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Babalwa Ngonyama, Sinayo Global CEO, talks to South African Business Integrator about her entrepreneurial journey of breaking down barriers, growth, leading with integrity and overcoming challenges to successfully execute the vision.
What was the impetus to become an entrepreneur?
My grandmother was my inspiration. She recognised my talent and flair for business at a young age. As a child, I sold vegetables on the street, sweets at school, and even hats during summer. My grandmother helped steer my future by placing me at a commercial school, and it was there that I realised I love what I do, and I told myself that one day I would be a businesswoman.
When I became a chartered accountant, I joined Deloitte as a partner specialising in financial services. I honed my skills in financial services, which served as a solid foundation for expanding my horizons into establishing a stockbroking business.
What was vital in helping you become a successful entrepreneur?
For me, stockbroking came naturally. I have always had a passion for buying and selling, which is what a trader does. Working as a trader enabled me to increase my knowledge and recognise opportunities.
When you become an entrepreneur, there is always a level of risk involved. Successful entrepreneurs move out of their comfort zone – one has to be willing to take calculated and strategic risks, which has the potential to open more doors. It is crucial to have a positive outlook and to trust in yourself. As an entrepreneur, I am aware of challenges, but more importantly, I am conscious that there is an opportunity to provide solutions. Successful entrepreneurs have a flair for creativity – we have an innate ability to create and innovate, which is critical.
Additionally, I would say that it is vital to embrace change and have agility. You must think on your feet and adapt accordingly to pursue your vision. Many people who are afraid of change never adapt, hence they get left behind.
When you started Sinayo Securities, did you already have ambitions to grow into Sinayo Global? Give us some insight about embarking on the journey to make Sinayo global. It has always been a goal to globalise Sinayo. The financial services sector serves as the foundation of interconnectedness with other countries. I’ve always told myself I cannot just swim in a small pond when
there is a much bigger one. My team and I were in agreement to become global players.
I am immensely grateful to South Africa as it has allowed me to step up and play a meaningful role globally. I see globalisation as a means to champion and promote South Africa, contrary to the idea that globalisation implies you have a problem with your country. Looking at Africa, I see so much untapped potential on the continent, but working with others is required to unlock opportunities.
While we are headquartered in the Netherlands, South Africa remains the heart of our operations and we are also present in Zambia, DRC, Tanzania, Maputo, Europe, Singapore and China.
We are guided by our vision, which is: We touch lives globally by being game changers. In esssence, we are committed to making a meaningful impact on society in addition to driving upliftment initiatives in communities."
Sinayo Securities operates in the finance sector, but Sinayo Global has ventured into renewable energy, travel and hospitality. Tell us a bit about the journey of diversifying portfolios.
Sinayo Securities was the golden goose that laid the eggs. It allowed us to have insights into different industries. One of the key aspects that enabled our diversification and growth is that we are a purpose-led organisation. We are guided by our vision, which is: We touch lives globally by being game changers. In esssence, we are committed to making a meaningful impact on society in addition to driving upliftment initiatives in communities. Considering this, our rationale for expanding into the energy and hospitality sectors was quite simple.
With reference to entering the energy sector, we saw a dire need for this valuable commodity. Often I would be travelling around the world, and my colleagues in South Africa sometimes had to reschedule meetings because we had loadshedding. Loadshedding in many ways hindered progress and economic growth.
Energy is like oxygen. Oxygen allows you to function optimally. Similarly, energy enables progress and optimises efficiencies. Returning to our vision of being an impact-driven organisation, we saw our expansion into energy as a means to drive progress.
As a team we were very mindful of undertaking this venture into the energy space from a perspective whereby we can promote sustainable and clean energy alternatives.
We invested time, research and resources before execution. We spent a lot of time in China, as China is well-known as an innovation hub that has the capacity to cater to rapidly changing needs. We spent countless hours engaging with experts in the energy sector, and it was highlighted that whatever we do has to take into consideration cost-efficiencies while ensuring quality. It was undoubtedly a time of sleepless nights because finding something cost-efficient while maintaining highquality standards can be challenging. But, what I learned was that with right partners, we would be able to exceute our plan. It is crucial to undertake research before spending money.
At Sinayo we invest in understanding the change and execute with speed so that we stay ahead.
Besides having proactive engagements with partners, it is essential to understand what your customers are looking for. When we engaged with customers, we spoke about offering solar panels, and the response we received was: “Okay, great you are offering solar panels, but what we want is a power solution.” We then changed our strategy to be able to deliver what was wanted. Today, Sinayo Energy focuses on supplying and distributing power solutions that enable industries such as farming, mining etc. to operate efficiently without disruptions.
Concerning our hospitality arm, we saw an opportunity with the 2023 Rugby World Cup. We knew people were passionate about sport and were willing to travel for the World Cup.
A fellow entrepreneur approached me and discussed how to tap into this market. Initially, we thought of just selling tickets, but going back to Sinayo’s vision of meaningful impact, we made it bigger – we saw an opportunity to help make people’s dreams a reality. People are looking for more – for example, at the Rugby World Cup, it was not just about going to the games; it was about experiencing a new country, and we worked to ensure that we were able to connect people holistically to the entire rugby world experience.
What have been the most significant changes for you in becoming the CEO of a larger global organisation?
I firmly believe that you can’t go far alone. If you want to go far, you have to collaborate with others. When we embarked on globalising Sinayo, we prioritised engagement and cooperation. In all my years of business, I have never had to negotiate as much. We engaged on everything – contracts, deals, partnerships and more.
Constructive engagement allows you to understand where other people come from and is a solid foundation for building strong partnerships. When you go global, it’s not just about looking after yourself and your interests –it’s about driving win-win collaborations.
Many personality and cultural dynamics come into play when playing on a global field. It is important to be respectful of this but also remain authentic.
Some global players just want to make things happen and push innovation. The ability to innovate, particularly in the energy space, is critical. Technologies are rapidly evolving; today you are able to offer a stable solar solution, however within a short space of time something new is released. When you operate in the global space, you have to constantly be on your toes, scanning through new technologies and capabilities. This brings to the fore how important it is to partner with like-minded individuals who understand that it is paramount to remain not just current and competitive, but to plan ahead. At Sinayo we invest in understanding the change and execute with speed so that we stay ahead.
Another critical learning curve about being in new territories is being cognisant of standards/policies. South Africa has high standards, but some other countries have higher standards.
Across many sectors, males still tend to dominate in executive positions. Did you face additional challenges as a female CEO?
Being a woman in business has been challenging. In general, patriarchal attitudes continue to persist across different cultures. There is still much work for us to do to help empower women and change perceptions. We, as women, have a responsibility to play a role in changing the narrative about the role of women in society. In order for us to do this, we firstly need to uplift ourselves. We should not allow others to define us. If we all play our part in changing how women are perceived in society, more than half of our problems could be solved.
As the founding Chairperson of African Women Chartered Accountants (AWCA), I am privileged to have the opportunity to mentor and promote the development of Black female Chartered Accountants. A big part of what the organisation does is to encourage young women to be fearless and step into their power.
What have been the top lessons you have learned as a Black female entrepreneur?
• Having a bigger purpose than you. Don’t chase money; focus on adding value, and money will come.
• Do what you are passionate about. Success is painful. You will always encounter challenges in life, but when you do something you love, it is a driver for you to navigate and overcome.
• Be focused and commit fully. Being successful requires much sacrifice. I travel a lot, which meant there were things I had to miss out on at home.
• Cooperation is vital – if you want to go far, bring others. It is also crucial that you surround yourself with the right people –people who share your vision.
• Know yourself and constantly develop yourself. Know who you are, what you value, and what you stand for, and grow your intellectual capacity. When you know yourself, you won't let others dictate who you are and what you can accomplish. Have conviction in belief in yourself and your abilities.
• Have faith. We don’t have a crystal ball, but faith and hope keep you floating.
• Build resilience. Growing up, we are told life must be good; however, life is not linear. Life has highs and lows; resilience is crucial to push yourself forward.
Our vision: We touch lives globally by being game changers.
Sinayo Global is headquartered in the Netherlands, and operates in South Africa, Zambia, DRC, Tanzania, Maputo, Europe, Singapore and China.
firm provides top-quality securities services to institutional investors in South Africa, specialising in JSE-listed equity sales and trading. With our extensive relationships and vast knowledge, we provide exceptional client service through best execution and by being insightful, responsive and connected. We continuously reassess how our service offering and organisational structure can meet the challenges of the future.
“You
get in life what you have the courage to ask for.”
Historically, women have faced significant challenges, including limited access to education and professional opportunities, societal expectations, and systemic biases. Despite this, many women have overcome and gone on to not just meet expectations but exceed them.
According to the World Economic Forum’s 2024 Global Gender Gap Report, achieving gender parity globally remains challenging. On a positive note, the report notes that the Sub-Saharan Africa region has made notable strides in political empowerment, with Namibia and South Africa at the forefront. Challenges, however, persist in economic participation and educational attainment.
Celebrating women in leadership serves as recognition and a commitment towards driving a workplace culture that is diverse, innovative, and equitable.
Over the years, we have witnessed ongoing gender transformation in several sectors, with women entering historically male-dominated industries, in addition to developing and taking up leadership positions across industries. However, more is required from all stakeholders to enable opportunities and pay equality for women, as the labour market remains more favourable to men.
“No one ever became a success without taking chances… One must be able to recognise the moment and seize it without delay.”
– Estée Lauder
“If your dreams do not scare you, they are not big enough.”
– Ellen Johnson Sirleaf
Top 5 reasons to drive women’s empowerment
Innovation thrives on diversity, and according to studies, diversity in leadership leads to enhanced business outcomes as women bring unique perspectives to problem-solving and decision-making.
Women leaders possess high emotional intelligence and strong communication skills, critical for impactful and effective leadership.
Women empowerment initiatives enhance the reputation of organisations. A company committed to empowering women helps attract top female talent and could potentially attract better partners and investments, which can ultimately result in enhanced long-term sustainability.
When organisations promote the development of women, it signals that gender is not a barrier to growth. It helps to inspire women and youth to pursue education and career paths.
Women leaders often advocate for policies/processes that benefit wider society, including healthcare, education, and social justice initiatives.
numerous opportunities that can be unlocked by driving an agenda that
Celebrating women in industry/business is not just about recognising the achievements of women – it is about looking ahead and being aware of the numerous opportunities that can be unlocked by driving an agenda that seeks to bring about gender equality.
“Know yourself and constantly develop yourself. Know who you are, what you value, and what you stand for, and grow your intellectual capacity. When you know yourself, you won't let others dictate who you are and what you can accomplish. Have conviction in belief in yourself and your abilities.”
– Babalwa Ngonyama
Women’s Day
National Women’s Day (9 August) is celebrated in South Africa annually as a day to commemorate the 1956 march of approximately 20 000 women who went to the Union Buildings in Pretoria to protest against the apartheid “pass laws”.
The march was led by strong, inspirational women such as Lillian Ngoyi, Helen Joseph, Rahima Moosa and Sophia Williams. The iconic phrase “Wathint’Abafazi Wathint’imbokodo!” was heard at the march. (Translated: “Now you have touched the women, you have struck a rock.”). Over the years, the phrase evolved to: “You strike a woman, you strike a rock," which speaks to the strength and perseverance of women.
