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VALDENE REDDY GROUP CEO AND EXECUTIVE DIRECTOR, JSE

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Fine Jewellery & Bespoke Design Since 1992.

Conten ts 20 24 COVER STORY

VALDENE REDDY, GROUP CEO, JOHANNESBURG STOCK EXCHANGE Passionate about seeing South Africa thrive

STANDARD BANK EXECUTIVES

20 24

DR. BELINDA RATHOGWA Women leading change by staying true to purpose KAONE LEKALAKE Leadership is not a solo journey

INSPIRING WOMEN

14 UPFRONT

7 8 10 11 12

CONTRIBUTORS AND CREDITS

36 40 44

FEATURED CLIENTS HEAD OF BRAND’S LETTER EDITOR’S LETTER FOREWORD

DR JUDY DLAMINI, CHANCELLOR OF WITS UNIVERSITY The value of lifelong learning and the importance of education RUWAYDA REDFEARN, CEO, DELOITTE AFRICA hy Africa’s ne t generation of leadership cannot wait DR MMAKI JANTJIES hy women must e uilt into South Africa’s AI value chain JEANNINE VAN STRAATEN, EXECUTIVE FOR STRATEGY, STAKEHOLDER RELATIONS & LEGAL: PROUDLY SA The importance of supporting local and women-owned businesses THOLOANA NCHEKE-MAHLAELA, SA & SOUTHERN AFRICA GOVERNMENT RELATIONS & PUBLIC POLICY LEAD, TIKTOK How digital platforms are reshaping women-led entrepreneurship in SA

4 STANDARD BANK TO P W O M EN LEADERS

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106

TOP WOMEN ACROSS THE BOARD

136

48 FEATURES

88 90 94 96 98 100 104 106 108 110

BUSINESS LEADERSHIP Lessons in excellence SCALING ACROSS CONTINENTSA The hidden transformation tool THE GREEN ECONOMY Thriving on people-centred leadership AFRICAN MARKETS Growing business across the continent PARTNERSHIPS Strategic relationships can transform your business ENTERPRISE SUPPLIER DEVELOPMENT A powerful economic transformation tool AI AND INCLUSION Why technology is forcing us to rethink what inclusive leadership really means

138 140 142 144 146 148 150 152 154

EMPOWERING WOMEN IN TECH Structural change not seasonal campaigns ADAPTABILITY The skill leaders need for the future LEADERSHIP Widening the lens

FINANCE omen shaping the future of South Africa’s nancial sector RETAIL Retail leaders driving growth, innovation and inclusion PROPERTY Women building a more inclusive property sector HEALTH Advancing healthcare through innovation, leadership and research MINING omen driving the future of South Africa’s mining industry LAW Strengthening justice, governance and the rule of law BPO omen driving South Africa’s glo al usiness service success EDUCATION Transforming education leadership, innovation and lifelong learning service success TECH omen driving Africa’s digital transformation E-COMMERCE Transforming Africa’s digital marketplace

AWARD WINNERS

180

TOP WOMEN BUSINESS OF THE YEAR Woolworths

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188 219 182 184 186 188 190 192 194

HALEY FLETCHER BUSINESS LEADER OF THE YEAR Akhona Qengqe, General Manager, KFC Africa TOP WOMEN ENTREPRENEUR OF THE YEAR Nisha Kostas, Founder & CEO, Niche Integrated Solutions

228

TOP WOMEN BUSINESS IN DEI Mondi South Africa

230

TOP WOMEN YOUNG ACHIEVER OF THE YEAR Dr Phindile Nkosi, University of Johannesburg

232

TOP WOMEN-OWNED BUSINESS SMME Humankind Group

234

TOP WOMEN BUSINESS IN CONSTRUCTION, INFRASTRUCTURE, RESOURCES & MINING SAICE Professional Development and Projects TOP WOMEN EMPOWHER ENTREPRENEUR OF THE YEAR Nokwanda Dlamini, Founder & CEO, Ozel Group

TIPS AND ADVICE

216 219 220 222 224 226

INTEGRATED INTELLIGENCE Leading self, people and performance NEGOTIATIONS 4 key emotional intelligence strategies MENTAL HEALTH Leadership and fostering a supportive workplace FRANCHISING A possible path to owning your own business

