into the Icebolethu Group, which now comprises 13 companies.

DR NOMFUNDO MCOYI

From a personal perspective, what spurred you start Icebolethu Funerals?

The inspiration for Icebolethu Funerals came from a deeply personal place. Growing up in Hammarsdale, I saw firsthand the challenges that families in black communities faced during times of loss. There was often a lack of access to reliable, compassionate, and dignified funeral services. I wanted to bridge that gap and provide a service that allowed people to mourn with dignity, without the additional financial burden. I saw this as more than just a business – it was an opportunity to serve my community and offer them the support they needed during difficult times.

Did you always have aspirations to be an entrepreneur?

I didn’t initially set out to become an entrepreneur. My background was in education, and I began my career as a teacher. However, entrepreneurship has always been a part of who I am. While teaching, I would sell items at school and even started a small catering business before founding Icebolethu. Growing up in an entrepreneurial family, where my grandfather ran multiple businesses, I witnessed firsthand what entrepreneurship entails and the transformative impact it can have.

There was always a desire within me to make a broader impact and serve in a way that could uplift entire communities. As my career progressed, I recognised entrepreneurship as a powerful vehicle to achieve this goal. The idea for Icebolethu developed gradually as I observed the unmet needs in my community, and I realised that starting my own business would enable me to address those needs directly and meaningfully.

What has entrepreneurship taught you?

One of the biggest lessons in my journey has been the importance of adaptability. Initially, I thought we were doing well running a funeral parlour, but the industry was rapidly evolving. Large insurance companies were consistently offering daily value to their clients, and we realised we needed to innovate to remain competitive. This led to the introduction of our loyalty rewards programme, and today, Icebolethu iSave Rewards stands as one of the best decisions we’ve made.

Entrepreneurship has taught me that success demands constant evolution and a willingness to adjust your approach. You can start with a solid plan, but real-world challenges often require flexibility and creative problem-solving. The growth of Icebolethu highlighted the value of resilience and innovation, and has deepened my sense of responsibility – not just to our clients, but to my team and the community we serve. This journey has been both humbling and profoundly motivating.

What are the highlights of your entrepreneurial journey?

A significant highlight has been growing Icebolethu into a diversified group with multiple service divisions, including funeral services, catering, security, and tombstones. Expanding internationally with Icebolethu Funerals UK was another monumental achievement, marking our presence on the global stage. Reaching the milestone of employing over 2 000 people remains one of my proudest accomplishments. Contributing to job creation in South Africa and knowing that we are putting food on the table for numerous families is deeply fulfilling and humbling.

On a personal level, being recognised through accolades like

the Commonwealth Business Excellence Awards, the KwaZuluNatal Top Business Women Award in 2019, and receiving an honorary doctorate from Mangosuthu University of Technology has been truly rewarding. These honours validate the hard work, resilience, and impact we’ve had on our community and beyond, inspiring me to continue striving for excellence.

Tell us a bit about the Icebolethu Group – the various companies and the synergies of the different companies.

The Icebolethu Group encompasses several subsidiaries, including Icebolethu Funerals, Icebolethu Funerals UK, Icebolethu Catering, Icebolethu Security, Icebolethu Tombstones, Icebolethu Properties, Icebolethu Memorials, Icebolethu Burials, Icebolethu Foundation, Icebolethu Group Academy, Icebolethu Cleaning Services, iTravel and iMobile. Each entity serves a unique role, but they all work in harmony to offer comprehensive services to our clients. For example, families can plan a funeral with Icebolethu Funerals, organise catering through Icebolethu Catering, and secure the venue with Icebolethu Security – all under one roof. This synergy allows us to provide a seamless, dignified experience for our clients.

Considering the growth of the Group, how have you had to adapt as a leader?

As the Group has grown, I’ve had to adopt a more strategic approach, focusing on delegation and empowering my team. Initially, I was hands-on in every detail, but as the business expanded, I learned to trust and empower capable leaders across various departments. My role has since shifted to setting the vision, fostering a strong company culture, and ensuring that each division operates cohesively within our core values.

To what do you accredit the growth and success of the Icebolethu Group?

The growth and success of the Icebolethu Group can be attributed to several key factors. First and foremost, teamwork has been at the heart of our journey. Having a dedicated and aligned team that shares the same vision has allowed us to consistently deliver excellence in everything we do.

Another critical factor has been our commitment to listening to our clients. We make it a priority to understand their needs, preferences, and challenges, and we focus on providing solutions that truly address those concerns. By giving our clients what they want and continually improving our customer care, we’ve been able to build trust and loyalty, which has been instrumental in driving our growth. This client-centred approach has not only strengthened our relationships but also reinforced our position as a trusted brand in the industry. ■

Gerhard Nortjé, a retailer born and bred MD at redPanda Software:

GERHARD NORTJÉ

Retail and relationship-building have always been the key drivers behind Gerhard Nortjé’s evolution towards becoming an IT business leader. Today, Nortjé is more than three years into his highly successful tenure as MD at redPanda Software, the leading retail software partner in South Africa.

Gerhard Nortjé’s journey to tech was facilitated by retail, a shared passion in the redPanda Software business, which is known for delivering best-of-breed solutions across retail verticals tailored to a retailer’s unique business context. Nortjé himself started out in retail, managing a branch, where he immersed himself in every aspect of what it takes to succeed in the industry.

“Many of my friends when I was young were playing games,

taking computers apart, or writing programmes, I was never that guy. I grew up in retail. I am a retailer, born and bred. From the bottom up, I learnt operations and front and back-office functions, including managing people and customers. Then, as fate would have it, one day I was instructed to get involved in a digital transformation project for a JSE-listed retailer, and, as they say, the rest is history,” says Nortjé, with his trademark smile and humility.

Career transformation

This led to a career change from operations to software development, where he leveraged his retail operations background, business analyst qualification and analytical thinking to start developing retail solutions.

Gerhard joined redPanda Software in 2017, because of, what he says, is their shared belief in producing high-quality work for clients with honesty and integrity. Believing in the power of collaboration to solve issues and unlock potential, he grew from Business Development Manager to Senior Development Manager and then Operations Director over the span of four years. He was promoted to MD in October 2021.

“People are very important to me,” says Nortjé. “They are the lifeblood of any business. I connect with people. I have a little ritual that matters to me. Every morning, before I even have my coffee, I walk the ‘shop floor’, so to speak. I engage with everyone I see. You see, as retailers, we used to walk the shop floor and greet everybody every day. Keeping this tradition alive is special.”

Nortjé says that he is driven by a shared purpose at redPanda Software. “Our vision is to build long-lasting relationships that drive sustainable growth within the retail industry. This can only be achieved if you are a genuine, trusted partner that brings valuable expertise.

“If we say we want to positively impact our clients, then we must live the values that enable this. When we bring new people into the business, we are clear and deliberate in how we explain this to them. We take the time to explain their role and what ‘positively impacting the businesses of our clients’ means.”

Overcoming obstacles equals resilience

Business, as with life, is not always plain sailing. Nortjé says that it is through the hard times that one learns about oneself and builds the resilience and drive to thrive and grow. “The lockdown was a while ago now, but it is still affecting people,” he explains. “It caused a loss of business and staff – remember the Great Resignation? This wasn’t an easy time.”

“But it reminded us that nothing, nothing can be taken for granted. You can become too comfortable; you can relax, believing things will always just work out the way you want and that your staff and your customers will always remain loyal.” Nortjé explains that as with all things in life, you need to continually work on the relationships and things within your control to build that resilience, both personally and within a business.

Naturally, hiring the right people is crucial. Nortjé says that when it comes to talent management, he looks at behaviours over skills. “Don’t misunderstand this – obviously, skills are important. Every position has a set of skills that are non-

negotiable and we ensure these are in place, but what is it that sets people apart? What makes me want to bring you into the business or promote you within the business? Hiring people who exhibit the right behaviours is invaluable,” he says.

Nurturing young talent is an investment in the future, not only of the business but also of the industry, says Nortjé. “We support the redAcademy initiative, which was designed to train work-ready young people, who learn theory while also getting on-the-job, live, and relevant training. In addition to this, we have also run our own successful intern programme for more than 10 years.” An investment in young people is an investment in all our futures, he explains.

People are very important to me.

They are the lifeblood of any business. I connect with people.

When pressed about industry trends, Nortjé says that recently, every conversation, eventually leads to artificial intelligence. “Of course, it has become important and one of our key focus areas. We are working carefully from a strategic point of view to define how we leverage and adopt the technology to benefit our business and our clients’ businesses,” says Nortjé.

However, cautions Nortjé, as enabling as technology is, redPanda Software remains true to its retail DNA. “We are retailers. We look after retailers. We work with retail software. We are not trying to become AI specialists for AI’s sake. Rather, we will always stay true to our value proposition and ask how, where, or if at all, any new technologies support the success of our partnerships,” he says.

Humble beginnings

Nortjé, having worked his way up from the trenches in retail, has clear advice for young people who want to grow in their careers. “Pay your dues. Start where you need to start. Be prepared to learn. Understand the basics. Don’t make demands when you’re not ready. Pave the road towards your success first. Learn from everybody you deal with, even if you don’t like them, even if what they do is – in your eyes or the eyes of someone else –not great. Even if they do things poorly… that is still learning. Become a sponge and take every opportunity to learn what to do, and what not to do,” he advises.

Looking back on the key influences in his life and success, Nortjé emphasises the importance of mentorship. “Many people have played a role in shaping who I am today, offering guidance and support both professionally and personally,” he says. ■

AI in Africa

To realise the promise of AI in Africa, we need to make AI work for employees.

By Zuko Mdwaba, Salesforce Area Vice President/Africa Executive and South Africa

Just as generative AI continues to open opportunities for businesses in Africa to change customer experiences and increase revenue, the benefits for workforce strategies and employees can be significant.

Indeed, executive urgency to incorporate AI tools into business operations has increased seven times over the past six months, according to Slack research.

Understanding AI personas in the workplace

The AI-powered future of work isn’t just about efficiency, it’s about employee experience — and it promises to redefine everything from careers to culture. But to make this future a reality, AI has to work for workers. Businesses need to create a workplace where humans and AI agents work successfully sideby-side.

To help employees understand where they are on their AI journey - and leaders know how best to support themSlack’s Workforce Lab identified five distinct AI personas in the workplace today.

The biggest group currently are ‘Maximalists’ (30%), who use AI multiple times a week to improve their work. Next are ‘Undergrounds’ (20%), those who use AI often, but are hesitant to share with their colleagues that they are doing so.

Whereas ‘The Rebels’ (19%) avoid using AI and consider it unfair when coworkers engage with these tools, Superfans (16%) are excited, but aren’t yet making the most use out of it at work. Observers (16%) have yet to integrate AI into their work. They are watching with interest and caution.

The benefits of AI adoption

By not adopting AI now, companies and employees alike

risk missing out on tangible benefits — from improving efficiencies, to overall performance and productivity, to wellbeing.

Empowering employees to leave repetitive tasks to bots, so they can focus on more meaningful work isn’t just good for employees, it’s also good for business.

At Salesforce, we prioritised four enterprise-wide solutions designed to help enhance goal-setting, automate daily tasks, find information faster, and streamline support — all while freeing up our employee success and IT teams to focus on more complex tasks.

Key actions for leaders

Making AI work for workers requires leaders reimagining how they develop and train every part of their organisation. With perspectives and experiences of AI among desk workers varying so widely, a tailored approach to AI enablement is essential to setting every employee up for success.

Three key actions leaders can take to encourage AI adoption are creating a culture of continuous learning, giving visibility to use cases of AI, and encouraging experimentation.

Clear permission, guidance and training are critical to fostering AI adoption. Only 15% of desk workers say they have the education and training necessary to use AI effectively. Those who are trained to use AI are up to 19x as likely to report that AI is improving their productivity.

Sharing how others are using and benefiting from AI tools and troubleshooting AI use cases will help clarify AI norms and

Those trained to use AI are 19x more likely to report improved productivity.

encourage more employees to share their own AI teachings.

Thirdly, the benefits of creating a trusted environment where teams feel supported to try new technologies are clear. Desk workers who feel trusted by their employers are 94% more likely to have tried AI for work-related tasks.

This explains why at Dreamforce 2024, Salesforce announced plans to expand access to skilling opportunities with free AI training for anyone. The company will waive all fees for its paid instructor-led courses and credentialing through the end of 2025, totalling an anticipated $52 million investment.

To support these efforts, Salesforce will open new spaces at its San Francisco headquarters, including a pop-up AI Centre for in-person community AI training courses, and dedicated floor for employees to skill up on AI tools and agents... Salesforce’s new offerings will help skill up the workforce to address this AI skills gap and set up workers for success now — and in the future.

Across the company, Salesforce is helping upskill its 72 000 employees by introducing global quarterly AI learning days to give employees hands-on time with the latest AI innovations.

Employers must evolve to help employees thrive in the AI-driven future.

Redefining success in the AI era

As we build a culture of experimentation and encourage people to find ways to improve work with AI, we also have to change how we measure impact.

Rather than tracking productivity through activity metrics like time spent on tasks, we should focus on outcome-based metrics, such as customer satisfaction and innovative product development. This shift encourages employees to move beyond busywork and leverage their creativity and tools to achieve meaningful results.

As AI innovation and workplaces continue to change fast, employers must evolve to help employees — and ultimately their customers — be successful. Ensuring employees collect different experiences, skills, networks, and expertise with AI will allow them to thrive in the AI-driven future. ■

Making AI work for workers requires leaders reimagining how they develop and train every part of their organisation. Three key actions leaders can take to encourage AI adoption are:

• Creating a culture of continuous learning

• Giving visibility to use cases of AI

• Encouraging experimentation

ABOUT MAB (MATSAPA-A-BOTSHELO)

Founded in 2010, MAB (Matsapa-A-Botshelo) has grown into a powerhouse in the mining, construction, real estate, and trucking industries. Under the visionary leadership of CEO Pinagare Mogodi, MAB has established itself as a trusted name in delivering excellence across multiple sectors. With ownership of three mines boasting over 30 years of lifespan and shareholder stakes in other operations, MAB is a leader in highgrade coal exports and logistics.

Despite challenges such as port sabotage by competitors, MAB has remained resilient, using its own resources and funds to support and sustain export operations. Now, with strategic partnerships with funding partners, MAB is poised to expand its resources and operations further, ensuring long-term sustainability and growth.

The construction division of MAB has entered a new phase of aggressive growth, with over R1 billion worth of projects ready for execution. These initiatives are expected to create more than 10 000 jobs, including opportunities for truck drivers as new fleets are introduced to support logistics operations.

About Pinagare Mogodi

Pinagare Mogodi is a trailblazing entrepreneur, philanthropist, and the driving force behind MAB Group. Raised by a single mother and inspired by his uncle’s business acumen, Pinagare’s entrepreneurial spirit was evident from an early age. Through resilience, hard work, and a commitment to excellence, he has transformed MAB into a leader in multiple industries, navigating challenges such as the Covid-19 pandemic, substantial debts, and industry hurdles.

Pinagare’s philosophy centres on creating impact – not just for his company but for communities across South Africa. He has contributed to numerous charitable initiatives, including building homes for orphans and the elderly, paying school fees, and providing essential supplies to underprivileged families.

A recipient of multiple accolades and nominations, including for Best CEO and Entrepreneur of the Year, Pinagare continues to lead MAB with a vision for innovation and growth. His commitment to fostering job creation, driving economic development, and maintaining operational excellence defines his legacy as a leader.

MAB’s future outlook

With funding partnerships now in place and a robust pipeline of projects, MAB is poised for exponential growth. By combining its own proven capabilities with new resources, MAB is expanding its operations, strengthening its export capabilities, and solidifying its position as an industry leader. As the construction department takes off and logistics grow, MAB continues to empower communities and contribute to South Africa’s economic transformation.

Contact:

T:+27 10 447 3799

E: info@m-a-b.co.za | enquiry@m-a-b.co.za

Coal International Trade Desk

E: Igor@m-a-b.co.za | coaltradedesk@m-a-b.co.za Whatsapp: +255 787 183 087

Find us on social media

BETTER FUTURE Mining for a

The mining industry is evolving, driven by sustainability demands and technological advancements. As companies navigate these changes, a new era of responsible and innovative mining is emerging. In this conversation, SA Profile spoke to CEO and Founder of MAB Group, Pinagare Mogodi about his vision for the future of mining.

Could you provide an overview of your professional journey within the mining industry and how it has shaped your leadership at Matsapa-a-Botshelo (MAB Group)?

My journey in mining began with a desire to make a difference. I founded Matsapa-a-Botshelo (MAB Group) during my university years, initially to support my family. Breaking into the mining industry was one of my biggest challenges. The industry is dominated by established giants with significant resources, but I was determined to carve out a space for MAB. Today, MAB is a multifaceted business, spanning mining, construction, logistics, and real estate. At MAB, leadership is about creating lasting impact. I’ve always believed in giving back to the communities we serve. MAB invests in skills development, internship programmes, and partnerships to create opportunities and drive regional growth. Sustainability and safety are at the core of our operations. My goal for MAB Group is to set an example of ethical, community-driven leadership that transforms industries and lives.

PINAGARE MOGODI

What insights, from your experience in mining, have influenced your strategic direction for MAB Group?

Overcoming the challenges of breaking into an industry dominated by established players taught me the importance of persistence and innovation. I realised early on that building trust with clients and delivering consistent, high-quality results were essential for long-term success. I’ve also learned that partnerships are invaluable. This strategic approach has allowed us to manage large coal export operations and explore new opportunities, such as developing state-of-the-art facilities and expanding into new markets . Another critical lesson from my journey is the power of giving back. Growing up in challenging economic conditions instilled in me a sense of responsibility to uplift communities.

What are the key challenges currently facing the mining sector in your region, and how is MAB Group actively addressing these issues?

The mining sector in our region faces several challenges. One major hurdle is the inefficiency and disruptions in rail and port infrastructure, resulting in delays and increased costs. To mitigate this, MAB Group has invested in logistics capabilities, including a dedicated trucking division.

The industry also faces pressure to minimise environmental impact and adhere to sustainability regulations. At MAB, we prioritise eco-friendly mining practices, land rehabilitation, and stakeholder engagement.

We’ve diversified our operations to overcome fluctuating commodity prices and economic instability. We’re also invested in skills development and education, creating a sustainable pipeline of skilled professionals. Additionally, we’re exploring renewable energy options to address unreliable power supply and rising energy costs.

How does MAB Group enhance the local economy through its mining-related initiatives?

Through our mining initiatives, we create tangible and sustainable economic benefits for local communities. Here’s how:

1. We prioritise local hiring and provide training to ensure long-term employment opportunities.

2. We engage with local suppliers and contractors, benefiting the local economy through our operational spending.

3. Our projects often lead to critical infrastructure development, such as roads and utilities, which boosts local trade and mobility.

4. We comply with local regulations, ensuring royalties and taxes contribute to regional and national economic development, supporting public services and infrastructure.

What future trends do you foresee in the mining industry, and how is the company positioned to adapt and lead in this evolving landscape?