Women’s Day highlights the challenges women continue to face in various spheres of life. Since our democracy, numerous initiatives have been undertaken to help level the playing field for women. However, more work is needed.
In my role, I’ve realised that hesitation leads to delays and missed opportunities, whereas decisiveness drives timely action and positive outcomes."
Elangeni TVET College Principal TJ Kula is committed to highlighting the growth, value and positive impact of TVET Colleges for building a sustainable future.
TJ KULA
ELANGENI TVET COLLEGE PRINCIPAL
Tell us a bit about your leadership journey, and what was key to your development as a leader?
As a leader at Elangeni TVET College, I bring a solid educational background in vocational education and training principles. I ensure that institutional governance adheres to legislative frameworks and policies by establishing a clear vision and strategy as per the College’s mission and vision. Building academic and institutional integrity and a passion for sports within Elangeni TVET (ETVET) has been a crucial part of my development.
What is the greatest lesson you have learned about leadership?
The importance of effective communication and active listening. Being decisive is crucial in making decisions without fear or emotional bias, ensuring that the institution progresses and develops efficiently. In my role, I’ve realised that hesitation leads to delays and missed opportunities, whereas decisiveness drives timely action and positive outcomes. This approach guarantees that the institution consistently progresses without being held back by indecisiveness.
What was a defining moment in your life that enabled you to become the confident leader you are today?
A defining moment was leading Elangeni TVET College’s transformation, especially in infrastructure development and growing a strong dedication to teaching and learning at ETVET. Despite challenging circumstances, I improved the professionalism and developed a clear distinction between educators and students through their conduct and appearance. This professionalism extended to communication, reflecting the institution’s high standards. My leadership achievements have significantly changed perceptions of ETVET, reinforcing its status as a professional and respected institution and marking a key milestone in my leadership journey.
What important leadership style do women bring to the education sphere, particularly considering education institutions play a critical role in developing future leaders?
Women bring a consultative and constructive approach to leadership and excel in engaging with others and incorporating feedback, creating an environment where constructive criticism is valued. Their leadership style is often democratic, encouraging everyone to contribute
and be part of the decision-making process. While decisions ultimately rest with the Accounting Officer at a TVET College, after thorough consultation and constructive feedback, the democratic approach ensures that policies are followed and diverse perspectives are considered. This approach leads to well-rounded and inclusive decision-making in line with institutional policies.
As a woman in leadership, what would you say are the biggest foreseeable challenges for women leaders?
Patriarchy. Women leaders encounter substantial challenges, such as resistance to their decisions, which can provoke personal attacks and authority challenges absent in their male counterparts. These biases undermine their leadership and decisions. Men face less opposition, indicating stronger reactions to women’s leadership, possibly due to perceived disruptions to traditional norms. These biases and stereotypes remain prevalent, adding an extra challenge for women leaders.
What was the impetus for you to move from working in basic education to the higher education sphere?
I am someone who craves innovation and constantly seeks new challenges. The move from basic to higher education was motivated by my desire for something different and my inclination towards innovation. I strive to introduce new ideas at ETVET each year and avoid stagnation. The transition taught me valuable management lessons; managing a basic education
institution differs hugely from managing a higher education institution. Higher education involves overseeing multiple units and understanding human resources, marketing, and financial audits, encompassing comprehensive business administration.
How do you see your role as Principal/Rector of Elangeni TVET College impacting progressive change in the lives of youth, communities and SA at large?
As Principal of Elangeni TVET College, I play a pivotal role in driving meaningful change in the lives of youth and communities nationwide. Education is crucial for youth survival, equipping them with essential and technical skills. At ETVET, we adapt our curriculum to meet market demands, such as introducing globally recognised programmes like aircraft mechanics. This ensures our students are employable upon graduation. Collaborating with the industry ensures that our programmes align with current market needs, create significant institutional changes, and benefit the youth, communities, and SA.
What do you think are the biggest misconceptions regarding TVET Colleges?
One misconception about TVET colleges is that they are for those who failed basic education or couldn’t get into university, which we are actively changing. Another misconception is that TVET colleges are only for students
struggling academically, despite offering advanced programmes like electrical engineering and IT, which require more than basic entry-level requirements. Knowing that our lecturers are highly educated and trade-certified and our facilities are equipped with industry-standard machines is essential. TVET colleges are vital hubs for skills development and expertise.
How is Elangeni TVET College proactively working to change these perceptions?
We combat these perceptions through strategic marketing and communication strategies, highlighting successful alumni in the College’s official newsletter, Elangeni NEWS, social media, and publications. We showcase student skills at career exhibitions and encourage participation in the World Skills Competitions to highlight achievements. These efforts collectively aim to reshape how the world perceives TVET colleges and emphasise the valuable contributions of our College.
Unemployment is a significant challenge. Tell us how Elangeni TVET College qualifications link to industry needs.
Today, addressing industry needs is crucial due to the challenge of unemployment. ETVET collaborates closely with the industry to update syllabi and introduce new programmes that align with current industry trends. This partnership ensures our curriculum reflects industry demands, preparing students for relevant and indemand occupations. We also introduce occupational programmes tailored to meet these needs, with plans for further expansion next year. Our staff’s ongoing skills development ensures that ETVET remains responsive to industry requirements.
Under your leadership, what initiatives have you implemented and helped drive that have yielded results in addressing the unemployment issue?
Under my leadership, ETVET has implemented several initiatives to guide students towards informed career choices. We prioritise placing students in relevant programmes based on their academic strengths, discouraging aimless decisions. Additionally, we focus on enhancing interview skills and writing CVs to boost self-confidence and employability. These efforts have significantly supported our students in securing employment opportunities. We continue exploring new strategies through our Research Unit to empower our students and address unemployment effectively.
Regarding stakeholder (i.e. learners, industry and higher education) engagement – what are the gaps, and how would we solve them?
A major TVET sector challenge is the industry’s reluctance to accept students over perceived curriculum shortcomings. Industry views our programmes as insufficient, questioning graduate readiness. To address this, we align the curriculum with industry needs, enhancing student employability. We boost stakeholder engagement by involving industries in curriculum development and offering workshops to better prepare students for work. These efforts aim to bridge gaps between educational offerings and industry expectations, ensuring graduates meet workforce demands effectively.
Elangeni TVET College has eight campuses around KwaZulu Natal. What are some of the most challenging aspects of being at the helm of a large institution?
Dealing with strikes has been a significant challenge over the years, and while we’ve learned to manage them, the real difficulty is seeing our students spending too much time outside the classroom during these disruptions. This affects their education and exam preparation, often resulting in missed assessment requirements. Strikes are usually instigated by a few individuals and create fear among students, impacting their academic progress.
How does your leadership style help overcome these challenges?
My leadership style emphasises immediate action when challenges arise, particularly during strikes. I ensure management is at the forefront of addressing issues promptly to prevent prolonged disruptions. As an Accounting Officer, I engage with students to expedite resolutions and maintain stability in the institution. In cases like NSFAS, where control is limited, I facilitate communication to meet student needs, ensuring ETVET operates smoothly.
Since becoming Principal, what have been the key highlights in terms of growth and success?
• Infrastructure development projects: projects are regularly implemented annually to improve college facilities and infrastructure.
• Academic winter camp: I recently introduced a winter academic camp at ETVET to boost throughput and pass rates while enhancing student focus and study strategies in a conducive campus learning environment.
• Accredited residences: established residences that meet accreditation standards, enhancing student living conditions and providing a suitable environment for academic success.
• Online academic support: implemented platforms and resources to support student learning online, ensuring accessibility to educational materials and assistance beyond classroom hours.
• Staff wellness programmes: implemented conferences specifically designed for male and female employees, addressing their professional and personal obstacles to cultivate a supportive work environment.
These initiatives collectively aim to elevate the quality of education, enhance learning outcomes, and improve overall institutional effectiveness – effective monitoring and proper teaching and learning at Elangeni TVET College.
What legacy would you like to leave at Elangeni TVET College?
I envision leaving a legacy where Elangeni TVET College moves beyond being known as a TVET college and becomes a respected institution of higher learning. In saying this, I have aimed to achieve various goals. I aim to relocate ETVET’s KwaMashu Campus from its current shared space with a school to a new standalone site. This move aligns with my vision of transforming Elangeni TVET College further and expanding our occupational programmes through a fully functional state-of-the-art Artisan and Skills Centre benefitting all communities. Fundraising efforts like the 2nd Annual Fundraising Golf Day will support refurbishing the Inchanga Skills Centre and constructing the new KwaMashu Campus. These upgrades promise top-tier learning environments, advancing vocational education excellence at ETVET and fulfilling my long-held aspirations for the College.
What can be done to advance and retain women in Africa’s cutting-edge renewables companies?
By Makena Ireri, Director
Ciara
Climate change is a growing threat, and it is poised to affect Africa – and specifically African women – the hardest. From extreme weather events to diminishing water resources and agricultural disruptions, the impacts of climate change on the continent are farreaching and severe. Despite contributing minimally to global greenhouse gas emissions, African countries bear a disproportionate burden of the consequences. Furthering the inequality, African women experience the greatest repercussions of climate change due to the unequal burden of food production, water collection and other responsibilities.
Given this disparity, the importance of prioritising women in Africa's green energy transition cannot be overstated. While they bear the brunt of energy poverty, African women simultaneously play crucial roles in sustainable development. Women's active involvement in the green energy transition is critical for its success and sustainability. Research emphasises that women's participation in decision-making processes and leadership roles within the energy sector leads to more inclusive solutions. Gender-inclusive approaches lead to more effective products by ensuring that the unique needs and priorities of women are adequately addressed.
Women's active involvement in the green energy transition is critical for its success and sustainability. Research emphasises that women's participation in decisionmaking processes and leadership roles within the energy sector leads to more inclusive solutions."
Despite this, women remain severely under-represented across levels of management across the clean energy sector in Africa. Research from the IFC shows that women hold only a quarter of leadership and manager roles at renewable energy companies in sub-Saharan Africa. Not only are women missing out on the responsibilities, salaries and fulfilment of management positions, but this disparity hurts the sector as well. If more women were empowered to lead in the renewable energy industry, companies could harness their diverse perspectives and innovative ideas to drive a faster transition towards clean and sustainable energy systems, improving energy access and climate goals – all while improving company’s bottom lines.
So what are the barriers that women face in accessing and advancing in clean energy careers? A report by Shortlist and the Global Energy Alliance for People and Planet (GEAPP) into the issue found that social norms and cultural biases, both within companies and in wider communities and families, play a critical role in shaping the structural barriers observed in hiring, advancement and workplace dynamics. For example, clean energy companies struggle with hiring and retaining women in field-based sales and technician roles due to perceptions about safety and physical labour. While relocation can
provide professionals valued opportunities for growth, it is often experienced as disruptive for women who are married or have children because it often pulls them away from social networks that provide help with childcare and domestic support.