AT THE BACK

236 248

STANDARD BANK TOP WOMEN CONFERENCE & AWARDS Post-Event Report 2025 INDEX South Africa’s Top Gender Empowered Companies

BUILDING STRONG NETWORKS A crucial business asset MENTORSHIP First know who you are 5 KEY LEADERSHIP SKILLS Driving innovation, resilience and sustainable success CLARITY, CAPACITY AND COURAGE 3 anchors for an agile business plan RESILIENCE How to move from surviving to thriving LESSONS LEARNED Starting and growing a business

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CREDITS CEO RALF FLETCHER HEAD OF BRAND TWAAMBO JUDY CHILESHE

C o nt ri but o rs ANNIKA OJALA Coach & Founder of The Eleven Group

TOPCO STUDIO

DIANA RODRIGUES Founder, Resilient Agility

PRODUCTION DIRECTOR VAN FLETCHER

ELEANOR HECKS Editor-in-Chief of Designerly Magazine

GROUP EDITOR FIONA WAKELIN

ELMIEN GROBBELAAR Provincial Director, Western Cape Association of and for Persons with Disabilities

DEPUTY EDITOR KOKETSO MAMABOLO ASSISTANT EDITOR SHUMIRAI CHIMOMBE TRAFFIC MANAGER DANIEL BOUWER DESIGNERS TASHWELL BROWN ARTIZAN PROJECT MANAGER ODELIA FESTER BUSINESS DEVELOPMENT MANAGERS JADE JOHNSTONE AMU HLABANO CHARLTON MOUTON

JANET GERICKE Communications Strategist JANET PILLAI Executive & Cultural Strategist JEANNINE VAN STRAATEN Executive for Strategy, Stakeholder Relations & Legal: Proudly SA JENNI MATTHEWS Retail Insights Analyst at MRI Software CHLOE NESLEN Director for Talent Management (EMEA) at MRI Software JESSIE TAYLOR Writer DR JUDY DLAMINI Chancellor of Wits University PROF LINDA MEYER Visiting Professor at Nelson Mandela University and MD at Rosebank International

MARKETING SAMILA NKOHLA

LOIS WAGNER Professional Speaker and Leadership Coach

RESEARCH MANAGER VERONIQUE ANDERSON

LORRAINE BARNARD CEO & Director, Dananda Global Talent

RESEARCHERS PELISA SOKOMANI TARRYN DANIELS

DR MMAKI JANTJIES Corporate Executive and Academic

NICOLE MIRKIN Founder of AURA NONHLANHLA MBOKANE Founder and CEO of NSP Occupational Therapy Services and Front Row Medics PHUMELELE ZULU Marketing Director, RS South Africa RUWAYDA REDFEARN CEO, Deloitte Africa SAM GQOMO Founder, WGN Africa

HEAD OFFICE TOP MEDIA & COMMUNICATIONS (PTY) LTD T/A TOPCO MEDIA 2ND FLOOR, ELKAY HOUSE 186 LOOP STREET, CAPE TOWN, 8001 Tel: +27 86 000 9590 | Fax: +21 423 7576 Email: info@topco.co.za | Website: www.topco.co.za

T O OANA NC E E-MA AE A South Africa & Southern Africa Government Relations & Public Policy Lead, TikTok

DISCLAIMER All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic mechanical, photocopying, recording or otherwise, without the prior written consent of Top Media & Communications (Pty) Ltd T/A Topco Media. Reg. No. 2011/105655/07. While every care has been taken when compiling this publication, the publishers, editor and contributors accept no responsibility for any consequences arising from any errors or emissions. ISBN: 9780620500746 17001

ZANDILE MPOSELWA orporate Affairs ecutive

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WENDY SPALDING Managing Director, Tuesday Consulting YAEL GEFFEN of ew effen Sotheby’s nternational ealty