The mining industry is rapidly evolving, driven by technological advancements, growing sustainability demands, and shifts in global markets. Here are the key trends I foresee and how MAB Group is preparing for them:

• Sustainability: Implementing eco-friendly mining techniques and exploring renewable energy options.

• Digital transformation: Investing in technology to streamline processes, enhance productivity, and improve safety.

• Critical minerals: Exploring opportunities to diversify into mining critical minerals, such as lithium and cobalt.

• Supply chain resilience: Building robust logistics infrastructure and partnering with local suppliers to ensure operational resilience.

• Workforce development: Investing in skills development, offering training programmes and internships to equip our team for the future.

• ESG practices: Our commitment to community upliftment, ethical operations, and sustainability positions us as a responsible leader, attracting investment and solidifying our reputation.

What has been the most significant lesson you have learned throughout your career in the mining industry?

The most significant lesson I've learned throughout my career in the mining industry is the importance of adaptability and resilience. Mining is a challenging field, subject to economic fluctuations, technological advancements, and ever-evolving environmental and safety regulations. I've come to understand that success lies in staying ahead of these changes, embracing innovation, and being prepared to pivot when necessary. Equally important is the realisation that mining is about building sustainable value for communities, fostering strong relationships with stakeholders, and ensuring the safety and well-being of all involved. This balance has shaped my approach to business and my life philosophy.

T +27 10 447 3799 W www.m-a-b.co.za

Harnessing AI to combat financial crimes

Thanks to the availability of advanced technology, financial crimes are becoming more sophisticated and complex. From trade-based money laundering and human trafficking to GenAI-enhanced scams, the scale of financial crime today is unprecedented. Fortunately, artificial intelligence (AI), when used responsibly and ethically, can revolutionise the fight against these financial crimes.

By Stephanie Ora, Global Lead for Financial Crimes Analytics, SAS

Of course, AI is not a silver bullet. Even though it provides organisations with significant opportunities, the technology must be carefully managed. Businesses need to balance AI’s potential to combat financial crimes with ethical responsibility, transparency and governance.

Fighting fire with fire

Central to the ability of AI to detect financial crime is its capacity to process and analyse massive amounts of data faster and more efficiently than any human operator. Traditional methods of fraud detection and anti-money laundering (AML) often rely on high-maintenance rules and time-consuming manual processes which could otherwise be used for tasks requiring human decisions. For its part, AI enables institutions to effectively identify suspicious and complex financial crime patterns and proactively protect consumers through early warnings. For example, AI-powered tools can dynamically segment customer profiles, detect anomalies in transactions, and even identify hidden relationships within complex networks. These capabilities help uncover schemes like trade-based money laundering and transnational criminal activities. Furthermore, integrating additional elements such as entity resolution and network analytics means financial institutions can gain a more comprehensive view of the risk landscape. In doing so, they can pinpoint threats and systemic weak points more effectively. AI also offers significant

improvements in operational efficiency. By automating repetitive tasks, such as alert scoring and triaging, companies can reduce false positives and ensure investigators focus on the highest-risk activities. This frees up internal resources to focus on delivering more strategic value on complex cases. By combining efficiency and accuracy, financial institutions can transform how they address risk and improve their ability to collaborate with peers and law enforcement agencies to reduce financial crimes.

Harnessing synthetic data

One of the biggest barriers to effective financial crime detection is insufficient data. Many companies struggle with incomplete datasets, limiting their ability to train AI models comprehensively. It is here where synthetic data has become a game-changer.

Synthetic data mimics real-world data without exposing sensitive information. It allows institutions to test and optimise their financial crime control systems while safeguarding privacy. For instance, synthetic data can be used for pentesting, ensuring that AI systems are resilient against emerging threats. By leveraging advanced tools, institutions can generate synthetic datasets that closely resemble actual scenarios, helping them improve model accuracy and performance.

Keeping the focus on ethics

However, AI systems are only as good as the data they are trained on. We have seen biases or inaccuracies in data result in unfair outcomes. Therefore, transparency and explainability have become critical to ensuring that AI-driven decisions are ethical and defensible.

It stands to reason that AI can also be weaponised by bad actors. For instance, synthetic financial data can be manipulated to obscure audit trails. Malicious actors can feed deceptive data into AI systems to influence decision-making. This highlights the importance of comprehensive governance frameworks that mitigate these risks while also underscoring the need for continuous monitoring.

Businesses must therefore adopt trustworthy AI practices that align with regulatory expectations and societal values. This includes integrating human oversight into the decision-making process to maintain accountability and trust.

Collaborating for success

The fight against financial crimes cannot be won in isolation. Collaboration is essential. This can include teams within companies, across public and private sectors, or through strategic partnerships with regulators and technology providers.

Public-private partnerships can, for instance, facilitate

…AI

enables institutions to effectively identify suspicious and complex financial crime patterns and proactively protect consumers…

the sharing of insights, data, and best practices. By doing so, stakeholders put in place a unified front against criminal networks. Meanwhile, collaboration frameworks between human analysts and AI systems can ensure that technology enhances rather than replaces human judgment.

With financial crimes becoming more sophisticated, organisations must invest in continuous learning and innovation. Through this, they can stay ahead of emerging threats and embrace a culture of collaboration to build resilience against modern financial crimes.

AI is certainly transforming the fight against financial crimes, providing companies with the means to detect and prevent threats faster than ever. But it does require a holistic approach that combines data governance, ethical practices, and meaningful collaboration. ■

matters Your story

NICK AND BRENDA WILKINSON

From health-conscious living to olive oil excellence, Rio Largo’s journey began with Nick and Brenda Wilkinson’s passion project.

When Nick Wilkinson’s doctor advised him to incorporate more olive oil into his diet to lower cholesterol and manage blood pressure, he and his wife, Brenda, decided to delve into the health benefits of Extra Virgin Olive Oil (EVOO). Having studied olive farming since 1997, Nick saw an opportunity to transform a health-conscious lifestyle choice into their entire way of life and a thriving business, crafting exceptional olive oil while uplifting local agriculture and communities.

In 2010, Nick and Brenda Wilkinson purchased Rio Largo Olive Estate from Carlos Raposa, a proud Portuguese man. He named the estate Rio Largo, which means “wide river” in Portuguese, honouring the Breede River that flows through the Scherpenheuwel Valley and serves as a vital source of irrigation for the region. His surname, Raposa, means “fox” in Portuguese, inspiring the estate’s iconic red fox logo, which symbolises his roots and deep connection to nature.

The founders’ journey

Before embarking on this new chapter, Nick and Brenda spent two decades in Central Africa under contract with largescale international corporate agribusinesses. As a Chartered Accountant (CA), Nick headed up change management teams to restructure and repurpose large-scale agricultural operations, involving production and processing of tea, coffee, macadamia nuts, broad-acre grain, livestock, tobacco, and cotton in Malawi, Mozambique, Tanzania, Uganda, and Zambia. Brenda, a teacher-turned-entrepreneur, shared his passion for community development and innovation. Their move into olive oil, however, was deeply personal. From the start, Nick and Brenda envisioned Rio Largo as more than just a farm – it was to become a family. This ethos is exemplified in the story of Jonathan Prins.

Jonathan began as a farm worker and rose to Production

Foreman through his talent and dedication. Recognised for his calm demeanour, meticulous standards, and mechanical expertise, Jonathan plays a pivotal role in maintaining Rio Largo’s quality, particularly during the critical harvest season. Nick and Jonathan work together, with Nick directing operations and Jonathan providing invaluable support.

The estate’s people are truly at the heart of its success. Every team member is valued for their role in the production process, from soil to table. Rio Largo prioritises worker wellbeing through initiatives like mental health support, regular dental and vision care, and wellness programmes. One heartwarming story is that of Sam, who briefly left the estate in 2014 to support her husband in a new venture. She later returned to Rio Largo, drawn back by the excitement and camaraderie she had missed. Today, Sam is the glue that holds the team together, embodying the spirit of celebration that defines Rio Largo.

Awards and recognition

Rio Largo’s EVOO consistently receives local and international acclaim, earning recognition in prestigious awards such as the Absa Top 10 Olive Awards and SA Olive Awards, as well as global recognition in New York, Japan, Italy, Amsterdam, and the UAE. As one of South Africa’s most consistent award winners, Rio Largo set the standard in 2010 with a double gold award and has continued to excel ever since.

When you purchase a bottle of Rio Largo EVOO, savour its rich, delicious flavour and remember the incredible team behind it, because their story truly matters. The fox emblem, although unconventional for an olive estate, reflects the brand’s unique character and heritage. While many estates have imitated this concept, Brenda emphasises, “If there’s no fox on the label, it’s not Rio Largo.” ■

Delivery Management Platform

The Power Behind Your Successful Deliveries

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average increase in delivery volume saved per week per planner

20% 1.5hrs reduction in km’s driven saved per day on average with route optimisation x2 clients served per month

DRIVER APPLICATION

Offer your drivers an optimised and efficient route and enable your business to monitor driver behaviour in real-time

MANAGEMENT SYSTEM

Provide your business with a centralised hub for complete visibility of all orders

DATA ANALYTIC REPORTS

Gain access to invaluable insights into your delivery operations to build your business

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Allow your customers to track their orders, reveal real-time ETAs and provide feedback on your service

KIMBERLEY TAYLOR’S Mission to make deliveries smarter

From solving a university math problem to transforming how businesses deliver, Loop CEO Kimberley Taylor shares her inspiring journey with SA Profile. Dive into her vision for smarter logistics, client success stories, and how Loop is reshaping delivery operations across industries.

KIMBERLEY TAYLOR

What inspired the creation of Loop Platform, and how has its mission evolved since its inception?

Loop was born from a university project where I encountered the travelling salesman problem – a classic challenge in finding the most efficient sequence to visit multiple destinations. This problem sparked my curiosity about real-world delivery challenges. As I dug deeper, I discovered countless inefficiencies in how deliveries were managed, from route planning to a lack of real-time visibility and poor communication with end-customers. This curiosity became a passion, leading to the creation of Loop. Our mission has always been to simplify delivery operations and make them more intuitive and efficient.

Over the years, this mission has evolved into a relentless drive to solve both the big and small pain points in delivery logistics, always focusing on how to bring ease and flow to complex operations. Spending time with our clients and truly understanding their day-to-day struggles has been instrumental in shaping the platform and our approach.

Can you describe the key problems the team aims to solve?

At the heart of it, we’re tackling the universal challenge of balancing cost and time efficiency. Businesses are always looking to do more with less, and we focus on enabling that through smart technology. Our algorithms ensure orders

are bundled and routed in the most efficient way, cutting down travel distance and saving both time and fuel. This not only reduces costs but also opens up the potential for more deliveries in a single day. Beyond the numbers, it’s about creating operational visibility – giving teams the tools to proactively manage issues and make faster, better decisions. Everything we build aims to help businesses reclaim time and reduce waste so they can focus on what truly matters.

Enterprise customers often have unique and complex needs. How does Loop customise its solutions to meet these challenges while maintaining efficiency and scalability?

Our standard platform works exceptionally well for most clients, offering a cost-effective, scalable solution. But larger enterprises often come with unique operational complexities – specific constraints, exceptions, or ways of working that a one-size-fitsall solution can’t address. For these clients, we take a hands-on approach. We spend time in their warehouses, shadowing drivers, and sitting in strategy sessions to fully understand their pain points. This allows us to tailor solutions that solve their specific challenges without sacrificing the scalability and reliability of our core product. It’s about building meaningful, long-term partnerships and being genuinely invested in solving problems that matter to them.

Can you share a success story where Loop made a measurable impact for a major enterprise client?

One standout story involves an enterprise client using just our route optimisation API, not even the full platform. They shared feedback that their drivers experienced an 80% boost in efficiency – which was incredible to hear. More broadly, our clients typically see a 20% reduction in kilometres driven and significant fuel savings. Another inspiring example is an FMCG client whose business has grown year after year, without needing more drivers, all while reducing the distance they travel. That’s exactly the kind of impact we aim for – helping businesses grow sustainably and efficiently.

Scalability is crucial for growing businesses. How does Loop’s platform help enterprises expand into new markets or scale operations?

Scalability is baked into Loop’s DNA. Our management console is designed to handle large volumes of deliveries and drivers without the need to expand back-office staff. This means companies can grow without ballooning their operational

overhead. The platform also allows for remote management, providing full visibility and control from anywhere. In fact, some of the largest grocery delivery companies in South Africa have scaled their operations using our technology, handling growing demand efficiently because they have the right tools in place. Without a strong tech backbone, scaling simply isn’t possible –and that’s where Loop makes the difference.

Seeing the people at Loop grow, collaborate, and achieve amazing things fills me with pride.

As the founder, what has been the most rewarding moment in Loop’s journey, and how has it influenced your vision for the company’s future?

There have been so many rewarding moments, but I think they boil down to three areas: our people, our product, and our clients. Seeing the people at Loop grow, collaborate, and achieve amazing things fills me with pride. It’s a bit like watching your child grow – being a new mom, I really relate to that feeling of constant awe at development and progress. On the product side, it’s surreal to see an idea I had at 20 become a product that makes a real difference. And our clients – working with some of the biggest brands and seeing how our product genuinely helps them – that’s incredibly validating. All of this pushes me to keep improving, to stay humble, and to make sure we’re always innovating and staying ahead of where the industry is going.

What advice would you give to businesses looking to adopt software solutions?

Technology adoption is about more than just buying software – it’s about how you implement it. You need all the right stakeholders involved, not just the IT team but also operations and the end-users. Clear KPIs are essential for measuring success and holding teams accountable. Change is hard – people naturally resist it – so businesses need to set the stage for success by ensuring the solution is practical, wellintegrated, and supported across teams. The most successful implementations I’ve seen are those that take a holistic approach. ■

Why a South African Wealth Tax will

hurt the poor and kill jobs

The proposed wealth tax for South Africa is being promoted as a solution to “economic inequality.” In truth it would be a disastrous policy error.

By Eustace Davie, Director of Free Market Foundation and author of Unchain the Child

A wealth tax does not create opportunity; instead, it discourages wealth creation, investment, and economic activity, all of which are desperately needed in a country with massive unemployment and stagnant growth. The poorest South Africans will pay the highest price for this misguided proposal.

Wealth Taxes destroy incentives

Wealth is not a fixed pie to be redistributed. It is created through enterprise, investment and hard work. A wealth tax penalises these very activities by targeting the results of productive efforts. By taxing accumulated wealth, the government sends a clear message to innovators, entrepreneurs, and investors that their success will be harshly punished.

This is particularly harmful in South Africa, where the economy is already constrained by overregulation, high taxes, and declining investor confidence. A wealth tax would discourage those who would, in attractive economic circumstances, generate jobs and drive economic growth, instead sending out a negative message to precisely the most promising potential investors and capable entrepreneurs in South Africa and abroad to rather find opportunities elsewhere.

Capital flight and erosion of the tax base

High-net-worth individuals, who would bear the brunt of a wealth tax, can and will move their assets, businesses, and themselves and their families to more tax-friendly countries. South Africa has already seen an exodus of skilled professionals and wealthy taxpayers in recent years. At this stage a wealth tax would accelerate this trend, further shrinking the tax base and leaving fewer resources for the very programmes the tax is intended to fund.

History shows that wealth taxes are self-defeating. In France, for instance, the wealth tax introduced in the 1980s led to the flight of tens of thousands of millionaires. It was eventually repealed in 2018, having failed to generate the expected revenue while causing significant economic harm. A poor country like South Africa cannot afford to repeat this mistake.

Administrative burdens and costs

Implementing a wealth tax is a huge administrative burden. Determining the value of non-liquid assets, such as property, shares, and businesses, is complex, costly, and highly subjective. The costs of enforcing the tax often outweigh the revenue it generates, as seen in other countries that have experimented with wealth taxes.

South Africa already struggles with the efficiency of its tax collection systems. Adding a wealth tax to the mix would place an additional strain on resources and divert funds away from delivering services to the poor.

A violation of Economic Freedom

A wealth tax is not only economically harmful; it is fundamentally unjust. It infringes on economic freedom by undermining property rights, the foundation of a free and prosperous society. Going after accumulated wealth, which has often already been taxed when it was earned, amounts to double taxation and sets a dangerous precedent for further government interference in the economy.

The solution to South Africa’s economic problems is not to attack the wealth creators but to remove the barriers preventing more people from creating wealth. Policies that promote economic freedom, reduce red tape, and encourage entrepreneurship should be implemented urgently.

By taxing accumulated wealth, the government sends a clear message to innovators, entrepreneurs, and investors that their success will be harshly punished.

The poor will suffer the most

While a wealth tax is framed as a tool to help the poor, its real effects will be to harm poor people the most. When investment dries up and job creation slows, it is the poor and unemployed who are left without opportunities. South Africa cannot afford policies that damage our fragile economy even further.

A better way forward

Instead of introducing a wealth tax, South Africa should focus on policies that expand economic freedom. Lowering taxes, cutting red tape, and protecting property rights would create an environment where businesses can thrive, the economy can grow and jobs can be created. This is the only way to rapidly reduce poverty and unemployment.

Economic freedom has lifted millions of people out of poverty around the world. South Africa should embrace these proven policies, not undermine them with a destructive wealth tax that will harm the very people it claims to help. ■

The ACFE SA offers training, education, resources and a professional Certified Fraud Examiner designation to shape & create a better, sustainable, fraud-free future for all.

www.acfesa.co.za (+27) 012 346 1913

How two brothers are ‘baking’ their way to success

Eagle Dough Buddies, a bakery founded by brothers Sipho and Believe Mavundla, has thrived through an incubation programme at Kruger Station, a lifestyle hub at the Skukuza Main Camp in the renowned Kruger National Park. Visitors to the precinct are drawn in by the scent of fresh ciabattas, golden sourdough loaves, and soft bread rolls, often leaving with bags full of freshly baked treats.

SIPHO AND BELIEVE MAVUNDLA

In 2020, Motsamayi Group, co-managing Kruger Station with SANParks, identified the potential in Sipho and Believe Mavundla, who had been running a small bakery in Bushbuckridge but lacked resources for expansion. Through the business incubation programme at Kruger Station, the brothers received the training, mentorship and tools to scale their business.

Under the guidance of Gavin Ferreira, Concession General Manager at Kruger Station, they honed their baking and business skills. “Their dedication is evident in every loaf,” says Ferreira. “We’re proud to offer their bread at Kruger Station and its restaurant.”

Though still midway through the programme, the brothers have already made a mark, demonstrating the power of small, black-owned businesses in tourism.

A taste of success

Starting with basic bread and scones, Sipho and Believe experimented with recipes and techniques, expanding to artisanal breads like sourdough, rye and ciabatta. “We’re proud of how far we’ve come,” says Believe.

Their baked goods are now a staple at Kruger Station’s 3638 Restaurant and convenience store, and they supply luxury safari lodges and operators, including Kruger Shalati The Train on the Bridge. Their pumpkin spice and gingerbread treats are a hit with both local and international guests.

“This project has transformed our lives,” says Believe. “We’re gaining exposure to guests from all over the world, including Germany, China, India, and more.” The brothers’ family couldn’t be prouder – with the two even appearing on TV recently.