Luckily, there are many actions that companies can take to improve gender equity both in hiring and retention. Overtly encouraging women to apply in job advertisements remains one of the lowest-cost and easiest ways for companies to attract women to roles. For example, in our programmes we’ve seen that simply including language like “Women are encouraged to apply” can increase female application rates. Throughout the hiring process, companies should ensure they have female representation in terms of interviewers, so that women can see themselves at the company, and use unbiased, skills-based assessment to evaluate applicants.
It is critical to not just pay attention to the pipeline of women entering the field, but also the factors leading to retention and advancement. Research shows that to support women employees, companies will need to continue improving workplace features, including structured training, mentorship and coaching programmes, transparent pathways to promotion, flexible maternity leave policies and access to female
"... the green energy transition presents a unique opportunity to advance gender equality..."
role models. A recent gender pay equity analysis of clean energy professionals in Sub-Saharan Africa finds that third-party training and placement programmes also play a crucial role in boosting compensation parity between male and female employees, further demonstrating the need for structured support. Several African clean energy companies, including Husk Power, Nuru, Sistema.bio and Sun King, have already made great strides in improving gender equity among their workforces.
In conclusion, the green energy transition presents a unique opportunity to advance gender equality and sustainable development in Africa. By promoting women’s leadership in clean energy companies, projects and decision-making processes, Africa can unlock their full potential as agents of change and accelerate progress towards a more inclusive and resilient energy future. It's time to harness the power of women to drive the continent's clean energy revolution forward.
Reference:
1 https://www.sciencedirect.com/science/article/pii/ S2214629619300829#bib0020
2 https://www.ifc.org/content/dam/ifc/doc/mgrt/final-report-2-e2ereport-updated-online.pdf
3 https://gap.hks.harvard.edu/impact-gender-diversity-performancebusiness-teams-evidence-field-experiment
4 https://energyalliance.org/wp-content/uploads/2024/02/EmpoweringWomen-in-Clean-Energy_ShortlistFeb-2024.pdf
In a society where access to education and employment opportunities are often limited, the establishment of the National Artisan Development Academy at Motheo TVET College in the Free State is a beacon of hope for Not in Education, Employment and Training (NEET) youth.
In 2015, the College Principal, Prof Dipiloane Phutsisi, sought funding from the Services SETA board to establish a National Academy that would train and qualify artisans and provide financial support to those unable to afford artisan qualifications.
The Services SETA Board approved the initiative, committing R450 million to the project. With funding secured for land and state-of-the-art facilities, the site handover took place on October 1, 2015. Despite some delays, we proudly announce that the National Artisan Development Academy is fully operational as of June 2023.
At the official opening of the National Artisan Development Academy on 1 March 2024, Department of Higher Education and Training Director-General Dr Nkosinathi Sishi pointed to the link between providing dignified living conditions for citizens and education. He highlighted “the need to fast-track the development and provision of artisans for our economy. At the moment, we produce 20 000 artisans per year. By 2030, we must be producing 30 0000 per year.”
In addition to the Academy apprentices, the number of qualified artisans will be increased by external applicants and those who qualify through the Artisan Recognition of Prior Learning (ARPL) process. The Department has committed to investing a further R1 billion to start a CET College next to this facility.
The new Academy accommodates 1450 students on a campus comprising an Administration Building with 17 offices and two boardrooms, three workshop buildings each holding 12 workshops, a trade test centre and seven classrooms with capacity for 360 students per sitting. 16 standard theoretical
classrooms hold a total of 560 students. Additionally, there are 16 computer labs each with space for 30 students, and six rooms for differently abled students. There is on-site living accommodation available in hostels.
The Academy’s programmes include training for electricians, boilermakers, welders, and solar and renewable energy technicians; also hairdressers, beauty therapists, and jewellery manufacturers. We project 720 apprentices in 2024, 1080 in 2025 and the Academy is expected to produce 252 -300 artisans annually from 2026.
At the opening of the Academy there were exhibition stalls by SETAS, NSFAS and sister Colleges, to share information with learners, educators, and NEET youth. The Department has awarded the Academy Certificates as Centres of Specialisation in Electrical Engineering, and in Automotive Motor Mechanics for Hillside View Campus.
Prof. Dipiloane Phutsisi, Principal and Chief Executive of Motheo TVET College, and President of the South African Public Colleges Organisation (SAPCO) shares with South African Business Integrator insights about the impact of TVETs, with particular regard to enabling women empowerment.
PROF. DIPILOANE PHUTSISI PRINCIPAL & CHIEF EXECUTIVE OF MOTHEO TVET COLLEGE
As the Principal and Chief Executive of Motheo TVET College, and President of the South African Public Colleges Organisation (SAPCO), tell us a bit about driving women’s empowerment through artisan qualifications. This is a key focus for us. We are actively working to bridge the gap of systemic gender inequality by encouraging and supporting female enrolment in traditionally male-dominated fields such as artisan qualifications.
We provide mentorship, support services, and career guidance to help women upskill and advance in their chosen careers. We further promote the recruitment and registration of female students in artisan trades. The College has employed female lecturers who are qualified artisans at Hillsideview Campus and the
National Artisan Development Academy.
For years it has been highlighted that there is a shortage of skilled artisans. In your opinion what role can women play in addressing this challenge?
Women can play a crucial role by entering and excelling in these fields. At Motheo, we have seen a steady increase in female enrolment in artisan courses, and we believe that empowering women in these roles can bring a fresh perspective, diversity, and innovation to the industry.
Employers benefit from training and hiring female artisans by tapping into a larger talent pool, promoting diversity in the workplace, and supporting gender equality.
The following benefits are worth mentioning:
• a skilled and powerful workforce;
• efficiency and effectiveness regarding services and products; and
• cost-effectiveness.
According to the National Development Plan (NDP), SA should be producing 30 000 qualified artisans per year by 2030. Do you believe enough is being done to enable sustainable employment in artisan fields? While progress has been made in enabling sustainable employment in artisan fields, more needs to be done to reach the target of producing 30 000 qualified artisans per year by 2030. We are working closely with industry partners, SETAs, and the government to develop relevant, high-quality training programmes that meet the needs of the market and ensure that our graduates are employable and job-ready. Equally, the Minister of Higher Education Science and Innovation has declared Colleges to be Centres of Specialisation for various trade occupations. This gives assurance to funding quality training.
Employers benefit from training and hiring female artisans by tapping into a larger talent pool, promoting diversity in the workplace, and supporting gender equality."
According to a report, some newly qualified artisans lack the experience to replace older artisans who are retiring. How is Motheo TVET College working with stakeholders to address this challenge?
Motheo TVET College is actively collaborating with stakeholders to address this challenge. We offer practical, hands-on training opportunities, internships, and apprenticeships to help our students gain the skills and experience they need to succeed in the workforce.
We also work closely with industry captains such as The Institute of Plumbing SA (IOPSA), the Retail Motor Industry Organisation (RMI), SA Truck bodies, and Trioflex for renewable energy. We have established a partnership with Kreishanderkerschaft in Germany to provide support for artisans’ training, secure funding, workplaces and other industry leaders to ensure that our curriculum is aligned with current industry standards and practices.
Over the years we have seen several shifts in industries such as mining, steel etc. How is this impacting graduates?
The shifts in industry such as mining and steel have a significant impact on our graduates. We are constantly adapting our programmes to meet the changing needs of the market and ensure that our students are prepared for the challenges and opportunities in the industry. The National Artisan Development Academy plays a crucial role in producing competitive artisans and engineers who can contribute to the growth and development of the South African economy.
According to a report, in South African townships, artisans are struggling to find job opportunities. Tell us a bit about how Motheo is helping to strengthen partnerships between stakeholders such as industry, SETAs and government to enable job opportunities. Motheo TVET College is actively working to strengthen partnerships between stakeholders such as SEDA, SEFA, SETAs and the government to create job opportunities for artisans in our townships. We provide support services, career guidance, and job placement assistance to help our graduates find meaningful employment and contribute to the development of their families and communities.
Being at the helm of Motheo for more than 10 years, what are some of the highlights of your journey?
I am very proud of having been able to usher Motheo TVET College out of administration and build a strong institution, seeing our students succeed and thrive in their chosen careers, building strong partnerships with industry and government stakeholders, and leading the college through periods of growth and transformation.
Some specific highlights are:
• Outstanding academic performance from 2013 to 2023: I am proud of the consistent improvement in academic performance at Motheo College over the past decade, with our students achieving excellent results and making us a top-performing institution.
• A high-performing team: I have had the privilege of leading a dedicated and talented team of educators and staff who have worked tirelessly to ensure the success of our students and the growth of the college.
• Strong partnerships nationally and internationally. I have worked hard to establish strong partnerships with other educational institutions, industry partners, and government agencies, both nationally and internationally, to enhance the quality of education and opportunities for our students.
• Audit outcome improvement: through effective financial management and governance practices, we have been able to improve our audit outcomes
What are the top five lessons of leadership you would impart to others?
• Lead by example and demonstrate integrity in all your actions.
• Foster a culture of collaboration, teamwork, and continuous learning.
• Communicate effectively and listen to the needs and concerns of your team.
• Empower others to take ownership of their work and make a positive impact.
• Stay focused on your goals and remain resilient in the face of challenges and obstacles.
and ensure transparency and accountability in the management of college resources.
• Strong and efficient governance structures: I have implemented strong governance structures at Motheo College to ensure that decisions are made transparently and in the best interests of the institution and its stakeholders.
• Responsive Programme Qualification Mix (PQM): I have overseen the development and implementation of new programmes at the college to meet the changing needs of students and the job market, and have invested in staff development to ensure that our educators are equipped to deliver high-quality education.
Overall, my journey as the College Principal of Motheo has been marked by a commitment to excellence, innovation, and collaboration, and I am proud of the achievements and progress we have made together as a college community.
Prof Liezel Alsemgeest, Director at the School of Financial Planning Law (SFPL), University of Free State, highlights the importance of financial planning, and the vision she has as a leader for driving impact through SFPL.
PROF LIEZEL ALSEMGEEST DIRECTOR AT THE SCHOOL OF FINANCIAL PLANNING LAW
What are some key initiatives SFPL has undertaken that have played a key role in shaping financial planning?
We have established a legacy of excellence, marked by several significant achievements in recent years: Top performers: SFPL alumni consistently rank among the top five achievers in the Financial Planning Institute’s (FPI) Board exam each year. This consistent high performance underscores the effectiveness of SFPL’s curriculum in equipping students for success in the financial planning industry.
Award-winning professionals: year after year, SFPL graduates have been honoured as finalists or winners of the prestigious FPI Financial Planner of the Year award. This accolade highlights the exceptional skills and ethical standards of SFPL alumni, cementing their reputation as industry leaders.
National recognition: the Advanced Estate and Trust Diploma offered by SFPL is the only qualification recognised by the Fiduciary Institute of Southern Africa (FISA) as meeting the academic requirements for the Fiduciary Practitioner of South Africa (FPSA®) designation.
International recognition: SFPL provides the only
accredited qualification in SA that enables graduates to become members of the Society of Trust and Estate Practitioners (STEP). This global recognition positions SFPL graduates for success in international estate planning. Pioneering research: SFPL academics are leaders in financial planning research. Their groundbreaking publication, “Perspectives in Financial Therapy," is the first in South Africa. This work explores the intersection of financial planning and emotional well-being, reflecting the School’s commitment to a holistic approach to financial advice.