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FEATURED CL IENT

CELEBRATING WOMEN 21 ST EDITION

F e a t ure d cli e nt s 5 Star BEE Compliance

246

Mondia Health

210

Adbot

207

Moses Kotane Research Institute

122

Agr-Smart Tech

201

Nativechild

197

AKL Inspection Authority

202

Nebü Gold

209

ALENG Group

Auditor-General South Africa

112

Niche Advisory

168

Bahlaping Mash Trading

204

Nyamezela Group

170

Bata South Africa

P.G Matsheka Inc

200

Blue Crane Environmental

172

Petroleum Agency SA

118

Bridging & Associates

158

Pink Elephant

125

Castrol South Africa

213

PNS Group

199

CCI South Africa

162

Prescient

160

CHEP

Preshnee Govender Attorneys

DKN Transport

174

Private Client Trust

196

Dr S Geness

205

Rain Dance Asset Management

166

130

RCS

115

Eskom

116

Retroviral

131

Hope 1978 Mining & Construction

212

RS South Africa

132

Kersia South Africa

129

Santam

Lanham-Love Consulting

164

The Shard

208

Lomas-Walker Attorneys

203

The Tax Ladies

206

MAN Truck & Bus SA

156

Vouch SA

126

Miller du Toit Cloete Inc

198

Water Research Commission

Mohau Equity Partners

211

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HEAD O F BRAND LET TER

s we launch the 21st edition of the Standard Bank Top Women publication I nd myself re ecting not only on how far this brand has come, but on the incredible people and partnerships that have shaped its journey. For more than two decades, Top Women has evolved from a publication celebrating remarkable women into a powerful platform that connects recognises and ampli es women who are making a meaningful difference across business, government and society. What continues to inspire me most is the diversity of stories we are privileged to tell. Behind every achievement is a journey of courage,

resilience, ambition, leadership and, often, overcoming barriers that were never meant to be easy to break. Having been part of every edition, I have had the extraordinary privilege of itnessing this evolution rst hand. I have seen businesses grow, leaders emerge, industries transform and, most importantly, meaningful relationships develop along the way. Our partnerships have always been at the heart of Top Women. The trust of our clients, sponsors, contributors and community has allowed us to create a platform that goes beyond recognition one that encourages collaboration, creates opportunities and keeps the conversation around omen’s advancement moving forward. The 21st edition is therefore not simply another chapter. It is a re ection of

a community that continues to grow, challenge convention and rede ne what leadership looks like. As we look ahead, our responsibility is to keep pushing further to uncover new stories, celebrate diverse voices, create meaningful connections and ensure that the Top Women platform continues to have relevance and impact for generations to come. ere’s to the omen ho lead the people who champion them, and the partnerships that make progress possible.

TWAAMBO JUDY CHILESHE HEAD OF BRAND

STANDARD BANK TO P W O M EN LEADE R S

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E D I TO R ’ S L E T T E R

Editor’s Letter innovation technology and AI as ell as the leadership lessons that have shaped her o n ourney

ransformation must translate into real economic outcomes greater o nership entrepreneurship leadership investment participation and access to opportunity – Valdene Reddy.

21st milestone has a particular signi cance in our society sym olised y a ey to the door coming of age and loo ing for ard ith optimism. Please oin us in cele rating t enty one years of conversations insights achievements and stories that have shone a light on the omen shaping South Africa’s usiness landscape. enty one years of partnerships. As e cele rate this edition of Standard Bank Top Women Leaders e do so ith enormous pride and ith a sense of optimism a out the future. hat egan as recognition and cele ration of omen in leadership has evolved into a po erful impactful transformation platform re ecting ho much the conversation around gender empo erment has gro n developed and roadened. his is not ust a pu lication it is an indicator of a community that is invested passionate and continuously striving for meaningful sustained gender empo erment and transformation e lift as e rise. Our cover icon aldene eddy C O of the S represents this po erful evolution. er leadership comes at a pivotal time for South Africa’s nancial mar ets and economy and in our intervie she shares her perspectives on the future of the S inclusive gro th

han you to the Standard an e ecutives Natalie Neves r elinda athog a and Kaone Le ala e ho contri uted the Fore ord and important pieces on leadership and technology hich appear in our upfront section. he ourney of gro th is lifelong. here is al ays more to learn more to contri ute and more to ecome. hrough platforms such as op omen e continue to create visi ility for omen ho are leading change hile inspiring the ne t generation to step for ard ith con dence Natalie Neves, Head of Finance and Value Management, Business and Commercial Banking, South Africa, Standard Bank. Inside these pages e continue that conversation ith an e ceptional group of thought leaders ho offer perspectives that challenge inspire and encourage us to thin differently a out leadership opportunity transformation and the contri ution omen can ma e across every sphere of usiness and society they include r udy lamini Chancellor at its niversity u ayda edfearn C O eloitte Africa eannine van Straaten ecutive for Strategy Sta eholder elations and Legal Proudly SA r Mma i ant ies Group ecutive Innovation and ransformation el om Group and holoana Nche e Mahlaela South Africa and Southern Africa Government elations and Pu lic Policy Lead i o . As in previous editions e focus attention on the sectors at the heart of

South Africa’s economy e amining the changing landscape of gender empo erment across nance retail property mining healthcare and PO. Our inde of gender empo ered companies provides another valua le snapshot of organisations that are investing in and advancing omen in the or place.