About Motsamayi Tourism Group

Motsamayi Tourism Group, initially established as Thebe Tourism Group in 2001, is South Africa’s oldest blackempowered tourism entity. With 51% black ownership, Motsamayi is committed to empowering and transforming the tourism industry. Since its inception, Motsamayi has become a leading force in the South African tourism sector, renowned for its innovative and immersive experiences.

This kind of investment is essential for sustainable tourism, benefiting everyone…

A sustainable future

Jerry Mabena, CEO of Motsamayi Group, highlights the importance of supporting small businesses in their early stages. “The Wonderful Baker Brothers,” as he affectionately calls them, demonstrate the long-term value of investing in people and communities. “This kind of investment is essential for sustainable tourism, benefiting everyone – guests, workers, and the communities they support,” Mabena concludes.

Under the leadership of CEO Jerry Mabena, Motsamayi has become one of Africa’s foremost hospitality brands, creating unique and iconic tourism products that capture the essence of Africa's diverse landscapes, cultures, and wildlife.

Motsamayi’s mission is to empower young South Africans by providing skills training, supporting entrepreneurship, and creating job opportunities. Through various incubation projects and strategic partnerships, such as its collaboration with the Good Work Foundation, Motsamayi ensures rural youth gain valuable work experience and secure employment within the wildlife economy. The company owns and operates a diverse portfolio of tourism attractions, hospitality properties, and immersive experiences across South Africa, highlighting Africa’s iconic destinations.

AI and the future of MINERAL EXPLORATION

Artificial intelligence (AI) is reshaping the mineral exploration and mining industries by tackling critical challenges such as the global shortage of mineral discoveries, the complexities of deep resource extraction, and the vast amounts of data generated.

By automating tasks like drilling, sampling and data interpretation, AI enhances exploration, reduces risks, improves resource allocation, and strengthens environmental monitoring. However, its effectiveness hinges on the quality of data and it faces limitations in data-scarce environments, highlighting that AI is not a one-size-fits-all solution.

David Khoza, Technical Director at Integrated Geoscience Solutions, spoke to SA Profile about his 25-year career in geoscience. From his unexpected introduction to the field during university to pioneering AI-driven projects in mineral exploration and sustainable energy, Khoza discusses how he’s driving innovation while prioritising sustainability and reshaping the perception of mining.

DAVID KHOZA

Can you share your journey into the geoscience field and what inspired you to pursue this career?

It has been a tremendous 25-year journey that began in 1999 when, upon registering for a Bachelor’s degree in Physics and Mathematics, a geology professor asked me, “Have you ever heard of geology?”. At the time, I had only studied geography in school and knew nothing about geology. After the professor explained the field to me, I was instantly hooked, as it complemented my natural desire to understand the physical and natural sciences. I eventually earned a PhD in Geophysics, and since then, my geoscience career has been incredibly rewarding, allowing me to explore the world while doing what I love.

As the Technical Director at Integrated Geoscience Solutions, what does your role involve on a day-to-day basis?

I conduct research and consultancy in geoscience, focusing on areas such as mineral exploration, groundwater mapping, and understanding natural hazards like landslides and earthquakes. I also utilise the latest machine learning technologies to analyse multiple datasets, including geology, geophysics, and geochemistry. In addition, my research explores greener energy sources, such as geothermal energy and hydrogen exploration, as well as carbon-mitigating technologies like carbon capture, utilisation, and storage.

A typical day involves managing clients’ expectations and advising on the most suitable scientific techniques to identify mineral deposits. Much of the time is spent outside the office on exploration and mining projects, collecting geoscientific data. Once gathered, the data is brought back to the office for detailed analysis and modelling to inform critical decisions on drilling plans, water management, and other factors.

What would you say are some of the biggest challenges the industry is currently facing?

The minerals exploration and mining industry has come a long way since humans first started extracting valuable commodities from the ground using spades and shovels. Technology has made this work relatively easier, but challenges – while different – still remain. The critical challenge facing the industry is finding mineral deposits and developing them in an environmentally friendly manner. The industry also faces a “perception” challenge, with mining still being seen as “dirty and environmentally damaging.” While there have been instances of things going wrong recently (such as tailing dam failures), I believe the industry, on the whole, has made significant strides in developing and implementing safe and sustainable mining

methods. This perception challenge has also led to a lack of interest in geoscience as a career, which presents another global dilemma for the industry.

How do you approach solving complex challenges and ensuring your solutions are both innovative and practical?

Complex challenges often become less complex if there is a clear understanding of the problem at hand and then, as far as possible, simplifying it. A systematic input-driven approach is often easier to implement once the problem is simplified having listened to inputs from all stakeholders. This will also inform finding a solution that is most cost effective.

Given the close connection between your work and resource extraction, how do you integrate sustainability into your projects?

Environmental sustainability is front and centre to every project I do. This starts from minerals exploration stage, before there is even knowledge of whether there is extraction that can take place. And this involves investigating issues around groundwater utilisation, possible contamination, geotechnical factors around ground movement, geohazards that could affect communities around the project area and looking for greener energy solutions to support resource development. All this informs the ultimate decision-making on whether the resource can be exploited in a sustainable manner.

What advice would you give to young professionals interested in pursuing a career in geoscience?

Everything, from the water we drink to the food we eat and the technologies we use, comes from rocks. We therefore need geoscientists to shape the future of the world as we transition from a fossil-fuel-dominated global economy to a more low-carbon economy. This transition will not happen without the discovery of new mineral deposits and their extraction. Only geoscientists can locate these deposits and guide their sustainable exploitation. A career in geoscience, therefore, offers an incredible opportunity for anyone interested in contributing to a better and more just world.

What are you most proud of in your career thus far, and what are key lessons you have learned?

I am most proud of the contributions I’ve made in supervision of research and playing a small part in discovering mineral deposits that have led to sustainable development around communities. ■

Aligning ESG measures within industry

A comparative study of the ESG strategies of three diverse sectors in South Africa –retail, finance, and mining – and how each aligns its ESG initiatives with its unique operational imperatives.

By Dr Chris Blair, CEO, 21st Century

In today’s corporate landscape, Environmental, Social, and Governance (ESG) factors have become crucial indicators of a company’s long-term sustainability and ethical impact. These measures are essential not only for meeting regulatory requirements but also for gaining investor confidence, fostering consumer loyalty, and ensuring operational resilience. However, the alignment of ESG measures with company strategy can vary significantly across industries. This article examines the ESG approaches of three companies, drawing on insights from their publicly available sustainability reports.

What is the importance of aligning ESG measures with company strategy?

Before diving into the case studies, it is essential to understand why aligning ESG measures with company strategy is vital. ESG factors influence a company’s risk profile, reputation and operational efficiency. When ESG measures are integrated into the core strategy, they can drive innovation, improve resource management, and enhance stakeholder relations. This alignment ensures that ESG initiatives are not just peripheral activities, but are embedded in the business model, driving sustainable growth. Since each industry faces distinct challenges and opportunities, their ESG strategies must be tailored accordingly, leading to diverse approaches and implementations.

Case study 1: retail sector – Woolworths Holdings Limited

Woolworths Holdings Limited stands out in the South African retail sector for its robust ESG strategy, detailed in its Annual Financial Statements and Sustainability Reports. The company’s Good Business Journey (GBJ) programme underscores its commitment to sustainability, focusing on reducing environmental impact, promoting fair trade, and enhancing community well-being.

Environmental initiatives:

Woolworths has set ambitious targets to reduce carbon emissions, aiming for a 50% reduction by 2030. The company also focuses on sustainable sourcing, with a goal to source all its cotton from sustainable sources by 2025. These initiatives are detailed in their 2023 Sustainability Report.

Social initiatives: On the social front, Woolworths invests in community development through education and health programmes. The company’s employee wellness programmes are designed to ensure a supportive and inclusive workplace. Woolworths’ initiatives in these areas are thoroughly documented in their Annual Financial Statements.

Governance initiatives:

Woolworths’ governance practices emphasise ethical conduct and transparency, with a strong focus on board diversity and executive accountability. Their Remuneration Report outlines the alignment of executive pay with ESG performance, ensuring that leadership is incentivised to meet sustainability goals.

Case study 2: finance sector – FirstRand Limited

FirstRand Limited demonstrates how financial institutions can lead in ESG integration in the finance sector. As detailed in their Annual Financial Statements and Sustainability Reports, FirstRand’s ESG strategy is central to its operational ethos and risk management framework.

Environmental initiatives: FirstRand has committed to financing renewable energy projects and reducing its carbon footprint. The bank has established green bonds to support sustainable projects, as detailed in their 2023 Sustainability Report.

Social initiatives: FirstRand’s social initiatives focus on financial inclusion and education. The bank has developed products aimed at underserved communities, providing access to banking services that promote economic empowerment. Their Annual Financial Statements provide a detailed account of these initiatives.

Governance initiatives: In terms of governance, FirstRand emphasises strong risk management and regulatory compliance. The bank’s Remuneration Report reveals a structure where executive bonuses are tied to ESG performance metrics, ensuring that sustainability is a key consideration in leadership decisions.

Case study 3: mining sector – Anglo American Platinum

The mining sector presents unique ESG challenges, particularly in environmental management and community relations. Anglo American Platinum, a leading player in the industry, provides a compelling example of comprehensive ESG integration, as outlined in their Annual Financial Statements and Sustainability Reports.

Environmental initiatives:

Anglo American Platinum has committed to achieving carbon neutrality by 2040. The company invests in water conservation and tailings management, crucial for minimising environmental impact. Their 2023 Sustainability Report details these efforts extensively, highlighting significant progress in reducing carbon emissions and enhancing water stewardship.

Social initiatives: The company’s social initiatives focus on local community development, health and education. Anglo American Platinum works closely with communities to ensure that mining operations bring socioeconomic benefits, as highlighted in their 2023 Sustainability Report.

Governance initiatives:

Governance at Anglo American Platinum is characterised by rigorous oversight and ethical conduct. The company’s Remuneration Report shows how executive compensation is linked to achieving specific ESG targets, ensuring accountability at the highest levels of the organisation.

Retail vs. finance: Woolworths’ ESG focus is heavily tilted towards environmental sustainability and social impact, given its direct interaction with consumers and supply chains. In contrast, FirstRand's ESG strategy is deeply integrated with its financial products and services, emphasising financial inclusion and green financing.

Finance vs. mining: FirstRand and Anglo-American Platinum both underscore the importance of governance and ethical conduct. However, while FirstRand’s environmental initiatives are finance-centric (e.g., green bonds), Anglo American’s are operationally focused, aiming to mitigate the direct environmental impact of mining activities.

Retail vs. mining: The retail sector’s ESG initiatives, as seen with Woolworths, are consumer and supply chainfocused, aiming for sustainable sourcing and community engagement. On the other hand, Anglo American Platinum’s ESG measures are centred around environmental management and local community development, addressing the broader impact of mining operations.

Comparative analysis

Each of these companies demonstrates that while the overarching goals of ESG strategies may be similar – enhancing sustainability, promoting social good, and ensuring robust governance – the specific measures and initiatives vary significantly depending on industry context and operational realities.

The alignment of ESG measures with company strategy is critical for sustainable and ethical business operations. The case studies of Woolworths, FirstRand, and Anglo-American Platinum illustrate how ESG strategies are tailored to fit industry-specific challenges and opportunities. By embedding ESG considerations into their core strategies, these companies not only meet regulatory requirements, but also drive long-term value creation and stakeholder trust. As the corporate world continues to evolve, the importance of a nuanced and industry-specific approach to ESG cannot be overstated. Each company must craft its own unique path, ensuring that its ESG strategy is a true reflection of its operational ethos and strategic vision. By comparing these diverse approaches, we see that no two ESG strategies are the same, as they are intricately linked to the unique operational and strategic needs of each company. This diversity is not only natural but necessary for genuine and effective ESG integration. ■

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REVOLUTIONISING healthcare through empathy

Dr Dulcy Rakumakoe is a pioneering entrepreneur, healthcare pioneer, and social advocate who has dedicated her life to bridging the healthcare gap in South Africa. As the founder and CEO of quadcare, she has established a network of clinics providing quality, affordable, and dignified healthcare to underserved communities.

DR DULCY RAKUMAKOE

South Africa’s healthcare system faces significant challenges, including inadequate funding, staff shortages, and unequal access to quality care. The country’s public healthcare sector is often overwhelmed, leaving many without access to essential medical services. It’s for this reason that innovative and inclusive healthcare models like quadcare are vital. Founded by Dr Dulcy Rakumakoe, quadcare provides quality, affordable and dignified healthcare to underserved communities, bridging the gap in South Africa's healthcare landscape.

What inspired you to pursue a career in medicine, and how has your personal experience influenced your approach to healthcare?

Growing up in a township with only one doctor, I witnessed firsthand the challenges of accessing quality healthcare. My grandmother would often visit this doctor and the queues were long. At six years old she told me that when I grow up, I must become a doctor, so that I can treat her at home. And so, my fate was sealed.

Can you share more about the founding of quadcare and the mission behind it? What sets quadcare apart from other healthcare providers?

Quad stands for ‘Quality’, ‘Accessibility’ and ‘Dignity’. That is how healthcare should be provided to everyone. In South Africa, you have more than 80% of the population uninsured, meaning they need to take money out of their pockets to access healthcare or go for the overburdened public healthcare. Our mission is to make sure people receive care that is affordable with love and compassion, whether they are rich or poor.

What strategies do you employ to ensure accessibility and affordability for your patients?

Our cash consultation, including medication, is R480, which provides people with essential medication after a thorough history-taking and examination. We also employ different levels of healthcare workers with varying scopes of practice to minimise wastage in the system. Additionally, we utilise technology to ensure providers are properly supervised, implement strict stock control measures, and provide regular staff training and sensitisation as part of our quality controls.

National health coverage should be a non-negotiable.

Your work in occupational health has been instrumental in addressing the health concerns of workers in various industries. What are some of the most pressing health issues you've encountered, and how do you address them?

Our main client is in the mining industry, where we encounter issues such as workrelated injuries and illnesses related to exposures to different risks like noise, dust, ergonomics, and radiation. Chronic illnesses like HIV, diabetes, and hypertension are also pressing concerns that we manage rigorously. Additionally, we work with clients in construction, logistics and transport, and manufacturing, each with their unique set of health risks.

How do you think healthcare providers can better serve the LGBTQ+ community, and what initiatives have you implemented at quadcare to promote inclusivity?

The biggest barrier for the LGBTQIAQ community accessing quality healthcare is provider attitudes. To address this, we ensure that our hiring process screens out workers with homophobic, transphobic, or interphobic biases. Once employed, our staff undergo sensitisation training and training on providing the necessary care. Additionally, all our clinics display the LGBTQIAQ flag, signalling to the community that we are a safe space.

What are your future plans for quadcare, and how do you see the organisation evolving to meet the changing healthcare needs of your community?

The future plan for quadcare is growth and expansion. We aim to set up more clinics across the country, building stronger relationships with stakeholders in the healthcare space, including government, organisations, media, and communities. Additionally, we plan to establish clinics in companies that want to support a healthier and more productive workforce.

Looking ahead to the next 5-10 years, what trends or innovations do you see shaping the healthcare industry, and how is quadcare positioning itself to adapt to these changes?

Looking ahead, I foresee significant advancements in healthcare accessibility, driven by technology. Virtual care, Artificial Intelligence, and mobile health capabilities will revolutionise patient engagement. Quadcare is a few steps ahead of its peers in already using some of these technologies and testing them out.

What are your thoughts on South Africa’s plans to introduce a National Health Insurance (NHI) scheme, and how do you think this will impact private healthcare providers like quadcare?

National health coverage should be a non-negotiable. Primary and preventative healthcare should be prioritised if we are to see a healthier South Africa and drive healthcare costs down by ensuring that less people need to be hospitalised. This should not be done by government. Partnerships with the private sector is important. Mutually beneficial collaborations will ensure that our people receive the care the need. ■

and

Embrace the

side hustle boom

Workers are increasingly pursuing second jobs. According to a survey by Bankrate, 53% of Gen Zers have a second job, as do half of millennials and 40% of Gen Xers.

As a business leader, you may worry that having a second job could make your employees less committed when they're working for you. However, think again: second jobs bring numerous advantages that you can harness to create a workplace where innovation thrives. Let’s explore the business benefits and discuss what you can do to support your employees' pursuits.

The business benefits of second jobs

• Employee wellbeing: Happy employees are more productive. When they have the satisfaction of pursuing a passion through a second job, they experience a wellbeing boost that benefits your workplace. The extra income and financial security that come with a second job further enhance their wellbeing.

• Diversified skill sets: Pursuing a second job naturally helps employees develop new skills that they may not have acquired in their role with your company. This accelerates their professional development, and they can bring these skills back to your workplace.

• Enhanced creativity: The creativity fostered by a second job can bring fresh perspectives and an entrepreneurial mindset to your workplace, driving innovation that benefits your business.

• Employee loyalty: By supporting and encouraging your employees’ pursuits, you demonstrate loyalty and commitment, making them feel valued. This boosts staff retention and loyalty.

In short, supporting employees in pursuit of their second jobs ultimately results in building a more dynamic, skilled and resilient workforce.

How to support your employees

Here are three practical steps your business can take to encourage and benefit from your employees’ second jobs:

Set some boundaries

Make sure employees know that you support their extracurricular endeavours, but at the same time, be clear about the boundaries – perhaps even writing them into employees’ contracts. For example, you might want to address conflicts of interest and clarify that an employee can’t compete with your business via their second job or use your company’s intellectual property. On a practical note, ensure employees with second jobs tell your HR team so that their tax codes can be accurately managed.

Beware of burnout

The Henley Business School estimates that 45% of those with a second job work more than 40 hours a week when combined with their primary job, and 25% are working more than 50 hours per week.

When employees spend their leisure time working on a second job, even if it’s a passion of theirs, they are at heightened risk of burnout – something that would negatively impact not just the individual, but your business as well. So, be vigilant to the symptoms of burnout among employees with second jobs, and learn more about preventing burnout so you’re ready to support them.

Embrace hybrid working

The flexibility and autonomy of hybrid working empower employees to pursue their second jobs without impacting their work for you. According to Stanford economics professor Nicholas Bloom, hybrid workers save an average of 70 minutes a day when they don’t have to commute. Of those 70 minutes per day, the survey shows they’ll spend 30 minutes working more, and use the other 40 minutes doing other things –such as second jobs. This is supported by an IWG survey published earlier this year, in which 81% of hybrid workers reported that they have additional personal time compared to before the pandemic.

It’s key to support flexible ways of working to cultivate a workplace where innovation thrives.

Embrace the future of work

“It’s key to support flexible ways of working to cultivate a workplace where innovation thrives. By minimising commute times and providing employees with more time of their own, they are empowered to pursue other passions – and ultimately transform into a more resilient workforce for your business,” says Joanne Bushell, Managing Director South Africa and North Africa for International Workplace Group (IWG). ■

teams with TBi Transforming

DR CHRIS HEUNIS AND ROBBIE VERKUYL

Nearly 30 years ago, the Team Building Institute (TBi) was established with a vision to revolutionise how teams and organisations approach development and performance.