Tell us a bit about how SFPL assists in addressing gender parity and empowering women leaders in finance.
We are dedicated to addressing gender parity and empowering women leaders in financial planning, which is a male-dominated industry. Remarkably, 92% of SFPL’s staff are women, demonstrating the School’s commitment to fostering a supportive and inclusive environment for female professionals. Additionally, the SFPL has experienced a consistent increase in female students enrolling in its programmes each year. Currently, slightly more female students register each year than male students.
What inspired you to enter the fields of financial planning and academia?
My inspiration to enter these fields stems from a deepseated interest in personal finances and a fascination with understanding how people think and feel about their money. Early on, I realised that financial planning is not just about numbers; it’s about helping people achieve their life goals and secure their futures. This human aspect of financial planning, where empathy and understanding play crucial roles, captivated me and motivated me to pursue a career in this field.
My turning point was when I undertook the postgraduate diploma in financial planning. This qualification was, without a doubt, the most practical and enriching educational experience I’ve ever had. It gave me the tools and knowledge necessary to make a real difference in people’s lives. The practical nature of the coursework, combined with its immediate applicability, confirmed that this was the path I wanted to follow.
Academia, in particular, offers me the freedom to delve into topics I am passionate about. This ability to explore, research, and teach specialised areas of financial planning enhances my professional satisfaction. It allows me to contribute to the field in a meaningful way.
What would you like your legacy to be as Director of SFPL?
My focus has always been on people and relationships. Over the years, I have dedicated myself to building solid and meaningful connections within our team, with our students, and with industry partners. These relationships have been the cornerstone of our achievements, fostering a network of support and collaboration that benefits everyone involved.
Continuing the exemplary work of my predecessors has been a guiding principle in my role. I have strived to uphold and build upon their solid foundation, ensuring that our programmes maintain relevance and impact. By honouring their legacy, we have worked to keep SFPL’s standards high and its sterling reputation.
At the same time, we have been committed to keeping SFPL at the forefront of the financial planning field through innovative new programmes and initiatives. Embracing change and proactively addressing the evolving needs of our industry has been crucial to our
strategy. By introducing forward-thinking curricula and pioneering research, we have equipped our students with the cutting-edge skills and knowledge they need to excel in their careers.
What critical initiatives at SFPL are you most proud of?
Firstly, I am immensely proud to lead the oldest and most distinguished education provider in financial planning in South Africa. Our rich history is a testament to our unwavering commitment to excellence and innovation in financial planning education. Being at the helm of such a prestigious institution is an honour and a responsibility I cherish deeply.
Additionally, our students’ achievements are a source of immense pride. Consistently, our students attain the highest levels of success, whether it’s ranking among the top performers in the Financial Planning Institute’s (FPI) Board exams, winning the FPI Financial Planner of the Year award, or earning international recognition through prestigious qualifications. These accomplishments reflect our programmes’ effectiveness and our staff’s dedication to preparing students to excel in their careers.
What is the most rewarding aspect of your job?
The most rewarding aspect of my role as Director of the School of Financial Planning Law (SFPL) is undoubtedly working with a robust and dedicated team. Every day, I am surrounded by highly skilled colleagues who are passionate about their work and genuinely committed to giving their best. This collective enthusiasm and drive create an inspiring environment where everyone looks forward to coming to work.
It’s a joy to see how our collaborative efforts translate into tangible differences in people’s lives – whether through our students’ success, our staff’s professional growth, or our research’s positive impact. Knowing that our work contributes to shaping the future of the financial planning industry and improving the well-being of those we serve makes every day at SFPL deeply rewarding.
As a woman who is in a position of leadership, tell us what key lessons you have learned about the following.
My research in personal finance has revealed some fascinating insights, particularly in how people approach
money. One key takeaway is that personal finance truly is individual. People have vastly different attitudes towards money, shaped by upbringing, experiences, and cultural backgrounds. It’s crucial to recognise this individuality when building financial strategies.
However, amidst this diversity, some core principles hold. The power of budgeting is genuinely transformative. Setting goals for yourself and creating a financial roadmap empowers individuals, regardless of gender, to take control of their spending and prioritise saving for their goals. Another critical lesson is the importance of living below your means. It’s a simple concept but often overlooked. This practice fosters financial security by allowing you to build an emergency fund and avoid the burden of excessive debt.
My research also highlights the importance of financial empowerment. By equipping oneself with knowledge, individuals can make informed decisions about investments, debt management, and long-term financial planning. This is particularly critical for women, who have historically faced a knowledge gap in personal finance. The more women take charge of their finances, the more empowered they become. As a researcher, I’m passionate about bridging this knowledge gap and helping women achieve financial security and independence.
b. Professional growth
As a woman leader, my journey has been enriched by several key lessons regarding professional growth. Here are a few that stand out:
• The power of networks: building strong networks has been instrumental in my development. Surrounding yourself with inspiring individuals, both within and outside your field, creates a knowledge and empowerment support system. These connections can provide valuable insights, open doors to new opportunities, and offer a sense of belonging in the professional world.
• Mentorship: finding a strong mentor has been invaluable to my professional growth. A seasoned leader can offer invaluable guidance, share their experiences, and challenge your thinking in ways that accelerate your learning. This mentorship has been a guiding light, pushing me to reach my full potential.
• Beyond hierarchy: working on relationships goes beyond traditional hierarchies. Learning from junior
colleagues, offering peer support, and building rapport with individuals outside your immediate department fosters a more positive and inclusive work environment. These connections can lead to unexpected learning opportunities and create a network of allies who can support you throughout your career journey.
• Building up others: true leadership isn’t a solo act. I’ve learned that fostering a collaborative and supportive environment is vital. By lifting those around you, you create a team that thrives together. This includes delegating tasks, providing opportunities for professional development, and celebrating individual successes. Fostering a culture of learning and growth not only benefits the team but also creates a network of strong professional relationships that can be mutually beneficial in the long run.
What do you think is the most prominent misconception people have about saving?
Many believe that only large sums of money can truly impact their savings goals. However, the foundation of good financial health lies in the understanding that small amounts matter and can add up over time. By consistently saving even modest amounts, individuals can accumulate significant savings due to the power of compound interest and regular contributions. Additionally, establishing a solid financial foundation is crucial. This includes:
• clearly understanding your income and expenses;
• setting realistic financial goals; and
• creating a budget that ensures you spend less than you earn.
Do you feel stakeholders are engaging sufficiently to tackle this issue?
While some stakeholders are engaging to tackle the issue of financial literacy and the importance of saving, more can certainly be done. Legislative bodies and educational institutions need to integrate financial education into curriculums from an early age. Businesses can play a role by offering financial wellness programmes to their employees, helping them understand budgeting, saving, and investing. Industry groups can sponsor community workshops and online courses to broaden the reach of financial education. However, individuals must also take responsibility for their own financial learning.
Advanced Diploma in Estate and Trust Administration
Postgraduate Diploma in Financial Planning
Postgraduate Diploma in Investment Planning
Postgraduate Diploma in Estate Planning
Financial Coaching Short Learning Programme
Employee Benefits Short Learning Programme
Fundamentals of Short Term Insurance Short Learning Programme
Advanced Financial Coaching Short Learning Programme Complete an accredited qualification from the UFS School of Financial Planning Law. We offer the following programmes through distance learning:
www.ufs.ac.za/sfpl | E: sfpl_appl@ufs.ac.za
Inspiring excellence, transforming lives through quality, impact, and care.
The path to the top for female leaders in South Africa is often strewn with obstacles. Although much progress has been made, gender bias and stereotypes still prevail. The balancing act between professional aspirations and personal commitments further complicates women’s ascent, often forcing talented women to trade career milestones for familial responsibilities.
“Networking, a crucial rung on the corporate ladder, remains elusive due to the entrenched boys' club culture in many sectors, limiting access to the informal gatherings where essential decisions are made. The need for mentors and sponsors in senior positions exacerbates this isolation, leaving many women to navigate the corporate maze without a compass,” says labour expert Dr Linda Meyer, MD at The Independent Institute of Education’s Rosebank College.
Dr Meyer says that although historic challenges continue to prevail, organisational shifts are taking place that allow women to redefine leadership.
“The corporate landscape is gradually transforming, with organisations increasingly acknowledging the value of diversity and inclusion. This shift paves the way for policies and practices that level the playing field, offering women a platform to showcase their leadership prowess,” she says.
“The rise of women-focused networks and support groups also provides a sanctuary for sharing experiences, strategies, and success stories, creating unprecedented opportunities for momentum. Additionally, the increase in successful female leaders across various industries serves as a beacon of hope.”
Finally, once a rarity, flexible work arrangements have become a staple in the modern workplace, increasingly offering women the ability to balance their career aspirations with personal commitments.
“And the wage gap remains an unfortunate reality, with women still often earning less than their male counterparts for the same roles and responsibilities. This disparity undermines their financial autonomy and diminishes their perceived organisational value.
“Moreover, the underrepresentation of women in leadership roles creates a vacuum of role models, making the journey seem lonelier and the destination further out of reach.”
"The corporate landscape is gradually transforming, with organisations increasingly acknowledging the value of diversity and inclusion."
LEADERSHIP
Dr Meyer says that although challenges remain, the environment is ripe for women to chart their way to the top. “Women pursuing leadership roles must carve their niches, crafting personal brands that resonate with their unique value propositions. Seeking out mentors and sponsors, building supportive networks, and advocating for oneself become indispensable tools in their arsenal.”
It is also essential that advocacy continues in support of policy changes, she says.
“The onus also falls on organisations to cultivate an environment where diversity thrives, biases are dismantled, and opportunities are equitable. Championing diversity and inclusion initiatives, advocating for policy changes, and fostering a culture of mentorship can amplify the impact of women leaders, paving the way for a more inclusive corporate landscape.
“Increased advocacy for gender equality and policy changes, such as equal pay legislation and parental leave policies, is creating a more level playing field for women in the corporate world. However, it is essential to follow through on these wins, to ensure the promises on paper match the implementation in reality.”
Dr Meyer, advises women reaching for the top to:
• Develop a personal brand that articulates your unique value proposition and leadership style.
• Seek out mentors and sponsors, actively cultivating relationships with individuals who can provide guidance and advocate for your career advancement.
• Build a supportive network of diverse colleagues, peers, and mentors who support your growth and development.
• Continue learning and developing by investing in your professional development through continuous learning, skill acquisition, and leadership training.
• Speak up and advocate for yourself by not being shy about showcasing your achievements and being vocal about your aspirations and the contributions you can make in more senior roles.
• Champion diversity and inclusion by using your position to advocate for more inclusive policies and practices within your organisation, benefitting not just women but all underrepresented groups.
“Addressing lingering challenges and leveraging available opportunities requires a multifaceted approach, including personal initiative, organisational support, and broader societal changes. But for women ready to begin their path towards senior leadership, today's environment provides fertile ground for realising their vision.”
After 10 years as the Vice-Chancellor of UMP, Prof Thoko Mayekiso reflects on the growth of the university, its achievements, and the challenges she overcame as a pioneering leader to make the vision of an African university offering opportunities for sustainable development through innovation a reality.