And ecause empo erment is not simply a out cele rating success ut also a out ena ling it our ips and Advice section offers practical insights that readers can apply to their o n careers usinesses and leadership ourneys. e are e ually delighted to shine the spotlight on our a ard inners individuals and organisations hose achievements demonstrate hat is possi le hen talent opportunity and determination come together. After editions our purpose remains laser sharp to cele rate achievement amplify omen’s voices and inspire the ne t generation of leaders. e cele rate the omen ho have opened doors those ho are pushing them ider and those ho ill al through them ne t. A heartfelt than you to everyone ho has made this umper edition possi le our simply ama ing team our clients sponsors and our partner Standard an . ere’s to the ne t chapter

FIONA WAKELIN | GROUP EDITOR

S TA N D A R D B A N K TO P WOM EN L EAD ER S

udy

d letter.indd

Natalie Neves

HEAD OF FINANCE & VALUE MANAGEMENT, BUSINESS AND COMMERCIAL BANKING SOUTH AFRICA, STANDARD BANK

STANDAR D BANK TO P W O M EN LEADE R S

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NATAL IE NEV ES

HEAD OF FI N A N CE & VA LU E MA N AGEMEN T, B U S I N ES S A N D CO MMER CI A L BA N KI N G S OU T H A F R I CA S TA N DA R D BA N K

Foreword

NE V E R U N D E R EST IM AT E T HE POWER OF YOUR VO I C E, YO U R PE RSPECT IVE AND YOUR POT ENT I AL

hen I re ect on my ourney oth as a leader and as a oman one truth stands out a ove all else I am a hole and complete person and I ring all of myself to every role I play. I do not separate the leader from the mother daughter ife sister or friend. ach part of my identity shapes ho I lead ho I connect ith others and ho I contri ute to the orld around me. hat is hy pu lications li e the Standard an op omen Leaders Maga ine matter. hey create space for omen to share authentic stories cele rate achievements and inspire others through lived e perience. More importantly they remind us that there is no single lueprint for success. very oman has her o n ourney her o n challenges and her o n story to rite.

today came from my mother hose strength and steady e ample taught me hat leadership loo s li e long efore I entered the corporate orld. She sho ed me that in uence is not de ned y a title ut y the impact e have on others. As omen e often underestimate the strengths e ring to the ta le. esourcefulness resilience intuition and empathy are not ualities to do nplay. hey are po erful leadership advantages. Our e periences as omen hether as professionals parents caregivers entrepreneurs or community uilders provide perspectives that help us navigate comple ity uild meaningful relationships and create lasting value.

One of the lessons I hold closest is that life is unpredicta le ut e al ays have the po er to choose our response. e have the a ility to ta e o nership of our destiny to e intentional in our decisions and to shape the future e ant for ourselves. Gro th does not happen y accident. It re uires courage accounta ility and a illingness to eep moving for ard even hen the path is uncertain.

I have also learned that gro th is not reserved for life’s most dif cult moments. hile adversity can e a catalyst for transformation our victories achievements and moments of ful lment are e ually important teachers. oo often omen move uic ly from one accomplishment to the ne t ithout pausing to ac no ledge ho far they have come. One of the most important ourneys I continue to em race is cele rating success ithout apology or reservation. e honour our gro th hen e recognise it.