Led by CEO Dr Chris Heunis and COO Robbie Verkuyl, TBi emerged as a response to the growing demand for dynamic, experiential learning methods that transcended the conventional seminars and workshops of the time. Motivated by their passion for unlocking human potential and enhancing organisational effectiveness, Heunis and Verkuyl set out to design programmes that were not only informative but transformative.

As with any pioneering endeavour, TBi faced its fair share of challenges in its early years. The unconventional nature of experiential learning was met with scepticism from traditionalists, and carving out a niche in the competitive business training landscape proved no small task. However, persistence and proof of concept became their guiding principles. By demonstrating tangible improvements in team dynamics and productivity, TBi gradually earned credibility and developed a loyal client base.

Growth and evolution

“Our core principles revolve around practical, experiential learning that directly relates to workplace environments,” Heunis explains. “We facilitate the transfer of learning experiences by introducing metaphors that remind clients of their learning and the commitments made during the training programme.”

“When clients reference colours and unconventional terms like ‘A-Ka-So’ in their formal and informal communication, it’s clear the learning and change have been successfully transferred. This elevates organisational culture to a new level.”

Heunis emphasises, “Sustained change and development can only be achieved through follow-up. Our programmes are designed to foster self-awareness, team awareness, and a renewed appreciation of core values.”

Verkuyl adds, “Looking ahead, TBi is committed to integrating more digital tools and platforms to make our training programmes even more accessible and impactful. We also aim to expand our reach in terms of both geographical locations and industry sectors. Another major goal is to further tailor our learning solutions to meet the unique needs of different organisational cultures and generational workforces.”

The impact of TBi’s training and development programmes is a cornerstone of its philosophy. Through a combination of feedback tools, performance metrics, and follow-up assessments, the organisation measures the effectiveness of its initiatives. The introduction of tools such as the Team Development Inventory allows for real-time assessments, enabling business leaders to implement change initiatives proactively and maintain organisational harmony.

Advice for aspiring leaders in team development

Heunis and Verkuyl offer simple yet profound advice for those pursuing a career in team development and leadership training: remain committed to continuous learning and innovation. As the field continues to evolve, staying abreast of the latest research, tools, and techniques is essential. Most importantly, understanding and addressing the unique needs of each team and organisation is key to creating a lasting impact – because in this field, one size does not fit all.

TBi’s legacy, built on resilience, innovation, and an unwavering commitment to excellence, continues to inspire and transform teams across industries and borders. Their story is a testament to the power of vision and the profound impact of experiential learning in shaping the future of work. ■

transforming lives CONNECTING COMMUNITIES,

Tekwecomm’s pioneering spirit, led by Managing Director Lilian Kistan, is revolutionising the telecom industry with innovative solutions, community-driven growth and a passion for empowering individuals and families through technology and connection.

What inspired you to purchase Tekwecomm, and how has your vision for the company evolved over time?

The decision to purchase was predominately fuelled by the opportunity Tekwecomm represented – a chance to revolutionise the telecoms supplier industry in South Africa. At the time, the company was struggling to find its footing, but I saw an opportunity to turn it around and make it a powerhouse in the industry. My vision for the company has evolved significantly over time. Initially, I focused on stabilising the business and building a strong foundation. As Tekwecomm

grew, I began to focus on innovation and expansion through diversification, and we’re now at the precipice of national expansion.

As a woman leading in the telecoms space, what challenges have you faced, and how have you overcome them?

As a woman in a male-dominated industry, I’ve faced numerous challenges, including scepticism and bias. However, I’ve overcome these challenges by being resilient, staying focused, and building a strong support network. I’ve also made it a point

LILIAN KISTAN

to mentor and empower other women in the industry, which has helped to create a more inclusive and diverse environment. Building and nurturing Tekwecomm into what it is today has been a key part of my journey.

Can you elaborate on the company's approach to innovation and staying ahead in the industry?

At Tekwecomm, we believe in staying ahead of the curve by embracing innovation and technology. We invest heavily in research and development, and we encourage our team members to think outside the box and come up with creative solutions to complex problems. We also partner with other companies and organisations to stay up to date on the latest trends and advancements in the industry. Harnessing the power of AI, to assist in shortening lead times and drive quicker turnaround times to the client has been our biggest success to speak of.

How has Tekwecomm’s partnership with Innovator Trust impacted the company’s growth and development?

Our partnership with Innovator Trust has been instrumental in our growth and development. The Innovator Trust has provided us with access to funding, mentorship, and networking opportunities that have helped us to scale our business and expand our reach. The partnership has also given us the opportunity to work with other innovation companies and organisations, which has helped us to stay ahead of the curve and identify new opportunities.

What advice would you give to SMMEs looking to scale their businesses and overcome challenges?

My advice to SMMEs would be to stay focused, stay adaptable, with an obligation to remain teachable, and stay committed to their vision. It’s also important to build a strong support network and to be open to learning from others. Don’t be afraid to ask for help, and don’t be afraid to take calculated risks. And most importantly, never give up on your dreams.

How does Tekwecomm prioritise community growth and development, and what initiatives is the company involved in?

At Tekwecomm, we believe in giving back to a community that has supported us. We’re involved in several initiatives that focus on our staff and their family’s education, internal skills development, and entrepreneurship. We also partner with other

organisations to provide support to marginalised communities and to promote economic development.

What role do you believe vulnerability and empathy play in effective leadership, and how do you incorporate these values into your management style?

I believe that vulnerability and empathy are essential components of effective leadership. As a leader, you need to be willing to listen, to learn, and to adapt. You need to be able to put yourself in your team members’ shoes and understand their challenges and concerns. Understanding and incorporating servant leadership into my value set and management style makes me approachable, transparent, and open to feedback. I also make it a point to prioritise my team members’ well-being and to create a positive and inclusive work environment.

Looking ahead to Tekwecomm’s future expansion plans, what exciting developments can we expect to see from the company in the coming years?

In the coming years, we’re excited to expand our operations into Africa and to diversify our product and service offerings. We’re also looking at new technologies and innovations that will help us to stay ahead of the curve and to continue to deliver value to our customers. As a supplier to the tech industry, the rate of evolution is rapid and we are well position to continue to evolve.

What emerging trends do you see shaping the telecoms industry in the next five to 10 years, and how is the company positioning itself to capitalise on these trends?

I see several emerging trends that will shape the telecoms industry in the next five to 10 years, including the growth beyond 5G, the increasing importance of cybersecurity, and the rise of the Internet of Things (IoT). Additionally, the advancements in satellite technology by companies like SpaceX, led by Elon Musk, are expected to revolutionise the way we access and use telecommunications services. With the potential for low-Earth orbit (LEO) satellites to provide global internet coverage, Tekwecomm is positioning itself to capitalise on these trends by investing in research and development, building strategic partnerships, and staying ahead of the curve in terms of technology and innovation. We’re also exploring opportunities to leverage satellite technology to expand our reach and offering to our customers. ■

Broad-Based Black Economic Empowerment (B-BBEE) will always be a topic of heated debate in South Africa. Depending on an individual’s or organisation’s political leanings, it is viewed as either positive or negative, with few grey areas in between. Although BEE compliance is not compulsory for private businesses, the government's transformation policy makes it nearly impossible for firms to obtain licences or bid for tenders without meeting the stipulated BEE requirements.

However, many private sector companies – particularly those classified as Qualifying Small Enterprises (QSEs) – fail to recognise that complying with transformation targets can be achieved through the effective implementation of standardisation policies and practices.

QSEs are businesses with an annual turnover of between R10 million and R50 million. They are scored on the B-BBEE elements of ownership, skills development, management control, enterprise and supplier development, and socio-economic development. If they meet certain transformation targets, they are eligible to qualify for grants of up to R100 000 from the Small Enterprise Development Agency (SEDA), as well as other enterprise funding programmes in the country.

QSEs are prevalent in manufacturing and engineering, ICT and telecommunications, construction, and real estate, and can greatly benefit from standards set by the International Organisation for Standardisation (ISO), the global body responsible for setting uniform standards for companies and organisations worldwide.

Implementing ISO standards for BEEqualifying work

ISO standards help these industries meet regulatory requirements, improve governance, and assure clients of their commitment to quality and safety – all key factors in securing BEE-qualifying work. The government frequently requires construction firms and subcontractors that adhere to safety, environmental, and quality standards for its projects, as well as automotive, food processing, and packaging suppliers and manufacturers that demonstrate the ability to deliver quality and safety through ISO certification. Similarly, ICT service providers with expertise in data protection have a fantastic opportunity to win contracts from corporate and government clients.

There are several key ISO standards that businesses should implement to qualify for BEE work. These include:

• Quality Management (ISO 9001): Ensures that products and services consistently meet customer and regulatory expectations.

• Risk Management and Compliance (ISO 31000): Helps businesses effectively manage and mitigate operational risks.

• Health and Safety (ISO 45001): Critical for industries where workplace safety and compliance with labour laws are key concerns.

• Environmental Management (ISO 14001): Necessary for businesses seeking to manage their environmental impact and comply with sustainability regulations.

• Data Security (ISO/IEC 27001): Essential for IT companies and other sectors handling sensitive information that need to protect client data.

The ISO implementation process

QSEs should begin implementing ISO standards as soon as possible, particularly if they aim to pursue government or large corporate contracts, as early adoption positions businesses to meet BEE tender requirements. Since the ISO implementation process takes between three and six months, it is essential to start during expansion planning or as part of a long-term growth strategy.

The process begins with an initial assessment (gap analysis), followed by planning, resource allocation, and actual implementation. During these phases, the necessary policies, procedures, and systems identified in the gap analysis are put in place. These include process mapping, staff training, infrastructure upgrades, and internal audits.

Ensuring long-term sustainability

Once the QSE is confident that all processes comply with the ISO standard, it should engage an accredited certification body to conduct a formal audit. The certification body will assess compliance, issue the ISO certification, and provide recommendations for continuous improvement.

As the standard is implemented, numerous internal changes will occur within the QSE, ultimately positioning the company to bid for BEE-qualifying work. These changes will inevitably include improved documentation, detailed record-keeping, and enhanced staff training on new procedures, especially in quality control, safety, and risk management.

However, it is vital that the organisation's management team actively drives a culture of continuous improvement, incorporating regular internal and external audits into the business routine to maintain ISO certification. These changes will ensure the business remains structured, accountable, and compliant, crucial for securing BEE-qualifying work and long-term sustainability. ■

Your trusted partner in defence and security: Armscor

In an ever-evolving global landscape, defence and security solutions are crucial.

The Armaments Corporation of South Africa SOC Limited (Armscor) is an acquisition agency for the South African Department of Defence (DOD), and other organs of state and entities.

Armscor's mandate is to provide the armed forces with state-of-the-art defence matériel, delivering innovative defence solutions efficiently and effectively. The organisation manages the strategic capabilities of the DOD, producing research and vanguard technological solutions required to provide safety and security for South Africa, its citizens and the continent. Under the leadership of Advocate Solomzi Mbada, Chief Executive Officer, Armscor's core businesses include:

Acquisition

One of Armscor’s core businesses is acquisition. Its key functions include requirements analysis, technology development, design and development of products and product systems, the industrialisation and manufacturing of mature products and product systems that fully meet user requirements. It also entails procurement of existing and qualified products, as well as the acquisition of product system support for user systems during the operational lifetime of the systems. The organisation has capability to perform independent, centralised coordination and management role for technology acquisition and technology commercialisation.

Research and development

Armscor, through its research and development, is able to conduct defence research and scientific research, test and evaluation services, technology management, analysis and industrialisation and intellectual property management services. The organisation has capability to perform independent, centralised coordination and management role for technology acquisition and technology commercialisation.

3 Naval Dockyard

Dockyard provides repair and maintenance services to the SA Navy on various product systems from tugs, small craft, frigates and submarines. Maintenance and repair services cover both planned and ad-hoc projects. It is one of South Africa’s strategic national capabilities, where the country’s naval defence maintenance, repair and overall capabilities are housed.

For more information contact:

Corporate Communication Division

370 Nossob Street, Erasmuskloof X4, Pretoria, Republic of South Africa

T +27 (0) 12 428 1911

E info@armscor.co.za

W www.armscor.co.za

Landmark agreement boosts South African tech presence abroad

In a boost for South African business presence abroad, the India arm of leading tech company Jendamark Automation has announced a landmark agreement with a US$6billion India-based consulting service and systems integrator.

Jendamark, which also has a presence in Germany and the USA, signed a memorandum of understanding with Indian technology giant Tech Mahindra at the India-South Africa Business Conclave in New Delhi on 2 December 2024.

The agreement will see Tech Mahindra become a global partner for Jendamark’s Odin Manufacturing technologies, a range of digital solutions designed to improve productivity and operational efficiencies for small to large-sized businesses.

Strategic collaboration

The two companies will explore mutually productive commercial opportunities and collaborate on developing, implementing and supporting enterprise-class solutions for identified customers across the globe.

Jendamark’s director of innovations in South Africa, Yanesh Naidoo, said the company was proud that a successful global organisation like Tech Mahindra had chosen to partner with their Odin suite of products to help manufacturing customers become more effective in their daily operations.

“It’s a massive opportunity for Jendamark and Odin to gain access to a global market that is in need of human-centric productivity solutions in factories around the world,” said Naidoo.

Speaking after the official signing of the memorandum, Jendamark India CEO Himanshu Jadhav said the partnership would take Jendamark’s digital technologies to the next level.

“We are proud to have created our Odin software solutions in the developing economies of India and South Africa. And now we are very happy to partner with Tech Mahindra who, with their vast network, will take it to the developed economies and the rest of the world.

“Their expertise in leveraging business and enterprise solutions gives us the opportunity to expand beyond our horizons and to grow in different business sectors, bringing many benefits to both companies and our customers.”

Tech Mahindra’s global head of automotive consulting and solutions, Sachin Kulkarni, said the partnership with Jendamark was a strategic one.

“At Tech Mahindra, we are focused very heavily on the factory of the future as a capability across the manufacturing sector. We are going to scale at speed using Jendamark’s Odin Manufacturing suite.”

The business conclave also recognised 30 years of diplomatic relations between the two countries and included the official launch of the India-South Africa Chamber of Commerce (ISACC), established in August to strengthen

economic ties between these emerging economies.

In his opening address, the South African High Commissioner to India, Professor Anil Sooklal, stated Africa was on the rise and ripe for international investment.

“Africa is the last frontier of development and the gateway to the continent is naturally South Africa.”

Sooklal urged South African businesses to invest in India, saying, “We will miss out on major opportunities if we don’t take advantage of them and the goodwill that exists in this country towards South Africa.”

Jendamark’s Indian success

For Jendamark, this year marked 10 years of doing business in India. While many businesses on the subcontinent had explored opportunities in South Africa, not many South African businesses had gained a foothold in India, said Jadhav.

“One of the key reasons for the success of Jendamark in India is the trust which the South African management team has in us, and vice versa. Also very important is understanding the differences in culture and mindsets, but not losing sight of the business objectives, and making sure that the customer always gets the Jendamark quality they expect from the brand.”

Also represented at the conclave session on opportunities within the digital economy was Jendamark’s Odin Education division, which has developed a full-stack ed-tech solution to bridge the digital divide for underprivileged schools in both countries.

Odin Education head Ajit Gopalakrishnan said tech-enabled learning and skills development were critical to the future of both, especially in building a knowledge-based economy.

"We have two shared challenges as countries. Firstly, there is no shortage of talent in underprivileged schools but it is squandered because of lack of access to resources, networks and support,” he said.

“Secondly, we have a relevance problem. Our education systems are disconnected from the evolving needs of industry, so we need to rethink these systems. And in these shared challenges lies the opportunity to collaborate and innovate,” said Gopalakrishnan.

Naidoo added that the South African-developed solution was already having a significant impact on underprivileged pupils in India.

“We hope that the widespread adoption and opportunities it is creating for kids in India acts as an example that allows us to expand the use of Odin Education in our own environment.” ■

WITH LOCAL SOLUTIONS Rebuilding SA’s infrastructure

Bani Kgosana, Chief Revenue Officer at Pragma, explains how South Africa can overcome its infrastructure challenges by tapping into homegrown tech and expertise. With Pragma’s innovative asset management solutions, local contractors and a focus on scheduled maintenance, the country can revitalise its government-owned assets and drive sustainable growth. In this Q&A, Kgosana shares the potential for transformation across key sectors like healthcare, water management and logistics.

South Africa is facing a significant challenge with its deteriorating infrastructure. What do you believe is the key to addressing this issue?

The key to turning around South Africa’s infrastructure decline lies in leveraging locally developed technology and expertise. We have an abundance of local talent and solutions, and if we can harness this, we can address crucial challenges like water management, healthcare, and logistics. For instance, we’ve already seen the positive impact of scheduled maintenance at Eskom, where it led to over six months without load shedding, demonstrating the real difference that proper maintenance can make.

Can you tell us more about the solutions Pragma has developed to address these challenges?

Pragma specialises in enterprise asset management, with our flagship solution, On Key, enabling the efficient management of maintenance processes across various sectors. On Key allows for the end-to-end management of operations, ensuring resources – whether in-house or contractors – are deployed efficiently. This system removes the risk of delays or poor-quality work by ensuring that the right contractor is always selected for each job, based on proximity and expertise. This reduces costs and maximises efficiency across the board.

BANI KGOSANA

How does Pragma’s approach support local contractors and small businesses?

Through a rigorous accreditation process, we ensure that only contractors with the right skills and qualifications are selected for jobs. What’s unique is that we outsource maintenance work to smaller businesses, creating opportunities for regional SMEs rather than relying on large firms. This not only boosts the local economy but also ensures that the work is done efficiently and in line with legislative standards. It's a win-win for both the contractors and the government.

What impact has Pragma’s approach had in real-world applications?

We’ve seen some fantastic results from our work with municipalities and public-private partnerships. For example, at Albert Luthuli Hospital in KwaZulu-Natal, which is one of the country’s top public hospitals, we have been able to improve facilities management. In the public sector, we’ve helped one large metro report a 2 500% increase in operational output, with accurate asset data driving better decision-making. In another case, managing the tyres of a refuse fleet resulted in a saving of R10 million per year. These kinds of outcomes highlight the potential for applying our solutions on a much broader scale. By leveraging these successes, we can unlock further efficiencies and drive sustainable growth across other sectors.

What is your vision for the future of South Africa’s infrastructure, and how can others get involved?

If we can replicate the success we’ve seen in the energy sector with Eskom across other sectors like water management, healthcare and municipal building management, the impact on South Africa’s infrastructure will be profound. The key to this transformation lies in collaboration. We’re calling on government officials, industry stakeholders and potential partners to join us in revitalising the country’s infrastructure. Together, we can create a path to sustainable growth and restore confidence in South Africa’s ability to manage and maintain its assets.

About Bani Kgosana, Chief Revenue Officer, Pragma

With over 20 years in IT-related operations and sales, Bani has excelled in leadership roles, making him a key player in driving growth and market presence. He held senior roles at Britehouse, Dimension Data and NTT Data Group.

Fuelled by a passion for digital innovation, Bani’s superpower lies in blending client-centric, data-driven, and design-led principles into initiatives. He is highly respected within the IT community and the public sector.