PROF THOKO MAYEKISO VICE-CHANCELLOR AT THE UNIVERSITY OF MPUMALANGA
What initially prompted you to pursue a career in academia?
I had a desire to change young people’s lives through education and research. Furthermore, it is a passion of mine to be involved in knowledge dissemination and knowledge generation.
Pioneers have to build a firm foundation, mindful that what they
create should be durable, marketable, sustainable, and enduring."
You were the first Vice-Chancellor of UMP, and there was much pressure for UMP to grow and thrive. What were your initial thoughts when you were offered the VC position at a new university?
I was acutely aware of the enormous responsibility and privilege of being a pioneering leader of the newly established university. At the same time, the enormity of the task did not escape me, and my commitment to the pioneering role was unwavering. In my inauguration address I said: “Pioneers have to build a firm foundation, mindful that what they create should be durable, marketable, sustainable, and enduring. Future generations must find a thriving University, one they will be proud to join, because we who pioneered it, laid a firm foundation, and got into this immense project with body, mind and soul”.
There is so much to be proud of as the founding Vice-Chancellor of UMP. In 2023, we celebrated a decade of excellence since the establishment of the university. What is exciting is that there is evidence that the opportunity to pioneer was fully embraced and optimally embarked upon. It is a real success story. Starting from the iconic infrastructure and state-of-the-art facilities with immaculate landscaping, UMP has grown as follows:
How did you map the future of UMP?
The future of UMP was initially mapped through the first Strategic Plan of the UMP: Vision 2022 and later through UMP: Vision 2030, which positions UMP as an “African University leading in creating opportunities for sustainable development through innovation.”
The mission of UMP is “to offer quality educational and training opportunities that foster the holistic development of students through teaching and learning, research and scholarship and engagement, in collaboration with strategic partners.”
The following seven core values of the institution serve as guardrails that ensure that a sense of pride and belonging is engendered among staff and students so that we collectively understand what we are all about and what UMP expects from all of us: Excellence, Integrity, Diversity, Collaboration, Adaptability, Relevance, and Inspiration.
Considering the impressive growth, what do you hope for the future of the institution?
I hope the UMP will continue to grow as a comprehensive institution, provide a diverse range of qualifications from Higher Certificates to Doctoral Degrees, and include programmes from faculties such as Health Sciences and Engineering that are currently not offered.
In addition, I hope UMP qualifications will lead to the employability of our graduates.
Programmes increased from three in 2014 to 74 in 2024.
Academic staff with doctoral degrees increased from 5% in 2014 to 55% in 2024.
Staff with NRF rating increased from one in 2014 to 15 in 2024.
We have received unqualified (clean) audit opinions from the external auditors for 10 consecutive years since the establishment of the university.
Our state-of-the-art 4-star hotel, the Tfokomala Hotel, provides experiential learning opportunities for students registered for the Diploma in Hospitality Management.
Determination is about putting your heart, mind and soul into what you want to achieve and pursue your goals relentlessly."
Under your leadership, what are the initiatives that your institution has taken to advance transformation?
I have generally supported initiatives that advance transformation such as the HERS SA Academy where we have been sending between two and four women to participate in their female empowerment programme. I have participated in this programme as a speaker, motivating women to aspire to the highest levels in higher education.
We have participated in some of the Department of Higher Education and Training transformation initiatives such as the New Generation of Academics Programme (nGAP) and Future Professors Programme. One of the initiatives we introduced at UMP in 2021 is the Academic Talent Stewardship Programme. Talented students who are interested in pursuing an academic career are
recruited after completing the Honours programme. They are appointed for three years as Academic Talent Stewardship Programme (ATSP) Fellows and Associate Lecturers. At the end of the three years, they are expected to have completed their Masters’s degrees and to be working towards their Doctoral degrees. They get confirmed after three years and are appointed permanently as lecturers. To date, we have appointed 15 ATSP Fellows and four of the Fellows have recently been confirmed as Lecturers.
Would you say you have achieved everything you wanted to at UMP?
All I can say is that I have succeeded in laying a firm foundation by embedding excellence in all three missions of the institution, i.e. teaching and learning, research and innovation, and engagement.
Looking back at your impressive career, what has been your primary motivation?
My motivation has been based on the spirit of determination. I keep reminding myself in my leadership journey that I am a woman of determination, following on the statement made by my father when I was 13 years old, “Ntombi, you are a girl of determination”. This
helps me to navigate any leadership challenges I am confronted with. I believe determination is a driving force towards excellence, and to work tirelessly and consistently at something, one needs perseverance. Determination is about putting your heart, mind and soul into what you want to achieve and pursue your goals relentlessly. It is about rising above all odds. Over and above determination, one should have passion for what one does.
As a woman, what do you think were some unique challenges you had to overcome to rise to a leadership position?
In a society that still suffers from patriarchy and toxic masculinities, leadership does pose severe challenges for female leaders. Without advocating sexism in leadership, one should admit that there are unique challenges that female leaders face in higher education.
One does come across tactics of subtle and creative subversion. During such challenging times, one tapped into resilience and mental toughness. However, I have been fortunate to work closely with male and female colleagues who have been supportive throughout my career.
What is your approach to problem-solving?
My approach to problem-solving is informed by the perspective that no leader can solve all the problems. Therefore, team work is important in problem-solving. I understand the importance of the ability to ask the right questions.
Bolstered by my training as a Clinical Psychologist, I have learnt to listen with both ears and ascertain what is said as well as to what is not said. It is important to pay attention to non-verbal communication and to listen with empathy.
Problem-solving requires that you listen to both sides of the story before any action is taken. It I important to exercise urgence, impartiality and agency when engaged in problem-solving.
What are key lessons you have learned as a leader over the years?
One of the critical lessons I have learnt is that leadership is not for the faint-hearted.
What would you tell a younger you if you could go back in time?
I would say, follow your dreams. Dreams are important because they allow you to embark on a profound journey to pursue those dreams. Without a dream, we may struggle with the potential in ourselves because we don’t look beyond our current circumstances. But with a dream, we begin to see ourselves in a new light, as having greater potential and capable of stretching and growing to reach it.
In your opinion, what are the top five characteristics successful leaders should have?
• Good listening skills
• Empathy
• Good interpersonal skills
• Authenticity
• Good communication skills
Asanda Luwaca, Executive Chairperson of the National Youth Development Agency (NYDA), a dynamic woman in leadership provides insight on how NYDA continues to promote education and development for women.
Over the years what are the trends NYDA has witnessed regarding female empowerment, particularly among the youth?
From a human resource perspective, the NYDA has been instrumental in recruiting and selecting talented young women. There are 222 women in the organisation with 168 in permanent or fixed-term positions and 54 temps/ interns. Women constitute the majority in the entire organisation. By employing more women in executive, top management and junior management positions, the NYDA has further created a balance in gender equity.
In terms of personal development, the NYDA has trained more young female staff and provided financial support for academic training. Female staff have acquired bachelor’s degree level education up to PhD. Concerning youth benefit programmes, the number of women involved in entrepreneurship is gradually increasing and the NYDA ensures access to financial resources through various interventions in projects and programmes.
Education is the cornerstone of awareness in various facets of development, whether in politics, social or economic activities. Therefore, education must be perceived as the most critical factor in transforming young women’s opportunities. The Solomon Mahlangu
Scholarship programmes are an example of this. All NYDA programmes also have a policy of setting aside a certain percentage of places for women and allocating 5% of procurement spending for young women with disabilities.
In the period under review, the NYDA awarded grants to a total of 2 369 women and 26 young people living with disabilities.
Additionally, the supply chain division has sourced several companies owned by women with disabilities in compliance with the disability strategy. More work still needs to be done to ensure that youth with disabilities also form part of the NYDA procurement services, which has never been achieved in the past. The Women-Owned Enterprise Spend on the supply chain was R143 412 615,92 in 2022/23 (FY).
The NYDA has, over the past few years, partnered and collaborated with all SETAs which developed the Sector Skills Plans, which require an up-to-date list of scarce and critical skills for each sector, with the updated plans set in place as outlined in the NSDP 2030, particularly for young women. The training interventions supported by the SETAs have been aligned to and are responsive to the skills needs identified in each sector.
Tell us about your career journey as a woman in a leadership position.
My career journey has been a rich tapestry woven of experiences in activism, academia, and political engagement. It began during my student years, when I actively participated in youth organisations, igniting my passion for social change. This commitment led me into the political arena, where I navigated various leadership roles, culminating in completing a BA in Politics in 2012, followed by an Honours qualification. These academic achievements provided me with a robust theoretical foundation.
However, my journey didn’t stop there. Recognising the importance of practical knowledge, I pursued additional qualifications, including a Certificate in Evidence-Based Policy Making and Implementation at the Nelson School of Government, and a Certificate in Policy Research Training at the University of Stellenbosch. These certificates augmented my understanding of policy formulation and implementation, equipping me with the skills necessary to effect tangible change.
My activism found resonance during the #FeesMustFall movement in 2015, where I participated in and contributed a chapter to a published book, amplifying the voices of the movement. Subsequently, I relocated to Cape Town to work as a Researcher in the ANC Parliamentary Caucus, broadening my understanding of legislative processes and governance structures.
I wear multiple hats, serving as a Council member and Chairperson of the Donor Committee at Ingwe TVET College; a Council Member for the Human Resource Development Council; a Chairperson of the BRICS Youth Council and a Network of Young Decision-Makers. These roles underscore my dedication to youth empowerment and global advocacy.
In 2021, my journey reached a pivotal moment when I was appointed by HE President Cyril Matamela Ramaphosa as the Executive Chairperson of the NYDA Board of Directors.
In terms of impact, how does being a woman in a leadership position give you an edge, particularly at the NYDA?
Each milestone, from my academic achievements to my involvement in various organisations and movements, has been a stepping stone towards this pivotal role.
My commitment to effecting positive change for young people, coupled with my continuous pursuit of knowledge and skill development, has been instrumental in shaping my path to leadership.
Being a woman in a leadership position affords me a unique perspective that enhances my impact, particularly at the NYDA. I recognise the intersectional nature of women’s experiences, which informs my approach to leadership. By demasculinising traditional leadership models and advocating for the inclusion of diverse voices, I am striving to create an enabling environment for women leaders. My understanding of the challenges faced by women allows me to champion their representation and ensure that their voices are heard in decision-making processes.
How have you overcome professional obstacles as a woman, and how have you ensured continuous growth?
Overcoming professional obstacles as a woman has been a constant journey of resilience and growth. I often encounter biases based on my age, race, and gender, which undermine my credibility in specific spaces. However, I refuse to be defined by societal expectations and instead focus on continuous personal and professional development. I remain resilient in the face of adversity by aligning myself with like-minded individuals and challenging myself to adapt to evolving environments.
What do you think is vital for women not just to have a seat at the table, but to be heard?
For women to have a seat at the table and be heard, it is essential to understand and leverage their unique strengths. It’s not always about having the loudest voice but being strategic and authentic. We can command attention and influence outcomes by embracing our feminine attributes and utilising them to complement our goals. Advocating for inclusive spaces that value and amplify women's voices is also crucial.