My o n leadership ourney is deeply rooted in hum le eginnings and strong values. I gre up in a loving home here resilience integrity and humility ere part of everyday life. Some of the most profound lessons that guide me

At the heart of authentic leadership is the courage to ring your full self into every space. Leadership is not a out perfection. It is a out humanity. It is a out eing illing to lead ith vulnera ility strength and conviction

S AN A

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hile creating environments here others feel empo ered to do the same. hen people are encouraged to sho up as their authentic selves they perform etter innovate more oldly and uild stronger connections ith those around them. he stories featured in this edition re ect e actly that spirit. hey sho case omen ho have navigated challenges created opportunities driven gro th and made meaningful contri utions to their organisations and communities. hey are stories of am ition perseverance and purpose. ut a ove all they are stories of authenticity. As you read these pages I encourage you to re ect on your o n ourney. Consider the e periences that have shaped you the people ho have in uenced you and the opportunities that lie ahead. m race every part of ho you are. Invest in your gro th. Cele rate your successes. And never underestimate the po er of your voice your perspective and your potential. he ourney of gro th is lifelong. here is al ays more to learn more to contri ute and more to ecome. hrough platforms such as op omen e continue to create visi ility for omen ho are leading change hile inspiring the ne t generation to step for ard ith con dence. May these stories remind you that your e periences matter your am itions are valid and your story is still eing ritten. Ma e it one that is authentically unapologetically your o n.

ANK

OM N L A

STANDAR D BANK TO P W O M EN LEADE R S

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C OV E R S TO RY

Vald ene R ed d y JSE GROUP CEO

Passionate about seeing South Africa thrive By Fiona Wakelin al ene Re y oine the SE, fri a’s lar est sto e han e, in an , after hol in se eral senior lea ershi roles, ass e her role as Gro CEO on ril Sin e then she has fo se on stren thenin the SE’s role in ri in e ono i rowth, in est ent an ar et e elo ent seasone nan ial ar ets lea er with ore than two e a es of e erien e a ross lobal in est ent ban in an e han e lea ershi , her e ertise s ans a ital for ation, tra in e osyste s an ar et e elo ent, with a stron tra re or of onne tin a ital to o ort nity an ositionin So th fri a within lobal nan ial ar ets

s Gro CEO, she is lea in the SE’s lon ter transfor ation thro h ORGE , fo se on b il in a o ern, lobally rele ant e han e that obilises a ital into So th fri a, s orts inno ation, stren thens ar et o etiti eness an ontrib tes to s stainable e ono i rowth a ross the ontinent er ee roote assion lies in obilisin a hi her r ose to see So th fri a thri e e s o e to al ene abo t ins irin the ne t eneration of fe ale lea ers, a ital ar ets, ORGE , or anisational lt re an I’s i a t on nan ial ser i es

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COV ER STO RY

NONKUL UL EKO NYEMB EZI

am conscious of what it represents for a woman to lead the JSE, but visibility alone is not enough. Access matters more.

oung omen should see nance technology, entrepreneurship and investing as elds in hich they can participate, build expertise and ultimately lead. That requires us to take these opportunities beyond traditional nancial circles and ma e them relevant and accessible in different communities. Platforms such as SheInvests, the Investment Challenge and our nancial education initiatives are part of that work. Those of us already in positions of in uence must also mentor, sponsor, open networks and create entry points. Representation can change what a young woman imagines for herself. Opportunity changes what she can achieve. I came from a highly technical background and placed enormous value on knowing the answer and mastering the detail. Technical excellence still matters because it builds credibility. But leadership requires more: creating context, understanding competing interests, communicating clearly and moving people towards an outcome. My advice to aspiring women executives is to build deep expertise, but not hide behind it. Put your hand up uild relationships nd sponsors and take the assignment that feels slightly too big.

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You will rarely feel completely ready for the opportunities that change your career. LEADERSHIP PRINCIPLES Leadership often begins before the title arrives. You take responsibility for the igger pro lem ma e the dif cult call and help others move forward. Over time, your own sense of what you are capable of catches up with what you are already doing. The transition from specialist to enterprise leader shaped me profoundly. One of my principles is to move quickly on principle and more deliberately on complexity. Where the principle is clear, I am comfortable making a decision. Where the issue is genuinely complex, I want rigorous debate, uncomfortable questions and perspectives that challenge my own. My actuarial training taught me to interrogate assumptions and understand what is driving an outcome. Leadership has also taught me that perfect information is rarely availa le. he C O’s role is not to know everything. It is to create enough clarity to make a sound decision, mobilise the organisation and take accountability for the outcome. Uncertainty does not remove the need for decisions; it makes judgement more important. LEGACY BUILDING FOR THE JSE OVER THE NEXT FIVE TO TEN YEARS I would like the JSE to be recognised as a future-ready institution that