About Pragma

Established in 1990, Pragma is an engineering services company that delivers enterprise asset management solutions tailored for industry. It provides smart asset management solutions, specialised management practices and supporting software applications to a diverse, assetintensive client base in the mining, manufacturing, public infrastructure, retail and corporate facilities, renewables and oil and gas sectors helping them perform at their peak while balancing asset performance, cost and risk.

Pragma’s offering is a blend of services – from consulting and business process outsourcing to condition monitoring and training. Passionate about innovation, the company continually invests in its suite of software products and related technologies.

Headquartered in South Africa, Pragma has a global footprint with regional offices and representation in Europe and Mexico. Partnerships with various companies worldwide extends its services into many more territories.

FICA compliance: Why the time for accountability is now

What do Old Mutual and HSBC Johannesburg have in common? No, it’s not that they’re both financial services providers or that the pair are big players in South Africa’s financial services landscape. Each of these institutions has recently been penalised for noncompliance with the Financial Intelligence Centre Act (FICA).

By Sameer Kumandan, MD of SearchWorks

… the era of leniency is well and truly over.

In September 2024, the South African Reserve Bank (SARB) imposed sanctions on Old Mutual for failing to meet customer due diligence (CDD) obligations, failing to report suspicious and unusual transactions in a timely manner, and neglecting to adequately develop and implement a Risk Management and Compliance Programme (RMCP), among other offences. Old Mutual faces a penalty of R15.9 million for noncompliance.

In October, SARB announced that HSBC had failed to comply with certain provisions of FICA and would be charged a financial penalty totalling R9.5 million. HSBC’s offenses also related to CDD and RMCP, as well as failing to respond to automated transaction monitoring system (ATMS) alerts within the required timeframe.

Similarly, Kunene Ramapala Incorporated, a law firm, was penalised R7.7 million for gross negligence and multiple FICA compliance failures. These failures included not

implementing a Risk Management and Compliance Programme (RMCP), failing to scrutinise clients against the targeted financial sanctions (TFS) list, and sharing login credentials on the goAML system. This case marked the first appeal of its kind, in which the FIC’s decision to enforce penalties was upheld by the Appeal Board.

The consequences of non-compliance

If anything, these sanctions showcase the consequences of noncompliance and indicate that the era of leniency is well and truly over. They also demonstrate SARB’s commitment to upholding robust financial practices and preventing financial crime. FICA is not a suggestion – it’s the law and the law is coming for those who fail to meet their obligations.

And let’s not forget that the cost of non-compliance extends far beyond penalties. The impact of the reputational damage, operational disruption and potential loss in trust, that can negatively affect established business partnerships, can often be far worse than the financial implications. Even a small lapse in compliance can lead to devastating consequences. This puts additional pressure on all accountable institutions to prioritise compliance, especially given recent amendments, which have expanded the definition of what constitutes an ‘accountable institution’. The new definition now includes crypto-asset providers and high-value goods dealers, among others. These changes aim to close gaps in existing anti-money laundering (AML) and counter-terrorist financing (CFT) prevention measures and better align South Africa’s regulations with international standards.

Beyond greylisting

These obligations have become even more critical, and there has been greater regulatory scrutiny, since South Africa was greylisted by the Financial Action Task Force (FATF) in February 2023. Being placed on the FAFT’s grey list means that our country has various shortcomings when it comes to preventing money laundering, fraud, and terrorist financing. At the time, the FAFT provided a breakdown of where we were falling short and gave us a strict deadline to address these 22 strategic deficiencies. That deadline is looming.

At present, there are about six outstanding items on the list that must be remedied before February 2025. One of the outstanding action items, which should have already been completed, was delayed due to low compliance by companies and trusts, such as the financial services brands mentioned above.

The importance of automation in compliance

If we want to be removed from the grey list next year, all accountable institutions must recognise their role in safeguarding South Africa’s financial system. Compliance is not only a legal requirement; it is also a strategic asset in a business landscape where trust and transparency are becoming increasingly important. In addition, having the right compliance strategy and infrastructure in place future-proofs businesses

FICA compliance checklist

To ensure FICA compliance, institutions must adhere to the following requirements:

• Register with the Financial Intelligence Centre (FIC)

• Appoint an Anti-Money Laundering (AML) / Combating the Financing of Terrorism (CFT) Compliance Officer

• Develop a Risk Management and Compliance Programme (RMCP)

• Perform Customer Due Diligence (CDD)

• Submit reports to the FIC

• Keep records

• Provide ongoing training

• Screen for persons on sanction lists and Politically Exposed Persons (PEPs) lists

• Monitor transactions and customer behaviour

• Report suspicious activity

against evolving regulatory demands. Tools like VOCA, powered by SearchWorks, streamline compliance processes for accountable institutions.

A verification, onboarding, and compliance application, VOCA simplifies compliance by automating customer due diligence processes and ensuring adherence to FICA requirements. When compliance is automated, tasks such as ID verification and document validation happen automatically, in real-time, which streamlines the onboarding process and reduces the risk of oversight. Furthermore, applications like VOCA are designed to have a deep understanding of local regulations, including the latest amendments to FICA so that businesses don’t have to stress about failing to update their compliance strategies. When compliance is automated, manual efforts are reduced, which means that businesses have more time to focus on your core business activities. ■

POWER PLAY

With the aim of building, connecting and empowering, Lesedi Nuclear Services has established itself as a leader in the energy sector.

Lesedi Nuclear Services is an extremely innovative and dynamic engineering company that is dedicated to delivering the highest-quality engineering, procurement and construction (EPC) services to the energy sector. Originally evolved from Intens Engineering, founded in the 1980s, Lesedi has since diversified and successfully completed numerous key projects in the nuclear field, as well as in the company’s three major markets, namely power generation, mining, oil and gas.

Headquartered in Cape Town, and with other offices (including in Centurion, Gauteng), Lesedi has a Level 3 B-BBEE accreditation and is made up of approximately 500 employees dedicated to clients across the continent. It also works with major players in the energy sector, as well as independent power producers.

The company’s core focus is on nuclear power, where it has established a strong track record of delivering complex and highly technical projects. Lesedi Nuclear Services has an extremely skilled team of engineers, project managers and

technical specialists who bring together expertise from across the nuclear sector to deliver projects that meet the highest international standards.

Lesedi’s core services include feasibility studies, design, procurement, construction, commissioning and maintenance of nuclear power plants. The company has a strong commitment to safety, and all projects are delivered with a focus on minimising environmental impact and promoting sustainable development.

Within the mining sector, Lesedi has worked with some of the world’s leading mining companies to deliver complex projects. Its mining capabilities encompass a number of activities within the minerals processing and mining sectors. It services various ancillary plants that ensure mines operate functionally and efficiently. Through its network of worldclass technology partners, Lesedi offers gas-cleaning and emissions-control plants for most energy technologies and provides systems for the capture of dust, tars, acid mists, SO2 and various other acidic gases and contaminants in the mining sector.

With experience in the oil and gas sector, Lesedi has delivered a range of projects, including pipeline construction, storage tank installations and offshore platform refurbishments. The company has a deep understanding of the unique challenges faced by the oil and gas industry, including safety, environmental and regulatory considerations.

Lesedi also has experience in delivering solar, wind and hydroelectric power projects. The company has a strong focus on sustainable development and is committed to supporting the transition to a low-carbon economy.

Lesedi’s expertise in different markets is underpinned by its strong engineering and project management capabilities. The company has a highly skilled team of professionals with a deep understanding of the technical, regulatory and commercial requirements of different industries.

Lesedi also places a strong focus on skills development. With this in mind, it established the Lesedi Skills Academy to provide training and development opportunities for employees and the wider community.

The Lesedi Skills Academy is a private training provider that opened its doors in 2015. The academy provides skills development and training (mechanical fitting, boilermaking and basic welding), enabling young people and previously disadvantaged individuals to enter the formal job market.

Through focused quality training, employed and unemployed learners are provided with the knowledge and skills to progress in the engineering and related fields.

Track record

Oil and gas

• Has carried out EPC of the balance of plant for Eskom’s four gas turbine power stations in Atlantis and Mossel Bay in the Western Cape

• Has undertaken the mechanical erection of 14 x 150 MW (2 100 MW) gas turbines and associated turbine halls for Siemens

• Has successfully completed projects across Africa since 1990, illustrating its expertise.

Mining

• Executes turnkey engineering projects in the minerals processing and mining industries

• Offers gas-cleaning and emissions control plants for Lesedi clients through its network of worldclass technology partners

• Provides systems for the capture of dust, tars, acid mists, SO2 and various other acidic gases and contaminants in the mining sector.

Nuclear

• Has carried out 30 years of upgrade and maintenance projects at Eskom’s Koeberg nuclear power station in Cape Town, including at least 150 plant modifications

• Undertakes international maintenance service contracts in England, Brazil, China, France and the US, resulting in more than 75 interventions since 2006.

Technology products

• Has successfully concluded agency agreements for several state-ofthe-art products and services, such as Conco Systems and Arkema.

• Performs mechanical heat exchanger and condenser tube cleaning as the African distributor for Conco, based in the US. Conco has cleaned more than 100 million condenser and heat exchanger tubes, making it the number one condenser and heat exchanger performance company in the world.

Biomass, waste to energy, and solar

• Has achieved preferential bidding status for two biomass projects in SA’s REIPPP – 16.5 MW (sugar cane) and 5 MW (wood chip)

• Is developing more than 20 projects in Africa

• Its global partner has built in excess of 100 bioenergy power plants, totalling more than 2 650 MW.

Thermal

• Has carried out balance of plant for Eskom’s Medupi and Kusile, the world’s biggest dry-cooled power stations

• Has undertaken turnkey engineering contracts for plant-life extension and major refurbishments including high-frequency power supplies; electrostatic precipitators; and ash-handling systems.

South Africa POWERS THE GREEN HYDROGEN REVOLUTION IN MINING

The mining industry is undergoing a green revolution, with hydrogen emerging as a powerful solution to decarbonise operations and unlock new economic opportunities. As the industry embraces this clean fuel, key case studies, cost analyses, and next steps highlight the potential and challenges of adopting hydrogen in mining.

By Anneline Sonpal, Partner, Singular Group

Mining is a significant carbon emitter, but green hydrogen offers a game-changing solution. Replacing diesel with hydrogen can reduce emissions, as seen in Anglo American’s hydrogen-powered haul truck, which could cut diesel emissions by 80%.

Hydrogen refuelling is also faster than battery charging, making it operationally efficient. As global hydrogen demand is set to surge, mining can play a key role in adopting hydrogen technologies to decarbonise hard-to-abate sectors.

South Africa: The low-cost hydrogen leader

South Africa has a competitive edge in green hydrogen production due to its strong renewable energy resources and established infrastructure. Africa’s low-cost energy potential, driven by its high renewable energy endowments, offers a

significant advantage.

South Africa can produce green hydrogen at $2-$2.4/kg, below the global average. The hydrogen economy is expected to contribute 3.6% to South Africa’s GDP and create over 370 000 jobs by 2050.

Key advantages for South Africa include:

• Proximity to renewable energy: Mines near solar and wind resources can produce hydrogen at low costs.

• Infrastructure readiness: Existing rail, road, and freight systems support hydrogen distribution locally and internationally.

• Export potential: Africa could export 20-40 Mt of hydrogen and its derivatives annually by 2050, meeting 22% of global cross-border trade demand.

Mining’s hydrogen trailblazers

Miners are uniquely positioned to adopt hydrogen due to their operational advantages:

• Mines are well-positioned for hydrogen production due to access to renewable energy and land.

• Hydrogen-powered mining haul trucks offer advantages, including centralised refuelling and faster refuelling times.

• Decarbonising mining with green hydrogen can significantly reduce emissions and ensure African minerals remain competitive.

Anglo American – South Africa

• Developed the world’s largest hydrogen-powered haul truck at the Mogalakwena mine.

• Achieved an 80% reduction in diesel emissions with on-site hydrogen production powered by a 140-megawatt solar plant.

Fortescue Metals Group – Australia

• Launched the $50 million Green Metal Project to produce 1 500 tonnes of green iron annually by 2025.

• Established a hydrogen refuelling station producing 530 kilograms daily to power 10 hydrogen-fuelled coaches.

• Faced delays in meeting its 2030 target for producing 15 million tonnes of hydrogen due to rising energy prices and geopolitical instability.

REFERENCES:

Challenges: navigating the hydrogen frontier

While the potential is enormous, miners face significant challenges:

• Achieving Africa’s green hydrogen ambitions requires significant investment, estimated at $450-900 billion by 2050. Approximately 70% of this investment would fund renewable energy and electrolyser capacity building, with foreign direct investment playing a crucial role.

• Reliable renewable energy infrastructure, electrolyser facilities, and hydrogen distribution networks, including pipelines and ports, are critical for scaling hydrogen in mining.

• While hydrogen is expected to reach cost parity with fossil fuels by 2030, miners must navigate current economic uncertainties.

The way forward

To harness the full potential of hydrogen, miners must take a proactive approach:

• Analyse the costs and benefits of hydrogen projects to justify investments.

• Collaborate with partners in infrastructure, energy, and capital to create a supportive ecosystem.

• Explore opportunities for hydrogen exportation, oxygen sales (a by-product of hydrogen production), and domestic clean energy supply.

• Position operations to benefit from the emerging hydrogen economy by aligning with global decarbonisation efforts.

Unlocking Africa’s hydrogen potential

Africa holds immense promise for renewable hydrogen production. However, many regions lack reliable power supply, making renewable energy development crucial. With a strong infrastructure base, Africa could meet domestic clean energy needs and become a major green hydrogen exporter. Southern Africa is poised to supply green hydrogen to Europe, Japan, and South Korea. Strategic planning, collaboration, and investment in infrastructure and renewable energy are critical to unlocking hydrogen’s economic and environmental benefits. ■

• Anglo American Hydrogen Initiatives Mining.com: Details on Anglo American’s hydrogen-powered haul truck at the Mogalakwena Platinum mine.

• Fortescue Metals Group’s Green Metal Project CarbonCredits.com: Fortescue’s Green Metal Project in Australia, its hydrogen refuelling infrastructure, and production targets.

• FuelCellsWorks.com: Updates on Fortescue’s project delays due to geopolitical and energy price challenges.

• Global Hydrogen Demand and African Potential AGHA-Green Hydrogen Potential Report: Data on Africa's renewable hydrogen potential, including economic impacts, export capabilities, and investment requirements.

• Hydrogen Pricing and Projections Hydrogen Valley Feasibility Study (South Africa): Cost competitiveness of South Africa’s hydrogen production compared to global averages.

• Economic Impact in South Africa Ministry of Science and Innovation, South Africa: GDP contributions and job creation projections for South Africa's hydrogen economy.

• Energy Cost Contribution Singular Research and Analysis: Insights into the role of energy costs in hydrogen production and Africa's comparative advantage.

• European Green Hydrogen Demand European Green Deal Hydrogen Strategy: Export markets, particularly Europe and Asia, for African hydrogen.

• Global Investment Requirements International Renewable Energy Agency (IRENA): Investment estimates for renewable hydrogen production in Africa by 2050.

Collaboration is key

in solving mining effluent water challenges in SA

At a time of increasing environmental scrutiny, South Africa’s mining sector, a key contributor to the country’s economy, faces a pressing challenge: water management. While the industry contributed R202 billion to GDP last year and saw a production boost of nearly 5% in September, the environmental risks posed by mining effluent are mounting.

Although mining uses just 3% of the country’s water resources, its effluent creates some of the most severe water quality challenges that South Africa faces today.

According to Burt Rodrigues, CEO of Biodx, a South African biotech company specialising in sustainable water solutions, the problem is compounded by a lack of collaboration and foresight in addressing water contamination. “Effluent from mining operations often sits in holding ponds indefinitely, or worse, overflows into rivers, causing significant environmental and community damage,” he says. “This is no longer just a mining problem but a national challenge that requires industrywide collaboration.”

Once mines use water from rivers, dams, or boreholes, it becomes contaminated with pollutants such as heavy metals, sulphates, and other chemicals. In turn, this creates vast volumes of hazardous effluent. Mining companies are legally obligated to treat this water to meet the Department of Water and Sanitation standards before releasing it back into the environment. However, financial constraints and a lack of actionable strategies often result in non-compliance.

“There are mines that prioritise sustainable practices and invest in advanced water treatment systems,” says Rodrigues. “Worryingly, others choose to ignore the problem, leaving communities, farmland, and ecosystems to bear the brunt of their inaction. From dead fish to being unable to use their water, it has become a matter of accountability and collaboration.”

This is no longer just a mining problem but a national challenge that requires industry-wide collaboration.

In one case, a mine near Bronkhorstspruit faced a legacy problem of 400 million litres of polluted water spread across three dams. Despite proposals from Biodx to implement a cost-effective filtration system capable of cleaning the water over two years, the mine declined to act, as operations had ceased. “They had made their profits and had not budgeted for water management following the mine’s closure,” Rodrigues explains. “Now the environment and nearby communities are left with the fallout.”

Contrast this with a new coal mine near Bethal, which has embraced innovative solutions. The mining house has worked with Ascent Project Consultants, Biodx, and other

technology providers, including Siemens and DLM, to develop an automated water treatment system. This system is capable of blending effluent with treated water to meet compliance standards. It integrates hydraulic and mechanical systems, advanced measuring units, and Biodx’s Cronodx technology. This technology uses real-time data to monitor contamination levels and optimise treatment processes without human intervention.

“The Cronodx system was designed to provide real-time, actionable data to address one of the mining industry’s most critical challenges: water contamination,” says Prof Cloete, developer of the Cronodx technology for Biodx. “By integrating advanced sensors and AI-driven analytics, we can monitor water quality with precision and ensure compliance with environmental standards. This level of insight not only helps mining operations meet regulatory requirements but also fosters responsible water management practices that benefit surrounding ecosystems and communities.”

Another success story is the work done by a precious metal refinery in the East Rand. This mining house has invested heavily in state-of-the-art purification plants. “It treats all its effluent daily, ensuring that only clean water is discharged back

into the environment,” says Rodrigues. “It is a model for how mining operations can integrate sustainability into their core operations.”

Moreover, there are significant advantages to effective water treatment. In the study “South Africa’s options for mineimpacted water reuse,” it is noted that South Africa ranks among the top thirty driest countries globally. Alarmingly, it is anticipated that the country’s water demand will surpass its supply by next year. The South African government has identified that substantial amounts of water could be recovered through the recycling of treated water affected by mining activities.

At present, however, there is a substantial production of treated water from mining activities that is often only considered for discharge or disposal. This treated water could instead be utilised in sectors currently consuming high-quality water unnecessarily, such as agriculture, sanitation, or industrial processes. Repurposing this wastewater to meet ‘fitness-for-use’ standards for alternative uses could significantly lower the costs associated with treatment compared to producing potable water. The analysis suggests that the optimal use for repurposed

mine-impacted water is in agriculture, specifically for irrigating crops, including food, forage, or energy crops, which currently consume the bulk of South Africa’s premium water resources.