Through my leadership journey, I’ve learned the power of authenticity. Remaining faithful to oneself allows for genuine connections and inspires trust and respect. Embracing our limitations and unique qualities fosters a sense of authenticity that resonates with others. Ultimately, leadership is about making a positive impact while staying true to one’s values and convictions.
Prof Pumela Msweli, Executive Dean at UNISA’s College of Graduate School of Business Leadership, shares insights on unlocking business opportunities and growth on the African continent.
PROF PUMELA MSWELI
EXECUTIVE DEAN AT UNISA’S COLLEGE OF GRADUATE SCHOOL OF BUSINESS LEADERSHIP
The world continues to evolve at a rapid rate and with complexity. How has the business school landscape changed to respond?
Firstly, because of SA’s shrinking economy, we have realised that companies are no longer sponsoring our students. Many of our students are self-funded, and we are now developing relationship marketing strategies to tap into the strength of our brand.
A lot is happening on a global scale, and we are impacted by geo-political entanglements. So, like many institutions, we are aware that the landscape has changed, and we have had to change our strategy to adapt and respond accordingly.
How has the role of business schools changed over the last five years?
Clients seem to be looking for more focused, specialised programmes.
We have seen tremendous growth in the specialised Post Graduate Diploma (PGD) programmes. For example, PGDs in Project Management are growing exponentially – they are growing faster than our Master in Business Leadership (MBL) and Master in Business Administration (MBA).
However, as the inventors of the Master in Business Leadership, which is still our flagship programme, we are doing reasonably well. We were the first business school in SA to develop this programme. The MBA programme is another success story.
It is a fact that the current trend in business schools is towards shorter periods of study because their revenue structure is orientated towards 70% short learning programmes and executive education, and 30% formal programmes. Our strategies have been tailored to the market appetite around our executive education programmes.
What are the top outcomes for leaders attending the Business School?
As a business school striving towards international accreditation, we have become aware that leaders must be transformative. Their qualification must not only serve to further their agenda but also to drive transformation for the collective good of society.
Additionally, we are cultivating responsible, ethical leadership and integrity. We want to develop leaders of corporations who have zero tolerance for corruption because corruption creates poverty.
We also want our business leaders to be innovative, proactive problem-solvers and decision-makers. Why is this important? Because the world is moving rapidly, and we have to be flexible in our ability to respond to the change in market needs.
Considering South Africa’s realities, such as high unemployment rates, a sluggish economy, and so forth, what is required of leaders to revitalise the business landscape?
You have to be closely linked to your clients. We have to understand clients’ needs, which change constantly. Before the pandemic, we knew our client base and their skills, but now they no longer have the same skills or the same profiles. Some are business owners, some are unemployed or self-employed. So, to emerge strong, you have to be close to the clients and understand their needs. When dealing with clients, you have to impress and delight them. You must be customer-centric because these people will bring more business through word of mouth, and this is critical.
It is a fact that the current trend in business schools is towards shorter periods of study because their revenue structure is orientated towards 70% short learning programmes and executive education, and 30% formal programmes."
According to reports, SBL strongly focuses on rural/urban projects. Tell us a bit about this. If you look at the economic landscape, you will find that historically, the resources to build urban communities were drawn from rural areas. Human capital resources,
even formal spaces and land resources have been used to buttress other processes in urban areas.
We need to bring that energy and those resources back into the mainstream by connecting them with urban businesses, and this can be done through cooperatives.
This is a powerful medium for reaching the inner quality and poverty gap by linking rural communities and the urban market. Our project is a priority to enhance that economic system.
Are there sufficient links between sectors, i.e. education, industry/business, government, think tanks and communities, to drive holistic, progressive change?
The government appears to have several policies for growth – for example, the localisation policy links manufacturing with textile, mining, and agricultural industries. This is positive. If you look at the social responsibility stances of institutions, you will note cooperation in cases where companies want to invest in local communities. Change is happening, and as a business school, we are trying to help by promoting
scholarship opportunities for people who might otherwise not be able to further their studies.
Considering your fields of academic interest (Financialisation and International Trade; SocioEconomic Effects of Globalisation in Middleand Low-Income Countries; Deep Learning and Academic Literacy; and Indigenous Knowledge Systems) and fields of specialisation (Governance, International Business and Development Finance), what do you think is key for businesses not only to survive, but to thrive going forward?
The African continent has been trying for over 50 years to integrate as a community. Africa has established regional economic communities such as the Southern African Development Community (SADC) and the East African Community (EAC). With the African Continental Free Trade Agreement (AfCFTA), the dream of our African forefathers has been realised. However, if we are not proactive, we will lose an opportunity. As an African business person, your target market is much wider than just your own country. You have a market of billions of other African people. With the African Continental Free Trade Agreement, the boundaries have collapsed; there is free movement
of goods and services throughout different economies of Africa.
Small enterprises and companies must become aware of and learn the benefits and opportunities of this particular agreement as an instrument for market growth, expansion, and penetration. If we do not utilise this opportunity, we will lose something powerful for business growth.
We need to change the mindset: a silo or individualistic approach is unhelpful because if you want to export a particular product to Zambia, Kenya or Nigeria, for example, having access to global or African value chains will be essential "
In your opinion, what are some key opportunities local leaders can tap into to address challenges and unlock sustainable growth?
We need to change the mindset; a silo or individualistic approach is unhelpful because if you want to export a particular product to Zambia, Kenya or Nigeria, for example, having access to global or African value chains will be essential. Being part of our business school will expose you to global value chains, and we can work with small businesses in townships and rural areas to create these value chains and open export opportunities.
Is there any view you want to share with us regarding where the Business School is going compared to other business schools across the country?
Our Business Graduates Association (BGA) accreditation, which we are anticipating sooner rather than later, has been a fascinating journey. We have also embarked on the African Association Business School Accreditation process, which is another exciting journey, and one which will grant us recognition by our peer schools in Africa.
Professor Pumela Msweli
Qualifications: PhD (Exeter University UK); MBA (Exeter, UK) MPhil Development Finance (Stellenbosch University); BSc (Wits University); Certified Coach, UCT; Accredited Enneagram Practitioner
Professor Msweli obtained her Master in Business Administration at the University of Exeter, cum laude. She has a PhD qualification from Exeter University in the United Kingdom, and an MPhil in Development Finance from Stellenbosch University. Prof Msweli is a Certified Integral Coach and an International Coaching Federation (ICF) Accredited Enneagram Practitioner. Prof Msweli has taught at the University of Witwatersrand and at University of Natal which became the University of KwaZulu-Natal after the merger.
She has also served as a Professor of Corporate Governance at the University of South Africa. Additionally, Msweli has served as a visiting scholar at St Mary’s University in Canada, the University of Mauritius, Friedrich-Alexander University, Westminster University and most recently the Romanian American University.
An accomplished researcher, Professor Msweli has written extensively and has published her work in local and international journals. She has supervised 20 doctoral students to completion, two of whom are now Professors. Prof Msweli has also supervised over 40 masters students to completion. She participated in numerous international collaborative research projects located in South Africa, Uganda, Mauritius, Zimbabwe, Tanzania, Egypt, Ethiopia, Botswana, Canada, USA, UK, Germany, France, Finland and Sweden. She has extensive experience in leadership.
Professor Msweli is CEO and Executive Dean in the Graduate School of Business Leadership at the University of South Africa.
The Fibre Processing and Manufacturing (FP&M) SETA was established by the Honourable Minister of Higher Education and Training on 1 April 2011 after government took a decision to cluster sectors in order to strengthen value-chain linkages between related industries.
The FP&M SETA consist of 13 sub-sectors namely the clothing, footwear, forestry, furniture, general goods, leather, packaging, printing, print media, publishing, pulp and paper, textiles and wood products sectors. Although classified individually, the sub-sectors are closely integrated.
Together they create tremendous value in the lives of consumers, by converting lumber, pulp, natural or synthetic fibres, animal skins/hides into finished products such as furniture, clothing, shoes, protective equipment, paper and paper board, printing (books, magazines, etc), industrial fabrics and extending into high-tech applications in many different industries (automotive, health and building construction to name a few).
To be an innovative skills development partner supporting high-quality learning and development interventions towards global competitiveness, an inclusive economy and decent work.
To evolve as an agile and ethical institution that facilitates an efficient and effective skills development process contributing to the achievement of sector competitiveness, transformation and economic growth. OUR MISSION
8 Summit Rd, Dunkeld West, Randburg, 2196 011 403 1700
Dr Felleng Yende shares insights with South African Business Integrator about the high value impact the Fibre Processing and Manufacturing Sector Education and Training Authority (FP&M SETA) is making on individuals, communities, townships and society.
South Africa’s 21 Sector Education and Training Authorities (SETAs) are mandated to drive skills development in the constituent sectors they serve. The FP&M SETA is responsible for this role in the country’s fibre processing and manufacturing sector comprising 13 industrial sub sectors including: clothing, textiles, footwear, leather, general goods, forestry, furniture, pulp and paper, printing, publishing, print media and wood products.
You once described the FP&M SETA as being a catalyst for change. Can you explain this statement?
South Africa’s unemployment rate remains stubbornly high. According to Statistics South Africa, during the first quarter of 2024, the country’s overall unemployment rate was 32.9%. This is a statistic of grave concern, but what is even more concerning is the unemployment rate of 45.5% among people aged between 15 and 34, many of whom have completed some form of tertiary qualification. Another worrying statistic is the more than 30% of people in this country who are not in employment, education or training (NEET).
To address the alarming unemployment statistics, the government has placed extensive focus on skills development and entrepreneurship. The outcome has been a series of projects and programmes across all sectors and industries, involving a range of stakeholders in both the public and private sectors. It is here that the FP&M SETA has a critical role to play.
Through partnerships and collaboration with a variety of sector stakeholders who share our vision of addressing the country’s triple challenge of inequality, poverty and unemployment, whilst at the same time driving the specific skills needs in our sector, the FP&M SETA has made substantial progress in contributing to sector skills development, and equally importantly, addressing national imperatives.
How does FP&M SETA make a difference in people’s lives and communities?
This is achieved broadly in two ways.
By supporting individuals through a variety of learning interventions, we capacitate unemployed people with skills, knowledge and practical exposure to a range of jobs within the sector we serve. This is achieved through partnerships and collaboration with employers in the sector whereby we ultimately try to secure full-time employment for beneficiaries. By doing this, individuals can contribute in a meaningful way to their families and the local economy.
From a community perspective, the FP&M SETA enters into strategic partnerships with SMMEs, NGOs, CBOs and NPOs to empower individuals through training, education, mentoring and business coaching. The
need to address unemployment, poverty alleviation and rural development underpins all activities. Communities in township and rural areas benefit directly as skilled individuals become more productive, and contribute to local economies. Additionally, the FP&M SETA collaborates with communities to address specific needs and challenges, fostering inclusivity and social development.
Having to develop skills across 13 sectors must present a challenge for the FP&M SETA in terms of deciding where to allocate resources. How does the SETA decide what projects/programmes to support?
The SETA is mandated to support two different types of funding.