Solving these challenges requires collaboration across the private and public sectors. “From engineering firms to biotech companies and regulatory bodies, everyone has a role to play,” says Rodrigues. This goes beyond a traditional suppliercustomer relationship and centres on creating partnerships that bring together the best technologies and expertise. We need to stop seeing environmental management as a cost and start seeing it as an investment in the country’s future,” concludes Rodrigues.

With millions of litres of polluted water at stake daily, and the rainy season heightening the risk of overflow and contamination, the urgency is clear. ■

REFERENCES:

1. https://www.statista.com/statistics/1121214/mining-sectors-value-addedto-gdp-in-south-africa/#:~:text=The%20mining%20sector%20forms%20 an,Gross%20Domestic%20Product%20(GDP)

2. https://tradingeconomics.com/south-africa/mining-production

3. https://www.africandecisions.com/resources/water-and-mining/

4. https://biodx.co/

GREEN ECoNomY Investment in the Western Cape makes business sense

Resource resilience is a necessary condition for business competitiveness, investor confidence, investment, economic growth, job preservation and job creation. In addition, growing the green economy sector (i.e. those businesses that provide green technologies, products and services) enables local manufacturing and job creation opportunities.

The 2025 green economy market intelligence reports (MIRs) identify key investment opportunities in renewable energy and water in the Western Cape.

The 2025 reports, published by GreenCape in partnership with the Western Cape Government Department of Environmental Affairs and Development Planning, cover key sector developments, achievements, players, legislation, market opportunities and challenges, and information about funding opportunities.

Download the MIRs free at: www.greencape.co.za/market-intelligence/

A green economy in the Western Cape goes beyond reducing carbon emissions; it is a resource-efficient, socially inclusive economy that creates decent jobs and sustainable infrastructure solutions for current and future generations.

Summary of 2025 green economy investment opportunities:

Embedded solar PV for agricultural, commercial, and industrial users: The embedded solar PV market for commercial, industrial, and agricultural users in the Western Cape, currently valued at R6 billion with 440 MW of installed capacity, is projected to grow to 1 500 MW (R20 billion) by 2030.

Large-scale renewable energy projects: With 465 MW of solar PV and 958 MW of wind power installed, the Western Cape’s large-scale renewable energy market is valued at R21 billion, with an additional R18 billion in projects set to roll out over the next six years. Despite grid capacity constraints, the implementation of a 10% maximum curtailment could unlock 2 680 MW of grid capacity for wind power, translating to R45 billion in potential investment.

Behind-the-meter Li-ion battery storage for commercial, industrial, and agricultural applications: The Behindthe-meter Li-ion battery storage market for commercial, industrial, and agricultural users in the Western Cape, currently valued at R750 million, is closely tied to the growth of embedded solar and expected to reach R2.3 billion by 2030.

Localisation of manufacturing: South African metropolitan municipalities are investing in water, wastewater treatment (WWTW), sanitation, and storm water infrastructure, providing key opportunities for businesses in these areas. The combined metropolitan municipalities’ planned water and sanitation infrastructure spend over the medium term (2024/2025 - 2026/27) is approximately R54.6 billion, of which R22.4 billion is planned by the City of Cape Town.

Collectively, the other Western Cape local municipalities are planning to invest ~R7.7 billion in water infrastructure over the same period. The components of the water value chain that present the biggest opportunities for localisation are mechanical hardware related to WWTWs and pumps. Opportunities for the plastic pipe market (HDPE pipes) will also be further unlocked within the next 10 years as municipalities are now in the position to replace their water distribution systems due to the current asbestos pipes reaching end-of-life.

Innovative financing models: There is an increase in project preparation support and available development finance linked to impact and sustainable development goals. These programmes include the Sustainable Infrastructure Development and Financial Facility (SIDAFF) and the Water Partnerships Office (WPO), both aiming to assist municipalities in building a pipeline of bankable projects.

GreenCape’s support to businesses and investors: By working at the interface of businesses, investors, government, and academia, GreenCape’s sector desks are in a unique position to collect, create, and disseminate free market intelligence on the green economy. To explore these investment opportunities further, visit their website.

For more information and support contact: GreenCape: info@greencape.co.za www.greencape.co.za

THE PITBULL IN HEELS Farah Fortune:

Award-winning founder and director of African Star Communications (ASC), Farah Fortune, is the powerhouse behind some of South Africa’s biggest celebrity and corporate brands. Known as “The Pitbull in Heels,” she started ASC in 2008 with just R1 000, a laptop and a dream. Today, her agency is a leader in PR and event management, working with global names like Coca-Cola, Nando’s, and Manchester United, as well as iconic stars such as the late AKA, Cassper Nyovest, Tumi Molekane, and Liezel van der Westhuizen.

FARAH FORTUNE

A multi-award-winning entrepreneur, she has been celebrated for her leadership and innovation, from the Mail & Guardian Top 200 South Africans to the Women in Leadership award in Mumbai. Her success proves that determination and vision can turn small beginnings into a lasting legacy.

In this Q&A with SA Profile, she shares her inspiring journey, PR insights, and advice for aspiring female entrepreneurs, highlighting the power of storytelling as a tool to connect, empower, and build meaningful bridges.

What motivated you to start this venture, African Star Communications?

Starting African Star Communications was my way of addressing a gap in the market. I wanted to create a platform that not only amplified the voices of African stars and brands, but also helped them navigate the complexities of public relations with authenticity and impact.

What motivated me most was the desire to change perceptions and showcase the brilliance of African talent to the world. I believed in building a PR agency that could combine creativity, strategy, and a deep understanding of the African market while also bridging the gap to international platforms.

How did you overcome challenges in the early stages of your business?

One of the biggest challenges I faced in the beginning was establishing credibility in a highly competitive industry. As a woman in business, especially in the PR field, meant I had to work twice as hard to prove my value. People often underestimated my capabilities, and there were times when I had to fight to be taken seriously.

Another major challenge was financial constraints. Starting out, I didn’t have a huge budget, so I had to be resourceful and creative with the limited resources I had.

I overcame these challenges through determination, a clear vision, and a relentless belief in my mission. I stayed focused on delivering excellent results for my clients, which eventually built my reputation and trust in the industry.

How do you approach, build and maintain relationships with big clients?

In public relations, your reputation is everything, so I’ve always focused on creating a foundation of credibility and reliability. One of the key strategies that worked for me was taking the time to truly understand my clients’ needs, goals, and industries.

It’s not just about providing a service; it’s about becoming a partner in their success. I make it a priority to listen to their vision and challenges and tailor my strategies to align with their unique objectives.

Another approach I rely on is transparency and open communication. I ensure that my clients are always in the loop about what’s happening, whether it’s a campaign strategy, media opportunity, or even a potential challenge. I make it a point to go the extra mile.

My advice to women is to own your space unapologetically and always know your value.

What was your experience working with well-known celebrities?

Working with well-known corporations and celebrities has been an incredible and dynamic experience. It’s a space that requires you to think fast, adapt quickly, and manage high expectations.

Every client comes with their unique goals, and my job has been to find innovative ways to make those goals a reality. For celebrities, their brand is deeply personal, and any misstep can have significant repercussions.

As a businesswoman in the communications industry, what changes have you observed over the years?

When I first started, traditional media – print, radio, and TV –dominated the landscape. These channels were the primary way to reach audiences, shape public opinion and build a brand. Campaigns were designed around TV commercials, radio spots, and full-page print ads. However, over the years, there’s been a dramatic shift towards social media and digital platforms. These new channels have completely transformed how we communicate, interact, and engage with audiences.

Digital platforms have provided powerful tools for targeting and analytics. Unlike traditional media, where metrics like viewership and circulation were often broad estimates, social and digital platforms offer precise data about engagement, demographics, and user behaviour. This allows for a more strategic and results-driven approach.

Social media platforms like Facebook, Instagram, Twitter, and TikTok have given wings to content creation, allowing anyone with a smartphone to become a creator, influencer, or commentator. Brands are now expected to maintain an active presence online, responding to consumers in real time and creating highly personaliSed and dynamic content. The speed of communication has also accelerated, with trends, news, and viral moments changing the narrative almost instantly.

Basically, the rise of social media and digital platforms has not only changed the medium but also the rules of engagement. The focus has shifted from broadcasting a message to fostering genuine, two-way interactions that build trust and community. This transformation has required adaptability, creativity, and a deep understanding of everevolving technology.

Where do you see your business in five to 10 years?

In five years, I see African Star Communications further solidifying its position as one of the go-to agencies for highprofile clients, both in South Africa and internationally. Within the next 10 years, I foresee us scaling beyond just public relations to include a broader spectrum of communications services – everything from brand development to influencer marketing and experiential campaigns.

What advice would you give to women looking to break into the business world?

My advice to women is to own your space unapologetically and always know your value. Build a strong support network, as it’s essential to have people who lift you up. Cultivate resilience to bounce back from setbacks, stay educated and remain adaptable to keep growing in an ever-changing world. Advocate for yourself, and never underestimate the power of speaking up for your needs and goals. Finally, lead with integrity – let your values guide your decisions and actions, ensuring you stay true to yourself and your mission.

What legacy do you hope to leave behind in the business world, particularly for future generations of female entrepreneurs?

The legacy I hope to leave behind in the business world is one that encourages and empowers future generations of women entrepreneurs to break barriers, stay true to their vision, and lead with authenticity. I hope to inspire women to not only excel in their careers, but to also use their success as a platform for positive change. ■

Farah Fortune’s prestigious awards and recognitions

2011: Mail & Guardian Top 200 South Africans

2012: The Annual Cool & Black Directory

2014: 'Women in Leadership Award’ in Mumbai from the Women’s World Congress and DHL - Tomorrow’s Leader Award

2016: African Women’s Awards – Zimbabwe and Social Innovation Leadership Award - Mauritius

2017 and 2018: Top 50 ‘Most Impactful Social Innovators’ (Global Listing)

2018: Glamour Woman of the Year (Business) - Glamour Magazine South Africa, Zodwa Khoza Foundation - Great Warrior Spirit Award and 10th Position on Superbalist 100 list

2019: Honourary Golden Key from University of Johannesburg, United Nations Chairwoman Award - United Nations - New York and Africa’s Most Influential Woman of the Year (Media)

2020: Mail & Guardian Most Powerful Woman (Media)

2021: Sunday World Newspaper Heroic Women Award

2022: Woman of Wonder Award – Panache

protecting South Africa, one byte at a time Magix Security’s Kevin Wotshela

KEVIN WOTSHELA

With two decades of experience in cybersecurity, Kevin Wotshela has built Magix Security into a trusted name in the industry. The company now serves over 300 clients across a range of sectors, offering bespoke IT security solutions tailored to each business’s specific needs. Backed by a skilled team of more than 20 cyber experts, Magix continues to lead the way in providing next-gen security services that keep businesses safe in an ever-evolving digital world.

Can you describe the path that led you to become the Managing Director of Magix Security? What experiences or influences were pivotal in your career? Most MDs in the cybersecurity space come from technical backgrounds, such as networking, computing, programming, and ethical hacking, whereas my transition into this sector came purely fortuitously through my love of tech from a clinical and financial risk rules-based background.

My earliest foray into the tech space gave me a technical foundation, enabling me to understand the tools and methodologies required to secure digital environments. My path to becoming the MD of Magix was shaped by spending

eight years in management orientation under the guidance of Hedley Hurwitz and Chris Hills, the founding partners and shareholders of Magix, without realising that I was being groomed for this role.

Working closely with Hedley, I gained firsthand experience of what cybersecurity is all about and became aware of the latest trends and developments in the field. The advent of Covid-19 and the disruption it brought to our way of living prompted an urge to adopt and adapt to innovative ways of doing business. The experiences gained during my steep learning curve, combined with my eagerness to learn, have been instrumental in my journey to becoming the MD of a wellestablished company with a solid 21-year track record.

What are some of the key milestones or achievements you have accomplished in your career, particularly in the field of cyber security?

Since assuming the role of MD, Magix has focused on creating innovative, proactive cybersecurity solutions that cater to the needs of clients across all sectors of business. Magix is a trusted partner, and we have built powerful alliances with leading IT security partners and vendors, which enable us to enhance our capabilities and offerings. We believe that we have introduced innovative cybersecurity solutions, such as Continuous Vulnerability Management (CVM), tailored for businesses of all sizes, which will help clients mitigate cyber threats and risks.

What specific areas of cyber security do you specialise in? How do you stay ahead of the latest trends and threats in this rapidly evolving field?

Insider Threat Management (ITM) and compliance to PCI DSS (Payment Card Industry Data Security Standard) are areas that I gravitate towards in the cybersecurity space. Magix’s specialty is offensive cybersecurity, and our intention is to continue growing in this space by adapting ourselves to the advent of AI in our sector, as well as enabling our customers to grow and benefit from the best-of-breed services Magix offers.

To stay ahead of the latest trends and threats in this rapidly evolving field, I have opted to learn about and research the impact of emerging technologies on cybersecurity, attend webinars and roundtable events hosted by our technology partners. Being part of strategic partnerships with leading technological partners and networks allows me an opportunity to gain insights into new vulnerabilities and world-class defence techniques.

What inspired you to venture into entrepreneurship within the cyber security industry? How do you differentiate Magix Security from other firms in the market?

My entrepreneurial journey into cybersecurity was driven by a deep awareness of the rapidly evolving digital landscape and the mounting threats that businesses face globally, particularly in our country. The growing reliance on technology, coupled with the increasing sophistication of cybercriminals, created a significant need for specialised cybersecurity solutions.

Magix sets itself apart from competitors by focusing on innovation, tailored security strategies, and ongoing employee education.

By offering comprehensive services such as penetration

testing, vulnerability assessments, endpoint protection and response, email/channel security solutions, insider threat management solutions, and third-party risk management solutions, Magix enhances holistic protection and approach against threats.

Magix prioritises client partnerships, helping businesses not only safeguard their systems but also maintain compliance with regulations such as PCI DSS, POPIA, GDPR, and others. Our custom solution, CVM, allows businesses of any size to access a scalable and cost-effective cybersecurity framework, ensuring they are equipped to manage modern digital threats while having a cybersecurity specialist on call 24/7/365.

We envision a future for the company that is firmly rooted in partnerships rather than mere service provision.

How would you describe your leadership style, and how has it contributed to the success of your team and the company as a whole?

There is a mix of leadership styles in my approach, which I believe aligns with Magix’s team needs as well as the company’s goals. I came into a culture where team members were encouraged to take ownership of their work, leading to increased commitment and productivity.

This positive culture enabled me to align myself with team members who understood what was expected of them and aligned the team’s work with the company’s goals.

I believe I adapt my leadership style to what is presented before me. I am very much aware of the strengths and weaknesses of the team; I am surrounded by very technical and experienced team members who have entrusted me to lead and manage the 21-year-old entity into the next phase of cybersecurity evolution and innovation.

What significant contributions have you or Magix Security made to the cyber security industry in South Africa? Are there any notable projects or initiatives you are particularly proud of?

Magix has made significant contributions to the cybersecurity landscape in South Africa by providing a wide range of services designed to protect businesses from cyber

threats. Notable initiatives include:

- The introduction of our Continuous Vulnerability Management (CVM) solution assists organisations in identifying and addressing system vulnerabilities through ongoing assessments. Our CVM solution provides real-time monitoring and feedback on potential threats, making it easier for businesses of all sizes to proactively manage their cybersecurity.

- We have elevated and enhanced our IT Security product portfolio by aligning ourselves with leading international cybersecurity solutions in vulnerability management, application security, insider threat management, cyber fraud, identity and access management, as well as email/channel security.

Magix’s role in improving cybersecurity in the country is rooted in our emphasis on forming strong, trust-based partnerships with businesses, enabling them to stay one step ahead of evolving threats.

What are your future goals for Magix Security, and how do you envision your role in shaping the cyber security landscape in South Africa? Magix has built a strong and credible track record in the cybersecurity landscape over two decades, and that goodwill is an asset that we intend to leverage by excelling in our service offering to our customers, both new and current.

We envision a future for the company that is firmly rooted in partnerships rather than mere service provision. The importance of building trusted relationships with our customers, where Magix acts as a proactive partner that not only protects businesses but also empowers them to manage their own cybersecurity, is our ultimate goal.

Our success in customising solutions like CVM, which offer real-time threat monitoring and tailored cybersecurity services that evolve according to a business’s needs, is what will continue to differentiate us from the rest of the competition. Magix must continue to innovate and adapt its services in alignment with the rapidly evolving threat landscape.

Are there any personal anecdotes or experiences that have shaped your professional ethos or approach to business?

I was brought up by parents and a maternal grandmother who instilled in me the importance of education, independence, integrity, respect, and the adoption of good life principles and values from an early age. Those principles continue to guide me to this day, charting my path in corporate South Africa.

I am deeply influenced by the concept of empowerment through education and strong mentorship. Growing up, I saw

how access to knowledge could level the playing field. I rely on a wide network of personal and professional mentors who guide and support me in my journey of growth.

The late Dr Clarence Mini, a medical doctor and trailblazer in the healthcare sector, sadly passed away in May 2020 due to Covid-19. Mr Michael Sacks (Motty), the retired former chairman of the Netcare Group, are professionals who have shaped who I am today. They didn’t just help me in my career; they taught me a lot about patience, resilience, and the importance of taking time to enjoy life outside of work. Their influence wasn’t just about making me better at what I do – it was about helping me grow as a person.

My journey in the cybersecurity sector started in mid2016, when I was fortuitously allowed to join Magix. I was empowered to figure out what tools to use to assist customers in reducing their vulnerability to threats. Looking back, I realise just how much the late Chris Hills and Hedley Hurwitz, my mentor and current chairman, have shaped who I am today. I’m incredibly grateful to have had them in my corner – not just as mentors, but as true friends.

What I love most about cybersecurity is that I get to protect people’s data in ways they often don’t see. Whether it’s keeping their information safe or helping businesses avoid a crisis, I know I’m doing something that matters. ■

About Kevin Wotshela

Kevin’s entry into cybersecurity was driven by his passion for technology and a background in clinical and financial risk management. His leadership has propelled Magix Security into a new era, marked by pioneering solutions such as Continuous Vulnerability Management (CVM) and strategic alliances with top IT security vendors.

His expertise extends to Insider Threat Management and PCI DSS compliance, ensuring that Magix remains at the forefront of cybersecurity innovation. His entrepreneurial spirit and adaptive leadership style have been crucial in navigating the evolving digital landscape, fostering a culture of ownership and productivity within his team.

Under Kevin’s guidance, Magix has significantly influenced the cybersecurity terrain in South Africa, empowering organisations with proactive solutions and forming trustbased partnerships. His vision for the future centres on building partnerships and adapting to the rapidly changing threat landscape.

Kevin’s personal journey is enriched by lessons from mentors and family, emphasising patience, resilience, and the joy found beyond work. His story is one of transformation and commitment to a safer digital world.

OF CHANGE The flow

In a bold move to challenge the status quo in menstrual care, Zizipho Ntobongwana founded Sheba Feminine. With a passion for sustainability, transparency and menstrual equity, Ntobongwana is leading a revolution in the industry.

Entrepreneurs and businesses can play a significant role in challenging societal norms and stigmas...