The first of these is mandatory grant funding, which is available to employers registered with the FP&M SETA that have submitted the requisite workplace skills plan (WSP) and annual training report (ATR). By submitting these documents on an annual basis, the employer will receive 20% of skills development levies paid to develop skills internally. The FP&M SETA therefore urges sector employers to participate in the WSP and ATR submission process to ensure upskilling within their organisations.
Discretionary grant (DG) funding is available to employers who have submitted a WSP and ATR annually, as well as other levy exempt sector stakeholders that submit proposals in response to a call for discretionary grant funding. DG funding is subject to specific criteria that addresses sector skills development imperatives, in addition to national economic development priorities.
Comprehensive research undertaken in collaboration with a variety of sector stakeholders underpins how the funding is allocated. It is very important that funding is allocated in a strategic manner to ensure maximum impact for both the sector and the country.
All activities are undertaken according to detailed policies and procedures. To ensure accountability, we are vigilant about monitoring and evaluation, in addition to conducting impact assessments that ensures we are answerable for all our activities. Internal audit processes throughout the financial year, and a detailed external audit at the end of the financial period by the Auditor-General South Africa, serves to assure our stakeholders of the
accuracy of reported achievements within our Annual Report.
How is FP&M SETA utilising technology to transform skills development and learning?
Could you share some insights on this?
The FP&M SETA is actively leveraging technology to enhance skills development and learning within the sector. The latest Sector Skills Plan confirms a demand for new and emerging occupations such as robotic furniture makers, data scientists, and drone pilots. The SETA recognises the impact of 4IR technologies such as digitisation, automation, data analytics, artificial intelligence, and the Internet of Things (IoT).
Learners are being upskilled in these technologies to prepare them for the evolving workplace. By integrating technology into learning pathways, the FP&M SETA ensures learners acquire relevant skills. The FP&M SETA’s proactive approach involves technology adoption, targeted programmes, and collaboration with stakeholders.
THE FP&M SETA, in partnership with employers/ employer associations and trade unions, has implemented several high-impact interventions to address employability and occupations in high demand. In the manufacturing sector, 4IR presents a model shift, driven by advanced technologies that redefine the way businesses operate. Companies must tap into new opportunities for growth and competitiveness by embracing connectivity, artificial intelligence, digitisation, virtual reality, data analytics, human-machine interaction, and advanced engineering.
It is understood that skills development requires input from numerous stakeholders. How can stakeholders in the sector contribute in a meaningful way?
Stakeholders within the FP&M sector should collaborate across sub-sectors and implement joint projects, share knowledge and develop value-chain linkages to enhance overall performance. Employers have a key role to play in facilitating training activities in the workplace. Additionally, employers can provide muchneeded opportunities for young people to gain valuable workplace experience and bridge skills gaps.
Feedback and insights on training programmes, industry
needs, and emerging trends are important, as this helps the SETA tailor its initiatives effectively. Furthermore, sector stakeholders have an advocacy role to play through engaging with policymakers to align skills development activities with national priorities.
The importance of employers supporting the mandatory grant process has been mentioned already, but this is key, and possibly one of the most important activities that employers should focus on.
We must remember that collective efforts lead to a stronger and more resilient sector.
Could you share with us a bit about your personal career journey, and how this has enabled you to lead the FP&M SETA?
My career journey has resulted in my capacity to deliver impactful and strategic leadership at the FP&M SETA.
I hold a Master’s Degree in Public and Development Management, and have completed a qualification in Digital Business Strategy from the globally recognised Massachusetts Institute of Technology Sloan School of Management. More recently, I earned a PhD in Management of Technology and Innovation. The title of my thesis is “Enhancing Public Sector Leadership in the age of the 4IR.”
As a change agent I have researched best practices in identified fields and developed integrative strategies, which I translated into effective organisational strategies, with a focus on driving high-level business objectives. In addition, I have researched international, national and regional government policy and legislation to translate these into empowerment and business opportunities.
My strategic leadership has resulted in the execution of the FP&M SETA's results-driven turnaround strategy, which compromises a transformational approach to increased organisational performance; the facilitation of community dialogues to develop policies; the promotion of partnerships; and implementation of innovative and cutting-edge projects.
As a woman in leadership, what advice would you like to share with aspirant leaders?
First and foremost, I would like to emphasise resilience, perseverance, hard work, collaboration, and mentorship.
Although life gets challenging, make the time to study and conduct research. This is key if you want to be an informed leader benchmarking your organisation locally and internationally. I would further advise the following:
• Communicate assertively: be clear, direct, and assertive in your communication. Your voice matters, so use it confidently.
• Find mentors and sponsors: seek guidance from mentors who can provide insights and sponsors who advocate for your growth.
• Set boundaries: prioritise self-care and establish healthy boundaries. Remember that saying “no” is essential for effective leadership.
• Promote other women: I believe that gender discrimination must be addressed not just by having policies in place, but by rigid implementation of such policies. Lift others as you climb. Support and champion fellow women leaders.
• Leverage innate strengths: recognise your unique strengths and use them to your advantage. Embrace authenticity.
• Take calculated risks: do not shy away from challenges. Calculated risks lead to growth and new opportunities.
• Demand fair representation: advocate for diversity and inclusion. Ensure fair representation at all levels.
Additionally, believe in your abilities and let that confidence shine through your leadership. Leading with impact involves empowering others and fostering a supportive environment.
AWARDS CONFERRED ON DR FELLENG YENDE DURING HER TENURE AS CEO
THE NATIONAL SKILLS AUTHORITY AWARDS 2019: Minister’s award for recognition of most outstanding individual in skills development.
GOLD AWARD FOR FP&M SETA: Most outstanding SETA for its performance against the set targets of governance, compliance, management, corporate services, the SETA’s financial sustainability, partnerships, innovation and creativity.
AFRICA’S MOST INFLUENTIAL WOMEN IN BUSINESS AND GOVERNMENT: CEO Global for advancing African economies and communities.
PUBLIC SECTOR VISIONARY AWARD:
Acknowledgement for someone who has made a significant impact in the public sector.
GUTTENBERG AWARD: A rare achievement for a woman in the printing industry.
RECOGNITION BY THE AUDITOR-GENERAL OF SOUTH AFRICA: For 10 successive unqualified and seven clean audit opinions.
clean) audit opinions from AGSA
Sector employment growth despite poor economic performance in manufacturing sector
FP&M sector labour-intensive and able to create jobs at a faster rate than most industries
Occupational qualifications and learning programmes meet industry needs
The Transformation Legacy (TTL), an organisation reshaping South Africa’s economy from one reliant on employment to one driven by self-employment, has impacted 14,175 lives by supporting 431 small businesses over the past seven years.
“Our organisation comprises black women who understand the importance of financial freedom for women, youth, and previously disadvantaged groups. We have intentionally supported black entrepreneurs' growth through our unique training and mentorship programmes. We also equip them with the tools to access markets and compete,” said TTL’s CEO, Sibusiso Raphekwane.
With footprints in Limpopo, Western Cape, Northern Cape, Free State, and Gauteng, TTL has collaborated with small and medium enterprises (SMEs) across sectors including the green economy, IT, engineering, manufacturing, and construction.
One of TTL’s mentees is Lynchpin Environmental Sustainable Solutions, a 100% black and female-owned company specialising in environmental sustainability consulting. Founder and Managing Director Sizeka Dyantyi claims that TTL’s programme has been key in helping them develop a new service offering and access new markets, thereby increasing profits by 62% and enhancing their business image.
TTL also values public and private sector partnerships. They partner with corporate and government institutions to design and implement impactful Enterprise & Supplier Development (ESD) programmes that foster SME growth.
TTL has a proven track record of successful collaborations through their ESD programmes. Participants have included Momentum Metropolitan, Sanlam, Sasol, AfriSam, Coface, Department of Tourism, South African National Parks, and Bidvest Steiner.
Fiona Ally, Momentum Metropolitan Group Lead: Enterprise and Supplier Development, attested to TTL’s expertise in implementing programmes with lasting impact. “We benefit immensely as it is our responsibility to contribute meaningfully to the operational and financial sustainability of black-owned small businesses.”
TTL has received awards such as the Santam Women of the Future Award, Africa Startup Ecosystem Builders’ Entrepreneur Support Organisation of the Year, and the Standard Bank Top Women Awards.
What trends and impact do you foresee in the investment sector post elections?
Senkge: Regarding investment strategy, South African assets face very high risks from political uncertainty and are well reflected in their overall discount to EM. The rand and bonds respond extremely negatively to political shocks. Still, the new government will likely calm the market with tangible remedies, making it an attractive entry point to capture future returns.
Mrwetyana: We do not invest based on macro trends. Our process is bottom-up driven; therefore, we will continue to focus on finding the best opportunities in individual stocks. However, I would expect the following:
• Market volatility: we have observed near-term market outperformance after certain elections, and that appears to be a continuing trend after this election. This can also be driven by investor sentiment, so I would expect this to drive the performance of markets in the near term. The market is likely to stabilise once there is clear policy direction and economic goals.
• Sector rotations: this depends on the political outcomes and perceived potential outcomes and priorities of the new political regime. I would expect shifts between sectors and companies, even between geographies, as investors seek to find the best opportunities in the new environment.
• Focus on reform: I would expect investors to focus on reforms that can turn our economy around and select ideas supported by potential reform-driven shifts, policy and regulatory changes, changes in global trade and relations, and the long-term economic outlook.
Considering the low economic growth in SA, what does this mean for local investors and investment in SA?
Mrwetyana: We have seen low economic growth translate into lower returns on investments compared to periods
of higher economic growth. Low economic growth has affected company earnings, impacting the JSE performance. Persistent low growth can increase the perceived risk of investing in South Africa. Investors have become more cautious about allocating capital to South Africa because economic conditions suggest a limited potential for profitability. We have seen a higher allocation to offshore, which became significantly more pronounced with the recent changes in Regulation 28.
How has Mazi Asset Management navigated this?
Senkge: Mazi Asset Management adopts an unconventional investment approach that embraces diversity of thought, perspective and skills. We have diversified our SA exposure through our Global Equity Fund.
Mrwetyana: Additionally, we have been incredibly selective in our stock picking and focused on finding opportunities that are poised for growth in the long term despite the low economic environment. We have also been more resolute in pursuing investment in companies with strong fundamentals, stable cash flows, solid balance sheets, performing management teams, sustainable business models and cheap valuations.
We have continued to implement our risk management process effectively, which has helped us navigate the low economic environment while allowing us to focus on capturing opportunities by investing based on longterm trends and fundamental analysis.
What reforms are required to boost investment opportunities and drive growth?
Senkge: Physical infrastructure driving domestic productivity, such as energy, freight, ports, and water supply, is dire and needs more aggressive remedies.
This will stabilise our ailing economy and bring back confidence to build new capacity and thus grow the means of production.
Considering Africa’s resources, what key sectors should investors focus on, and why?
Senkge: Africa remains well positioned to drive future production through beneficiation and manufacturing. We have the raw materials, a young and energised population and are geographically well-positioned to trade with the East and Western markets.