What inspired you to start Sheba Feminine, and what problem were you trying to solve?

In September 2017, during my period, I had a strangely reflective moment. I glanced at the box of tampons I was using and noticed something striking – it lacked an ingredient label.

ZIZIPHO NTOBONGWANA

That discovery sparked a cascade of questions: What exactly am I putting into my body? Why isn’t this information readily available? This was the moment that inspired me to start Sheba Feminine. I realised there was a significant gap in transparency within the menstrual care industry and a deeper issue around access to safe, organic, and environmentally friendly menstrual products — particularly for people in underserved communities.

Can you tell us more about your background and how your experiences influenced your decision to start a business focused on menstrual health?

I remember my first period in grade six at boarding school. My mom had left me a pack of pads, but I was clueless about how to use them. I nodded when she asked if I knew what to do, but I was embarrassed and unsure. That was the worst period I’ve ever had. I had many questions, and I didn’t know who to ask.

The menstrual health industry is like my mother. The pads are in the trunk, but the education is missing. Despite being progressive on paper, menstruation is still stigmatised. Many people lack access to truthful information, leading to feelings of shame. This realisation drove me to take a closer look at the industry and strive for change.

Tell us about the range.

The Sheba range was created to promote sustainable living and transparency in the menstrual care industry. Our products are made with organic and biodegradable materials, ensuring a healthier choice for both people and the planet. Our range includes: organic and biodegradable tampons and sanitary pads, anatomical panty liners, ultra-soft menstrual cups, and bamboo wet wipes

What drove your decision to create 100% organic and biodegradable sanitary products, and how do you think this sets your brand apart?

The decision to create 100% organic and biodegradable sanitary products was driven by two key concerns: the impact on bodies and the environment.

Conventional products contain harsh chemicals and plastics, posing health risks and contributing to the global waste crisis. At Sheba, we prioritise well-being, transparency, and sustainability. Our products biodegrade naturally, leaving a lighter footprint on the planet. This commitment sets us apart, advocating for a new standard of menstrual care that respects people and the planet.

Why the name Sheba Feminine?

The name Sheba draws inspiration from the Queen of Sheba, a figure known for her wisdom, boldness, and independence. Choosing Sheba was intentional. It connects to Africa’s rich history and heritage, celebrating a legacy of powerful women and stories that deserve recognition. At the same time, it symbolises empowerment, selfdetermination, and pride, which are at the core of what we aim to bring to menstruators through our products and advocacy.

How would you like to see the narrative around menstruation change in South Africa, and how is Sheba Feminine working to address this?

I’d love to see menstruation normalised as an everyday biological process, not a taboo or a source of shame in South Africa. Right now, the narrative around menstruation is often shrouded in silence, misinformation, and stigma, which fuels discrimination and hinders access to proper care. Periods are not a “women’s issue” but a human issue that affects education, equality, and well-being across society.

At Sheba Feminine, we’re reshaping the narrative around menstruation by providing accessible education and awareness workshops to empower menstruators and challenge stigma. We’re also using inclusive language to recognise all individuals who menstruate, regardless of gender identity. Through our advocacy for menstrual equity, we’re providing organic products to those in need and pushing for policy change to ensure menstrual products are seen as essential, not luxury, items.

How do you think entrepreneurs and businesses can play a role in challenging societal norms and stigmas around menstruation?

Entrepreneurs and businesses can play a significant role in challenging societal norms and stigmas around menstruation. They can drive change by creating inclusive products, using their platforms to amplify marginalised voices, prioritising education, advocating for policy change, and leading by example. By taking a stand, businesses can normalise the conversation, empower communities, and inspire other sectors to follow suit. At Sheba Feminine, we’re committed to selling a vision of a world where menstruation is no longer a barrier to dignity, education, or opportunity. ■

Balancing environmental compliance

and critical mineral extraction

South Africa’s critical mineral extraction sector faces mounting pressure to balance economic growth with environmental sustainability, as the global demand for clean energy technologies drives increased demand for critical raw materials, amplifying concerns over mining’s ecological footprint and regulatory compliance.

By NSDV’s Dominic Varrie, Candidate Attorney, and Mandy Hattingh, Legal Practitioner

…while South Africa’s strategic role in the global CRM market presents significant economic opportunities, these come with the responsibility of managing the environmental impacts…

In the global pursuit of sustainable development and the transition towards cleaner energy technologies, the demand for critical raw materials (CRMs) has surged, casting a spotlight on the impact of their extraction and processing.

For context, CRMs refer to raw materials that are economically and strategically important for various industries, particularly those related to technology, energy, and defence, but are at high risk of supply disruption due to their scarcity or concentration in certain regions. These materials are essential in the production of advanced technologies such as renewable energy systems (solar panels, wind turbines), electric vehicles (EVs), electronics, and military applications. Their critical nature stems from the combination of their high demand and the difficulty in securing reliable and sustainable supply chains.

Countries and jurisdictions like the United States and the European Union have published specific lists of CRMs. South Africa, however, has not done so, although the Department of Mineral and Petroleum Resources has identified minerals crucial to the country’s economy and global supply chains, including platinum group metals (PGMs), manganese, vanadium, and chromium. These minerals fall within the generally accepted global definition of CRMs.

As global demand for CRMs rises – driven by factors such as the growth of EVs, the adoption of renewable energy, and technological advancements – initiatives like the Lobito

Corridor are paving the way for sustained industry expansion. The Lobito Corridor, a vital transportation route connecting the mineral-rich regions of Central Africa, including the Democratic Republic of Congo and Zambia, to the Atlantic coast through Angola, provides more efficient access to export markets. This, alongside South Africa’s position as a leading global producer of PGMs, manganese, and significant reserves of vanadium, is strategically positioning the region for long-term growth, enhancing both supply chain efficiency and resilience in response to increasing global demand.

But while South Africa’s strategic role in the global CRM market presents significant economic opportunities, these come with the responsibility of managing the environmental impacts that mining inevitably entails. As we explore the economic opportunities presented by CRM investments in South Africa specifically, interested parties must understand how to navigate the intricate landscape of environmental and regulatory compliance. To do so, it is first necessary to understand the relationship between CRM mining and the environment.

CRM mining and its environmental consequences

Mining CRMs in South Africa plays a pivotal role in the global supply chain, particularly for clean energy technologies. However, the extraction of these materials carries significant

environmental consequences that require careful management to ensure sustainable development. Key environmental impacts include land degradation, water pollution, air pollution, and large-scale energy consumption, all of which can have lasting effects on ecosystems, the broader environment, and local communities.

Land degradation and habitat loss result when large tracts of land are disturbed for mining purposes, leading to soil erosion and the destruction of natural habitats. Although South Africa mandates mine rehabilitation, ensuring that land is restored to its original state remains a challenge. Additionally, water pollution, particularly through acid mine drainage (AMD), poses significant risks to the country’s already scarce water sources, as mining activities often lead to the contamination of rivers and groundwater with heavy metals and chemicals.

Air pollution from mining activities, combined with the heavy reliance on coal for energy, further exacerbates the environmental footprint of CRM extraction. Mining operations and coal-fired energy production plants emit particulate matter and greenhouse gases, contributing to both (well documented) local health issues and global climate change. Waste management is another pressing concern, with

Legislative framework and compliance requirements

improper disposal of tailings and other by-products posing the risk of toxic spills and environmental contamination.

Despite these challenges, South Africa’s legal framework provides mechanisms to regulate the environmental impact of mining preventing unacceptable damage while avoiding stifling sustainable development. Compliance with these regulations, along with innovations in greener mining technologies and waste management, is critical to striking a balance between economic growth and environmental protection. In addition to legal compliance, advancements in mining technology – such as the use of renewable energy in operations and innovative waste management practices – are becoming crucial to reducing the environmental impact of CRM extraction. These innovations help mining companies meet global sustainability goals while minimising their carbon footprints.

For mining operations, environmental compliance is not just a regulatory obligation but a cornerstone in the ethical and sustainable extraction of CRMs. Adherence to environmental standards ensures that extraction processes are conducted responsibly, minimising environmental disruption and mitigating the potential for long-term damage while also encouraging foreign investment and investor confidence.

South Africa’s environmental legal framework is governed by a range of laws designed to protect both the environment and the rights of people, while also promoting sustainable development. Key legislation includes:

Constitution of the Republic of South Africa, 1996:

Mineral and Petroleum Resources Development Act, 2002 (MPRDA):

National Environmental Management Act, 1998 (NEMA):

Guarantees the right of all people to an environment that is protected, for the benefit of present and future generations, through legislative measures aimed at preventing pollution, promoting conservation, and ensuring sustainable development.

Regulates mining rights, prospecting rights, and mining permits, all of which must be obtained before any mining activity can commence.

Along with specific environmental management acts (SEMA) published thereunder, including the National Environmental Management: Biodiversity Act, 2004; the National Environmental Management: Protected Areas Act, 2003; the National Environmental Management: Air Quality Act, 2004 (NEMAQA); and the National Environmental Management: Integrated Coastal Management Act, 2008. Under NEMA, an environmental authorisation (EA) is required before any mining or prospecting activities can begin.

National Water Act, 1998 (NWA):

Governs water use in South Africa. If a mining or prospecting activity involves water use listed under Section 21 of the NWA, a water use licence (WUL) must be obtained from the Department of Water and Sanitation (DWS), which assesses the environmental impacts of the proposed activity.

Before mining or prospecting, it is necessary to obtain various rights or permits under the MPRDA, NEMA, and other applicable environmental statutes, depending on the environmental impact of the specific operation under consideration.

From an environmental perspective, the key authorisation is an EA under NEMA. A WUL under the NWA may also be required, depending on the water uses associated with an activity. Securing an EA involves the applicant conducting a Basic Assessment (BA) or a full Scoping and Environmental Impact Assessment (EIA), depending on the specific listed activities triggered by the proposed development, which is determined by the size of a prospecting or mining project.

Both the BA and EIA processes include requirements for public consultation. Compliance with these obligations is critical to ensure that communities and stakeholders are properly informed and engaged. Failure to conduct meaningful and adequate consultation can lead to legal challenges and project delays. Recent high-profile cases, including (i) the interdict proceedings which prevented Shell / Impact Africa from conducting seismic exploration along the Wild Coast and (ii) the interdict proceedings and subsequent appeals against seismic surveys off the West Coast have shown that communities and environmental NGOs are increasingly vocal in their objections to projects that pose significant environmental risks. In these cases, the adequacy of public consultation was spotlighted, and in the Shell/Impact Africa case, these objections were successfully upheld by the High Court and the Supreme Court of Appeal. This emphasises the importance of transparent, effective engagement with affected communities, as failure to do so can result in legal setbacks, reputational damage, and even project cancellation.

The way forward

stewardship, ethical business practices, and transparent community engagement. Similarly, the International Finance Corporation (IFC) has outlined Environmental and Social Performance Standards that apply to mining projects, including those involving CRMs.

By promoting the use of these guidelines in its national framework, South Africa can position itself as a global leader in sustainable mining. This could involve encouraging the use of renewable energy in mining operations, improving waste management practices, and fostering stronger community relations through transparent consultation processes. By promoting innovation and sustainable practices, South Africa can ensure the long-term viability of its CRM sector while contributing to the global transition towards cleaner energy.

As the world transitions towards greener energy solutions, South Africa’s ability to incorporate sustainability into its CRM mining sector will be crucial. In addition to adhering to existing regulations, South Africa can adopt international best practices to further promote sustainability. For example, the International Council on Mining and Metals (ICMM) has developed Mining Principles that encourage responsible environmental

As the world transitions towards greener energy solutions, South Africa’s ability to extract CRMs responsibly will not only bolster its own economy but also set a global standard for environmentally conscious mining practices. By adhering to stringent regulations and prioritising sustainability, the country can ensure long-term benefits both for its people and the global supply chain. ■

REFERENCE: 1 Minister of Mineral Resources and Energy and Others v Sustaining the Wild Coast NPC and Others (58/2023; 71/2023; 351/2023) [2024] ZASCA 84; 2024 (5) SA 38 (SCA) (3 June 2024)

Webber Wentzel First woman of colour to lead

SAFIYYA PATEL

Safiyya Patel has been appointed as the new Managing Partner of Webber Wentzel, effective 1 March 2025, making history as the first woman of colour to lead the firm.

With nearly 30 years of experience at the firm, Patel brings a wealth of leadership and expertise to the role. She has been instrumental in the firm’s success in mergers and acquisitions, as well as Black Economic Empowerment (BEE) transactions, and has earned recognition in IFLR1000's Women Leaders Guide since 2018. Patel succeeds Sally Hutton, who steps down after a transformative decade at the firm.

“Being entrusted with the role of Managing Partner at Webber Wentzel is a profound honour," says Patel on her appointment as Managing Partner Elect. “I decided to run for the position with the hope that, after nearly 28 years in the legal profession, I would have the opportunity to shape and positively impact the future of the very organisation where I began my journey as a lawyer.

“Sally has set a high standard and an incredible example of what it means to lead with an unwavering focus on excellence and an enduring commitment to our firm and its clients. It will be my purpose to build on the firm's strong foundation and shape a dynamic and progressive law firm for the future – one where everyone has equal opportunities to excel and realise their full potential.”

Christo Els, Senior Partner, commended Hutton’s extraordinary contribution to the firm and described Patel as an experienced leader. “As we enter this new leadership chapter, we are fortunate to have an experienced leader in Safiyya. Over the past 10 years at the firm, she has held various important leadership roles, including serving on our Board and Executive Committee, and most notably, heading our market-leading Corporate Business Unit. I am confident that her vision and collaborative leadership style will ensure the firm continues to build on its well-established foundation.”

Furthermore, Gareth Driver, Senior Partner Elect, says Patel’s leadership marks a pivotal moment in both the firm’s journey and the broader legal sector. “Safiyya’s appointment as Managing Partner represents a significant milestone in the transformation of our firm and the broader legal services sector. I am confident that Safiyya’s purpose-driven and people-centred approach will make a major contribution to shaping a future for Webber Wentzel that is as bright as its past. I look forward to working closely with Safiyya to continue building on the legacy of Webber Wentzel.”

It will be my purpose to build on the firm's strong foundation and shape a dynamic and progressive law firm for the future…”

Patel specialises in general commercial law, mergers and acquisitions and transactions related to Black Economic Empowerment (BEE). She has advised on transactions relating to joint ventures, company formations and reorganisations and has worked across the mining, financial, and construction sectors. Her expertise also extends to media, telecommunications, broadcasting and information technology law. Patel has represented numerous international clients, local enterprises and various state-owned enterprises.

With Patel at the helm, Webber Wentzel is poised for a bright future, building on its strong legacy and pushing towards new heights of excellence and innovation. ■

Koko Khumalo CA(SA) RA Founder and Chief Executive Officer Motlanalo Chartered Accountants and Auditors Inc.

EMPOWERING BUSINESS

through cultural excellence

Leading one of South Africa’s fastest growing Black woman-owned audit firms, Koko Khumalo (CA)SA RA, talks to SA PROFILE about how Motlanalo Incorporated is contributing to transforming the country’s business landscape.

“The audit profession’s influence extends far beyond financial reporting—it shapes markets, governments and investor trust,” says Koko Khumalo CA(SA) RA, founder and CEO of Motlanalo Chartered Accountants and Auditors Incorporated. Auditors play a pivotal role in South Africa’s economy, maintaining trust, accountability and transparency in business and governance. For Black womanowned firms like Motlanalo, this role extends to driving economic, social and community transformation.

Transforming the audit landscape

Motlanalo is a growing Level 1 B-BBEE contributor ‘challenger firm.’ Its portfolio of business includes delivering complex audits to public sector entities, private and JSE-listed organisations in banking, insurance, investments, properties, retail, mining, telecoms, higher education, pharmaceuticals and transport. It also serves several member-based organisations and non-profits, as well as the public sector through the Auditor-General South Africa. Since 2018, Motlanalo’s impact has been amplified through its strategic partnership with EY.

“The confidence shown by our clients’ Audit Committees and Management has been instrumental in our growth,” says Khumalo.

Founded in 2017, Motlanalo set out to transform the audit profession and contribute to a sustainable and well-governed economy. From 12 employees in Polokwane, the firm has grown to over 100 staff across four provinces, serving public and private sector organisations with audit, assurance and risk management services.

“When we started, I was driven by a belief in the need for an audit firm devoted to cultural and professional excellence and inclusivity for Black professionals,” says Khumalo. Leveraging 20 years of experience and relationships in global Big Four firms and business, she set out to transform the audit profession.

www.motlanalo.co.za

Tel: +27 10 448 7793 | Email: info@motlanalo.co.za | Follow

Addressing systemic inequities

However, progress in transforming South Africa’s audit profession has been slow. In 2024, only 18% of the country’s 53 000 Chartered Accountants (CA(SA)) are African Black, reflecting ongoing systemic inequities like limited access to resources, mentorship and opportunities.

Motlanalo is instrumental in building a pipeline of qualified Black professionals, of which over 80% are female. Within its first three years, the firm produced its first Chartered Accountant (CA(SA)). Today, over 40 trainee accountants are completing their articles at the firm.

“The challenge requires a collective solution. Our profession must reflect society while upholding the highest standards of cultural excellence. It is essential that business and government create greater opportunities for Black professionals,” says Khumalo. “We have seen firsthand the transformative power of creating space for diverse talent and supporting individuals from all backgrounds to thrive.”

Motlanalo is not just reshaping its future – it is redefining the role of auditing in building a stronger, more inclusive South African economy. “We remain steadfast in our mission to transform the audit profession,” says Khumalo. “By increasing access and representation, we aim to drive sustainable business in South Africa and beyond.”

Revolutionising seasonal hiring

In a bid to optimise seasonal hiring, iContact BPO has partnered with M4Jam to deploy a digital contracting and onboarding platform. This cutting-edge solution tackles efficiency, transparency, and compliance challenges, setting a new standard for BPO sector operations and employee experience.

In the fast-paced world of Business Process Outsourcing (BPO), peak season hiring demands pose no small feat. Onboarding hundreds, sometimes thousands, of agents across geographically dispersed locations presents significant challenges in terms of resources, compliance, and operational efficiency. To tackle this, iContact BPO, a South Africa-based niche BPO serving international markets, has partnered with M4Jam to bring digital efficiency to its contracting and onboarding processes. By leveraging automation, cloud technology, and scalable solutions, iContact BPO is transforming its hiring process, ensuring speed, accuracy and compliance even during the busiest of seasonal surges.

Why digital contracting is a game-changer

“When recruiting and hiring a few hundred agents at a time, especially during seasonal peaks, efficiency, transparency, speed, and scale in the contracting and recruiting processes are crucial, while ensuring that compliance and quality standards are not compromised,” says David Hood, Chief Operating Officer at iContact BPO.

“Paper-based and manual contracting and onboarding is a time-consuming process prone to significant processing delays, errors, and inconsistencies in information due to mistakes, incomplete forms or incorrect information,” he adds.

“Storage and retrieval issues also pose compliance challenges when data and contract tracking are manual and scattered. As the business grows and more agents are onboarded, managing an increasing volume of paperwork becomes unsustainable and highly inefficient in terms of costs, time, resources, and employee experience,” Hood concludes.

How M4Jam’s digital solution makes a difference

The M4Jam digital onboarding and contracting platform was designed to address these challenges head-on, delivering:

1. Faster hiring process: Digital contracts enable prospective employees to sign documents instantly, eliminating delays. Candidates can complete onboarding tasks from any location, on any device.

2. Automated workflows: From job offers to employment agreements, digital workflows streamline the process by automatically generating, sharing, and tracking forms, while reducing confusion with clear steps and deadlines outlining what is required and when.

3. Scalability for high volume: The system seamlessly handles large volumes of applications during peak seasons, ensuring consistency and reducing administrative strain. Reporting features provide real-time progress monitoring, enabling quick the resolution of bottlenecks.

4. Remote accessibility: Remote hiring is simplified with cloud-based tools. Contracts and related documentation are securely stored and accessible 24/7 to both employer and employees in downloadable formats.

5. Improved agent experience: A smooth, efficient onboarding process ensures that candidates have a positive first experience, reducing attrition due to slow or cumbersome hiring processes.

6. Compliance and accuracy: Built-in compliance checks ensure that documents meet legal and organisational standards. Features like automated checks for missing or incorrect information significantly reduce errors, making the process more robust.

“The solution means rapid turnaround times, where employment contracts of large teams are done in days. Administrative overhead is reduced by automating repetitive tasks, and our client has access to talent in multiple geographies without logistical challenges,” says Hennie Oosthuizen, Executive of People Management Technology at M4Jam.

Oosthuizen adds, “By integrating digital contracting and onboarding, our client can meet the surge in human capital demand quickly and efficiently, ensuring operational continuity and customer satisfaction during critical periods.”

“Digital contracting enhances the employee experience by delivering a seamless, modern onboarding experience that reflects a company’s commitment to efficiency, innovation and employee centricity,” Oosthuizen says. “Providing a hassle-free

start helps new agent hires feel valued and supported, which boosts morale.”

Successful rollout and future plans

After a successful proof of concept in September 2024, iContact BPO is rolling out M4Jam’s digital contracting solution across its operations. This collaboration marks a significant step forward in streamlining seasonal hiring processes and reinforcing the company’s commitment to excellence in both operations and employee experience.

By integrating cutting-edge digital tools, iContact BPO is setting a new standard for efficiency and innovation in the BPO sector, proving that even the busiest hiring seasons can be managed with ease, speed, and precision. ■

LEADING MATTE BLK’S GROWTH Buyi Mafoko:

Buyi Mafoko, Managing Director of Matte BLK, has led the agency to major wins, including the Global Women in Marketing Award and DMASA Assegai accolades. Her innovative approach, especially in the township market, has positioned the company as a marketing leader. In this Q&A with SA Profile, she shares the principles driving her success and vision for the future.

BUYI MAFOKO

Your agency recently won the Global Women in Marketing Award for Outstanding Contribution. How does this recognition impact your vision for Matte BLK’s future?

Our future plans are taking us towards a more responsible social marketing ethos to every project we undertake, to unlock value for all stakeholders. This accolade is in line with that and affirms our vision is to grow beyond South Africa; we have a clearly articulated goal to expand into the rest of Africa to deliver purpose-led work to other emerging consumer markets across the continent.

Matte BLK has consistently stood out for its work in influencer, experiential and multilanguage marketing. What unique approach do you think has contributed to this success, particularly in such a competitive landscape?

We have an appreciation for regionalised communication and all our campaigns are born from strategy that is intuitive and leads with brand education. At Matte BLK everything is born in strategy, nurtured in creativity and deployed intuitively into regionalised executions with creative excellence. We are exceptional at creating nuanced campaigns with localised content and creative that decodes complex challenges into authentic campaigns, articulated to local communities for lasting impact.

You’ve made significant strides in reaching the township market. What challenges did you face in breaking into this segment, and what strategies have been most effective?

We are the very target market we are selling and most of our team either come from a village or township, therefore being authentic to this background enables us to bring richer insights into every project. By virtue of this fact, we also understand the solutionist mindset needed to tap into the communities and possess an inherent culture based on agile ways of collaborating for the efficient delivery of work. We first connect and then sell, therefore producing resonant communications is central to localising content to better appeal to township and rural consumers whether it be through influencers who are close to the community, activations campaigns that have local sentiment or translated material that delivers our message effectively.

Authenticity seems to be a central theme in your leadership and the agency’s work. How do you ensure this value is integrated into both your team culture and client campaigns?

Authenticity is our superpower! We lead with the story of who we are as individuals because this is what has uniquely shaped the culture of our organisation and fostered the community that keeps us connected to each other and the work we do.

Given the rapid changes in the digital marketing space, how does Matte BLK maintain its creative edge while staying true to its core values?

Our team is culturally connected and entrenched in our client’s industries; our work is human-conscious born from adaptable creative thinkers who see brand challenges as opportunities. Our relationships with our clients transcend supplier-service provider roles, we partner with them to deliver beyond-the-

brief campaigns that serve business objectives and obsess over what their brand obsesses about. We have therefore embraced digital developments and emerging technologies, but lead with education as our approach to ensure that we even the vulnerable populations within townships and rural communities are able to understand the implications of these on them and explore how they can benefit their daily lives.

As a full-time entrepreneur, what’s been your driving force through the ups and downs of building and scaling Matte BLK?

We have been on a four-year long journey of redefining our purpose for being in business, a challenge presented to us by the advent of the pandemic which like many other businesses almost brought us to the brink of collapse. This is the most recent challenge we’ve had to overcome from which we found meaning beyond the commercial value of being in business, our clients fought with us to stay operating because of their belief in the impact of the work that we do for them.

A key milestone for us has been our client partnership with Standard Bank that highlights the importance and impact of big business supporting small-to-medium businesses like ours, a crucial stimulus for our economic activity and demonstrative of the value of collaboration in delivering impactful campaigns that drive social change and deliver impactful business results. This was also a significant win because it cemented a seven-year long relationship and enabled us to bolster our in-house capabilities, attract key industry talent and grow our business twofold in the last two years.

You’ve mentioned learning from a variety of people rather than having a single mentor. Can you share how this approach has shaped your leadership and business decisions?

Being able to tap into leaders from across different fields and varying experience has enriched my insights on how to grow my business sustainably the benefit of having corporate mind with greater strategic exposure has brought sound guidance to me, making an otherwise mid-sized business conduct itself as a big business.

Looking ahead, what’s next for Matte BLK? Are there any new markets or innovations you’re particularly excited about?

Right now, we are focused on our Africa expansion plans and aiming to attract global clients looking to enter or grow in Africa and appeal to the same target audience. We’ve already serviced the likes of internation donor agencies such as USAID, therefore gaining experience working in different currencies and other markets beyond SA. ■

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SUCCESS From failure to

CEO and co-founder of Heavy Chef, Fred Roed has had his fair share of entrepreneurial ups and downs. In this interview, he shares his insights on entrepreneurship, overcoming failure and empowering entrepreneurs in South Africa.

Failure is part of success. Every path will have obstacles. We must embrace every failure as a learning opportunity.

FRED ROED

Can you take us through your journey of debt and failure at 27, and how you managed to turn your life around?

I started a business with my ex-wife, focusing on early childhood education for kids who were developmentally delayed. Initially, we grew quickly, but the market wasn’t ready, and it was too expensive for parents. We had to let go of many team members, and I took on all the admin and operations tasks, as well as marketing. Unfortunately, we used up all our savings and ran out of cash. At 27, I found myself around R1 million in debt. It took many years and a lot of pain, including a divorce, before I eventually made the money back.

What were some of the key lessons you learned from your experiences, and how have they shaped your approach to entrepreneurship?

My next business venture was a digital advertising agency that I co-founded with two good friends. It grew to be a successful firm with clients like Hyundai, Vodafone, FNB, The Foschini Group, and the City of Cape Town. My business partners complemented my communication skills with great strategic, financial, and operational expertise. I learned that having a strong team with diverse skills is crucial for success.

How did you come up with the idea for Heavy Chef, and what problem were you trying to solve?

Heavy Chef is a learning platform for entrepreneurs. We aim to solve the problem of entrepreneurs operating without the support of their community. They need practical input from other technicians, leaders, and creatives, as well as emotional support from people who understand their unique struggles.

Can you tell us more about Heavy Chef’s objective of inspiring people to start things and empowering them to succeed?

Our name comes from the saying ‘never trust a skinny chef’. We believe entrepreneurs can change the world for the better. South Africa has many problems that we feel entrepreneurs can solve better than anyone else. We inspire entrepreneurs to start new businesses and empower them to succeed. Heavy Chef celebrates people who walk the talk, practice what they preach, and ‘eat their own food’. We offer recipes on technology, leadership, and creativity for our community of over 55 000 entrepreneurs.

What are some of the most significant challenges that entrepreneurs in South Africa face, and what strategies or advice would you offer to help them overcome these obstacles? Entrepreneurs worldwide face significant challenges. In South Africa, we have additional challenges including corruption, extortion, bureaucratic employment regulations, vast distances to international markets, and deteriorating infrastructure. I urge entrepreneurs to find their tribe. It’s hard enough to do this on one’s own. Surround yourself with good people who genuinely understand the challenges you’re facing.

South Africa has many problems that we feel entrepreneurs can solve better than anyone else.

How do you think entrepreneurs can cultivate a healthy perspective on failure, and what advice would you give to those who are struggling?

Failure is part of success. Every path will have obstacles. We must learn to embrace each failure as a learning opportunity. What data does each hiccup provide? How can we apply that learning to iterating our offering? The opposite of success is not failure. The opposite of failure is stasis.

What are some common mistakes that entrepreneurs make?

The trap I fall into too often is not being clear about my priorities. What is the one thing that I must focus on above all else? The author of Good Strategy Bad Strategy, Richard Rumelt, urges us to figure out what is the ‘fulcrum’ of our strategy.

What inspired you to write The Heavy Chef Guide, and what do you hope readers take away from the book?

I wanted to write the book I needed when I was a young entrepreneur. Hopefully, the Heavy Chef series of books provides a mix of mentorship and meaning. It aims to inspire and empower a new generation of entrepreneurs. ■

in the BPO sector The value of female mentorship

By any reckoning, many women face a difficult path into finding sustainable employment. The International Labour Organisation (ILO) has found that found that globally, and in South Africa, the discrimination of women in the labour market persists. It is harder for women to find work compared to men.

By Lizelle Strydom, Managing Director, CareerBox Africa

Women that find employment are often employed in low paying jobs, where improvement prospects are limited. And young women face further barriers as they search for employment – they are likely to shoulder more responsibilities in their homes, have less disposable income for data or transport, and they are more likely to face harassment at a job interview.

Impact sourcing makes a difference

The Business Process Outsourcing (BPO) sector in South Africa has a great track record for employing women, in part because of a commitment to impact hiring practices. Socially responsible outsourcing strategies play an important role in promoting diversity and closing the gender gap in the workplace.

Industry body BPESA notes that female contact centre agents and knowledge workers continued to make up about two thirds of the South African global business services sector. This is particularly noteworthy when you consider that the ILO reports that the gender gap in South Africa between male and female labour force participation is 13.7%.

Closing the gender gap is beneficial to everyone involved. The World Bank estimates that just 61% of women in subSaharan Africa participate in the workforce, compared to nearly 74% of men. And yet, research shows that there are huge benefits to women who secure sustainable employment, with a powerful trickle-down effect for their families and their communities. Research has found that women typically reinvest up to 90% of their earnings in their families and communities, decreasing food poverty, and in education and opportunities for their children.

Companies that have a strategic goal of recruiting more women into their organisations experience positive effects on both the women who are employed and the company –Harvard Business Review found that companies that had aboveaverage diversity and inclusion at the core of their business reported improved financial performance.

Entry into the workplace is just the beginning

Sustainable employment is a crucial first step. However, once we place women into employment, we must also ensure that they have opportunities to progress and build a career. While placement into an entry-level position in the BPO sector offers women an incredible opportunity to garner additional skills through on-the-job training and workplace training programmes, a significant challenge for women from disadvantaged backgrounds is their lack of professional

networks, which in turn can limit their access to information, support and the opportunities that are crucial for career advancement.

Employees who come from disadvantaged backgrounds need workplace mentoring to improve their chances of progressing up the corporate ladder beyond middle management. This is particularly relevant in impact sourcing models where many of the people placed in entry-level positions in all likelihood did not experience tertiary education programmes or come from a strong secondary schooling environment.

A study found that women who have mentors are more likely to reach senior leadership positions…

Mentorship has a positive impact

Research consistently shows that mentorship plays a crucial role in supporting women in the workplace. A study found that women who have mentors are more likely to reach senior leadership positions, while mentorship can increase an employee’s chance of being promoted by almost 80%.

Women from previously disadvantaged communities benefit greatly from having mentors who reflect their background and can understand their challenges both within and outside the workplace. Equally, being exposed to mentors from different backgrounds provides them with new perspectives on work and diverse thinking models, along with fostering inclusive workplaces. According to research from the World Bank, mentorship programmes significantly enhance career advancement opportunities for women in developing regions.

Investing through action

Understanding the value that mentorship delivers to women in the workplace and having been the appreciative recipient of many valuable instances of mentorship in my own career, I am determined to ‘pay it forward’ by creating mentorship opportunities within CareerBox Africa, and by encouraging the same approach in the companies we partner with as an impact sourcing agent. In the words of Robert Ingersoll, “We rise by lifting others”. ■

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The startup accelerator South Africa needs Aions:

MITCHAN ADAMS

Starting a business is tough, and in South Africa, 50% of startups fail within two years, and 80% within five years. Key factors include lack of funding, mentorship and diversity. Mitchan Adams, founder and CEO of Aions Creative Technology, is changing these odds by helping startups not just survive, but thrive.

The company, founded by Adams in 2022, is a local venture builder and business incubator with two clear goals: to help scale local startups into sustainable businesses and improve B-BBEE practices within corporate South Africa. By fostering this growth, he believes South Africa can create the jobs it desperately needs to combat high unemployment.

The name Aions is inspired by the Greek word Aeon, meaning ‘age’ or ‘life-force’, and the Finnish verb for intention. It reflects his vision of a self-sustaining cycle where the businesses Aions incubates are paired with corporates seeking B-BBEE recipients. With the right mentorship and funding, these small businesses will grow rapidly, creating jobs and contributing to the South African economy.

...he is helping small businesses overcome common challenges and reach their full potential.

A journey of innovation and leadership

His career began in IT, eventually leading him into the fintech sector where he co-founded Ozow Payments in 2014. The vision for Ozow was to create Southern Africa’s largest alternative

payments platform. Under his leadership, the company expanded from just three founders to over 100 employees, with offices in Johannesburg and Cape Town. In just seven years, the Ozow’s valuation grew from zero to hundreds of millions in USD, culminating in a $48 million Series B investment round led by Tencent in 2021. After this, Adams chose to exit the day-today operations, focusing on his new venture with Aions.

Empowering the next generation of startups

To date, the company has incubated and invested in nine startups, including Coco Brands, Scooter, Level Finance, Tubby’s Kitchen, Credipple, Delivery Ka Speed, Space Salad, The Awareness Company, and Welo. These businesses are already making their mark in various industries, and Adams is committed to expanding the programme further in the coming years.

“The ultimate opportunity is to create sustainable businesses, which will then provide sustainable jobs, which will create the future customers for South African businesses,” Adams explains. “And that’s a win for everyone.”

Through Aions Creative Technology, he is helping small businesses overcome common challenges and reach their full potential. With his mentorship and innovative approach, Adams is proving that with the right resources and support, the future of South African startups is not only possible – it’s promising. ■

transformation Leading PPC’s

Matias Cardarelli, CEO of PPC since December 2023, is leading a bold transformation to strengthen the company’s position in the cement industry. Under his guidance, PPC is rolling out the “Awaken the Giant” strategy, focused on driving profitability, sustainability and competitiveness. A key part of this vision is a R3 billion investment in a state-of-the-art cement plant in the Western Cape.

The plant, slated to begin construction in 2025 and be commissioned by 2026, will produce 1.5 million tonnes of cement annually, incorporating advanced technology to enhance energy efficiency, reduce coal consumption, and lower emissions.

“South Africa’s changing cement market dynamic urgently requires modern and cost-efficient assets, and environmentally conscious producers. At the heart of our ‘Awaken the Giant’ turnaround strategy is the active pursuit of strategic opportunities and projects to ensure that we are successful in a more competitive future market context,” says Matias Cardarelli, CEO of PPC. “With this new and most advanced energy and environmentally efficient plant in the country, we will be able to supply our customers with lower-carbon cement at a more competitive cost. It represents a major step in the sustainability of our business moving forward and will play a key role in achieving PPC’s commitment to reduce its carbon emissions and to deliver value to shareholders.”

While the feasibility studies for the plant have reached an advanced stage, over the next three months the parties will finalise the scope and final assessment of the new plant, as well as the associated turn-key engineer, procure and construct (“EPC”) agreements. Subject to PPC’s board approval, it is anticipated that the construction of the new plant will start in the second quarter of 2025 and will be commissioned by the end of calendar year 2026. The existing plants in the Western

Cape will continue to operate during the construction and commissioning process, thereby providing funding support and a smooth transition.

Based on analyses conducted to date, management believes that the new plant robustly meets all PPC’s capital allocation criteria. The funding structure is currently being finalised, but management believes that it can fund the new plant from debt facilities within its current two times net debt to EBITDA covenant. This is support by cash that will be generated by the existing operations during construction and a milestone payment structure agreed in principle with Sinoma.

“By substituting existing capacity with a more efficient, environmentally friendly and larger plant, we are securing PPC’s competitiveness in a key market, by delivering the best value proposition to our customers in the region,” explains Cardarelli. “This will better position PPC for sustained profitability over the coming decades and will ensure the group’s long-term future. Furthermore, it represents commitment and support of the national objective of economic growth and infrastructure development. This investment also reflects the continued confidence of the PPC board and management in South Africa's potential.”

The partnership with Sinoma will continue to focus on other value-enhancing initiatives across all PPC plants and regions. ■

MATIAS CARDARELLI

ECA Consulting specialises in navigating the complexities of environmental compliance while fostering sustainable development. With over 150 successfully completed projects across infrastructure, housing, and industry, we bring unmatched expertise in Environmental Impact Assessments (EIAs), Basic Assessments (BAR), Environmental Management Programmes (EMPr), and Water Use License Applications (WULA).

Our services are aligned with South Africa’s National Environmental Management Act (107 of 1998), National Water Act (1998), and Waste Act (59 of 2008). Beyond compliance, we also provide Carbon Footprint Analysis, Carbon Reduction Programmes, and Green Office Training to guide businesses toward a low-carbon economy.

We believe in a balanced approach that harmonises development, social justice, and environmental protection. By offering professional, accurate, and independent consulting, ECA Consulting ensures clients meet regulatory standards while adopting globally recognised sustainable practices. Let us help you transform environmental responsibility into a competitive advantage. Partner with ECA Consulting to embrace a future where environmental stewardship is not only a necessity but an opportunity for growth. Together, we can protect our beautiful country and

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