Mrwetyana: Investments in renewable energy infrastructure have increased, and Africa has abundant renewable energy resources. Some companies, including mining, are exposed to this trend across the value chain. Additionally, we have seen investments in pharmaceutical manufacturing in South Africa. I expect continued urbanisation and growth in the middle class, which should drive increasing demand for consumer goods such as food, beverages, household products, clothing and other retail.
We are still seeing strong growth trends driven by financial inclusion, mobile banking and fintech solutions. Underpenetration in several financial products and services continues to present an opportunity as economies evolve. Africa is still adopting mobile technology and digital services, which presents opportunities for telecommunications infrastructure, mobile banking, e-commerce, and fintech solutions. Infrastructure development is still needed in Africa, including transportation (roads, railways, ports), energy (power generation and distribution), water supply, and telecommunications. Some companies can benefit from this opportunity.
Looking at the current global landscape, what is most critical concerning long-term investments?
Senkge: In the long term, we need to look at companies and sectors with strong economic advantages that can address the current societal needs, and companies that operate responsibly and do not destroy nature and humanity. In the short term, coupled with long-term fundamentals, we need to invest in businesses at the right price.
Mrwetyana: From a long-term investment perspective, fundamental analysis will remain the bedrock of investments. Some megatrends include AI, renewable energy, demographic changes and environmentalrelated sustainability factors. Additionally, there is an increased focus on sustainability and a redirecting of funds to companies that drive sustainability. Opportunities lie in companies with strong ESG practices for long-term value creation and resilience to environmental and social risks.
What key trends or developments are you expecting in the asset management sector in 2024?
Mrwetyana: I would expect trends and factors such as:
• Sustainable investing: the focus on ESG factors should continue to grow.
• Adoption of technology: an increase in the adoption of AI machine learning to enhance decision-making, client engagement and operational efficiency.
• Shifts towards passive investing: this trend should continue as investors are drawn to lower fees and the ability to capture broader market performance.
• Alternative investing: in pursuing diversification and higher returns, I expect growth in private equity, venture capital, real estate, infrastructure, and hedge funds to persist.
• Regulatory changes: we expect the two-pot system’s impact in South Africa. I expect continued focus on investor protection, data privacy, sustainability reporting, and market conduct by regulators.
Senkge: Alternative asset classes, including infrastructure, AI-driven hedge funds, and ETFs, as well as impact and sustainable investing, will continue to attract increasing investment flows. Mazi is wellpositioned to capitalise on these opportunities through its dedicated AI and Infrastructure fund. This fund is specifically designed to leverage the growth and potential of these burgeoning sectors, providing investors with access to innovative and sustainable investment strategies.
I have married my investment and industry skills to understanding companies and sectors; in other words, my industry experience has helped me assess whether the financial assumptions I make are practical and achievable."
With a BSc Eng. in Mining Engineering, what drew you to the investment sector?
I have always been fascinated by the power of compounding thanks to elementary mathematical and economic theories I learned at school. In engineering, getting involved in capital projects where we had to evaluate project viability, run economic trade-off scenarios and cost the bill of materials drew me to finance. I then knew the missing step was how all these viable projects would access capital and investment.
What have been the critical learning curves since you entered the finance sector?
I had to learn to remain calm and objective in a volatile market. Be able to discern what is just noise and make reasonable judgement calls; and understand that investing is a function of time and patience.
How has your experience helped prepare you for this role as Head of Research?
I have married my investment and industry skills to understanding companies and sectors; in other words, my industry experience has helped me assess whether the financial assumptions I make are practical and achievable.
In terms of growth, what do you hope to achieve in this relatively new position at Mazi Asset Management?
I aspire to be a better investor, to create better processes and ideologies that align with current trends, and to learn from those who have seen more cycles than I have. And, in turn, pass that knowledge to junior analysts.
The world is constantly evolving, so how do you stay ahead as a leader?
In the information and technology age, data is more accessible and vast. The trick is to critically and continuously analyse the information at your disposal.
What have been the top three highlights of your career thus far?
1. Being exposed to great investment leaders and analysts both locally and globally.
2. Being allowed to travel and explore different markets and industry players has moulded my understanding of the world and its dynamics.
3. Notwithstanding my unconventional talent and experience in the investment world, I have been given a platform to express my views and recommendations.
Did you always have plans to join the investment sector?
I have always been curious about businesses since I grew up in an entrepreneurial environment where my mother had a small company that included property rental, taxi services and vegetable and chicken farming. This drove me to pursue a career as a Chartered Accountant (CA). Still, my interest in investing began during my university years when I was exposed to financial management, and it accelerated when I was auditing an asset management company during my CA articles; I opened my first trading account on an online trading platform. By the time I had finished articles, I was sure I wanted to be involved in some form of investing.
You were promoted from an analyst to Deputy Head of Reaserach. Please share what excites you about this role, and focus areas. I remain an analyst with additional responsibilities. I enjoy adding value to our team, particularly developing our analysts to reach their full potential. I’m excited about the opportunity to shape the research agenda, contribute to investment decisions, and influence how research findings are applied to derive credible research recommendations. There is always something new to learn. I enjoy building relationships with stakeholders, both internally and externally, to collaborate with for impact.
I also relish tackling strategic challenges and complex problems that require sophisticated research methodologies and insights. As Deputy Head of Research, I can engage with high-level issues, provide informed recommendations, and drive forward-thinking solutions.
I am focussed on maintaining and expanding our coverage universe, ensuring we analyse various companies across industries. This involves identifying emerging trends, potential investment opportunities, and stock performance risks. It is critical that we maintain a high standard of research quality. This includes a rigorous analysis of financial statements, market dynamics, competitive landscapes, business model sustainability, valuation, management analysis and other key factors. Leveraging technology and data analytics to enhance
our research capabilities is another area of focus. This includes utilising advanced analytics tools to extract meaningful insights from large datasets and incorporating machine learning models to improve forecasting accuracy. We have recently launched a Mazi GPT that performs precisely this function.
As a woman in leadership in the finance sector, what have been the top highlights of your career journey?
• Working with a highly effective, intelligent, dynamic, challenging, and diverse team has built a strong network, facilitated collaboration, and provided opportunities for learning, and expanding my professional horizons.
• Breaking barriers that women typically face. This essentially breaks through the glass ceiling and challenges the stereotypes to establish credibility and leadership in a traditionally male-dominated industry. This includes the advancement in our team to include women in leadership.
• Having the opportunity to mentor aspiring leaders and guide them through their career paths, especially women. Additionally I enjoy the consistent learning, which has been rewarding.
When you started working in the insurance sector, how did you see your career evolving? With a legal background, I always thought I would end up in complex claims or even legal advice. I’ve always been passionate about what I’m doing, and being a perfectionist, also very particular about my output. My career evolved very differently from what I expected. I firmly believe that one must grab all opportunities coming your way, and that is exactly what I have done throughout my insurance career. My appointment as managing director of Elite was certainly a highlight of my career.
Tell us a bit about Elite Risk Acceptances. Elite is authorised to provide domestic non-life insurance cover on behalf of Old Mutual Insure. The product is comprehensive and provides wide cover for all the existing and emerging insurance risks the high-net-worth segment may face.
Our target market is high-net-worth individuals in South Africa. Elite offers a personalised and tailored solution for non-life insurance and personal risk management, specifically designed to meet the sophisticated needs of these clients.
You are the co-founder of Elite (established in 2018), and took over as MD in 2021. What have been the key highlights of growing the business? We have seen phenomenal growth through the years, with intermediaries truly supporting us. This has been and still is a key highlight.
Another highlight is the fact that, despite the impact of various risks facing our industry, (e.g. climate change, high inflation, the impact of the Covid-19 pandemic, riots, failing infrastructure), we have been able to respond to emerging risks responsibly, ensuring that the business remains sustainable.
The relationships we build and maintain with our intermediaries is of the utmost importance to us and a key highlight for me personally. Additionally, the appointment of our COO, Tandiwe Cimela, was another key highlight and excellent decision.
What were your key learning curves since taking over as MD?
Being a managing director can sometimes be a lonely place. The most important thing that I learnt was to man up. Since I took over as MD, we have had to implement
some unpopular changes because of the evolving risk environment. It has been very important for me to not take criticism personally and maintain empathy for the changes that intermediaries and clients must deal with. I also learnt to engage with diplomacy and empathy.
Another key learning was my media training and the regular engagements with media, mostly radio, but sometimes also television. Nothing teaches you to elegantly think on your feet like being interrogated by an informed journalist.
As a leader, how do you approach challenges, change and opportunities?
I have always been one of those people who embrace change, I thrive in a changing environment. However, it is very important to understand that most people don’t like change, and some can even be change-resistant. Therefore, teams need to be guided with empathy through change and guarded against change fatigue.
In the non-life insurance industry, all insurers are currently dealing with many challenges. Of course, it can sometimes be tiresome constantly fighting challenges and explaining decisions and responses. It is our responses that define us, not the challenges that we face. If we can continue to face our challenges with kindness towards our staff, intermediaries, and clients, I believe we can face challenges together.
At Old Mutual Insure, we believe that every risk presents an opportunity. I am constantly looking for opportunities, not only for growth or improved profitability but also for ways to improve the working experience for staff. In the end, our staff is what drives the success of a business.
It is very difficult to gauge your success as a leader objectively. I have to look at the support and loyalty of my team to determine whether I am even a successful leader. Considering their immense support, respect, and resilience, I would say there are a few things that support successful leadership:
• having a true connection with the team;
• having empathy while remaining firm;
• listening to the team and their opinions. Psychological safety may sound like a buzzword, but it is critical; and
• growing your own timber. In the Elite team, 60% of appointments have been internal promotions.
What trends do you foresee going forward, and what advice would you give to help people mitigate challenges?
We believe that our target market is financially savvy and has few misconceptions about non-life insurance. I would, however, highlight the following:
• Maintenance-related damages, or damages caused by lack of maintenance, are not covered under insurance.
• Poor building practices can lead to rejection of claims. This is why it is so important for everyone to ensure that their property is well maintained and that any building or renovation works are done by accredited contractors. If you have gas or solar backup systems installed, insist on a certificate of compliance.
• Climate change and its impact on weather patterns is here to stay. It is very important to ensure that you are aware of the risks to your property, whether it is hail, flood, or wildfire damages, and to introduce risk management measures to mitigate those risks. Insurers will generally advise on risk mitigation for a client’s specific risk.
• There is a huge trend in the installation of backup power systems and solar installations. We foresee this trend continuing and even growing. It is very important to ensure that these installations are done by contractors with the appropriate accreditation and that homeowners obtain the relevant certificates of compliance.
• The sluggish economic growth that we have experienced over the past few years has led to a reduction in the number of high-net-worth individuals due to emigration. It is important for persons considering emigration to secure insurance cover for property in transit, but also to ensure that your property in the new country of residence is insured according to local regulations.
• Worldwide, cyber risks are considered one of the top risks for individuals and businesses. Individuals need to ensure their online presence is protected against cyber-attacks.
• Finally, there is a growing trend of what is called semigration, where especially wealthy individuals move from inland to coastal areas. Some significant semigration growth has been recorded for the Whale coast (Hermanus area), the West Coast, the Boland area, as well as the Garden Route. It is important to ensure that your insurer can provide service in the area where you reside.