strengthened South Africa’s competitiveness while remaining one of the most trusted exchanges in the world. Markets are being reshaped by technology, changing investor expectations and increasingly mobile capital. In that environment, relevance cannot be assumed; it has to be earned continuously. Through FORGE 2031, we are building a more innovative, digital and globally competitive exchange that broadens access to capital, deepens participation in investing and supports long-term economic growth. Ultimately, legacy should be measured by the impact we create beyond the JSE. Did we help more businesses grow, attract more capital and expand economic participation? If we achieve that while retaining the trust that has de ned the S for more than a century, that is a legacy worth building. FOSTERING AN ORGANISATIONAL CULTURE THAT COMBINES EXCELLENCE, ACCOUNTABILITY AND A BIAS FOR ACTION The environment in which we operate is changing too quickly for organisations to be constrained

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by hierarchy or process. We need people who think critically, challenge constructively and take ownership of outcomes. High performance also requires disciplined execution. Once we have debated the issues and made a decision, we move with focus and urgency. As a leader of an organisation, culture is a competitive advantage. It enables an organisation to adapt faster, innovate responsibly and consistently deliver value. The best strategy means very little without the culture to bring it to life. GLOBAL TRENDS AND THEIR IMPACT ON AFRICAN CAPITAL MARKETS he most signi cant shift is the convergence of technology, capital and mar et infrastructure. Arti cial intelligence, digital assets, data-led decision-making and new investment models are reshaping how markets operate and how capital is allocated. At the same time, competition for listings and investment has become increasingly global. For African markets, this creates both an opportunity and an imperative. Technology can accelerate market development and expand access, ut only if our mar ets are ef cient connected and competitive.

Transfor mation must translate into real economic outcomes: greater owner shi p, entrepreneurship, leadershi p, investment participation and access to opportunity

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At the S e are investing in modern infrastructure stronger data and digital capa ilities product innovation and ecosystem partnerships to position South Africa as a compelling destination for capital formation and investment. An e change operates at the intersection of data technology ris and regulation ma ing AI relevant across almost every part of our usiness. It can strengthen surveillance and ris management improve operational resilience and unloc greater value from data. he larger opportunity is not simply automation. It is augmenting human udgement y turning vast amounts of information into useful insight more uic ly. For critical mar et infrastructure innovation must e matched y governance accounta ility and trust. he o ective is not to adopt AI ecause it is ne . It is to use it responsi ly to uild etter mar ets and create genuine value for investors and issuers. BALANCING OPPORTUNITY WITH RISK I do not vie innovation and trust as competing priorities. Sustaina le innovation is one of the ays trust is strengthened. Mar ets evolve client needs change and technology progresses. An e change has a responsi ility to eep pace hile safeguarding resilience integrity and investor con dence. At the S innovation is disciplined. e start ith a clear client or mar et need apply strong governance and ris management and remain focused on the sta ility of the roader

ecosystem. he o ective is not innovation for its o n sa e. It is etter outcomes for issuers investors and the economy delivered ithout compromising con dence in the market.

and access to opportunity. Representation matters, but it cannot e the nish line. Long term capital is attracted to economies and companies that are ell governed resilient and capa le of sustaina le gro th.

ACCESS TO CAPITAL AND BROADENING PARTICIPATION TO HELP UNLOCK INCLUSIVE AND SUSTAINABLE ECONOMIC GROWTH roadening access to capital is a out far more than funding. It is a out creating credi le path ays to gro th. For lac o ned usinesses and women entrepreneurs, access to mar ets net or s e pertise and investment readiness can e as important as nance itself. he strongest ecosystems ring these elements together.

Our am ition should therefore e to ma e transformation a source of competitiveness e panding the productive capacity of the economy hile strengthening its appeal to investors.

hrough initiatives such as SM ise and our roader mar et development programmes e are helping usinesses uild the capa ilities re uired to attract capital scale sustaina ly and create o s. My am ition is not simply greater participation in the economy. It is greater o nership entrepreneurship and ealth creation. hat is hen transformation ecomes oth economically po erful and sustaina le. South Africa cannot afford to treat transformation and competitiveness as separate agendas. An economy that e cludes much of its talent enterprise and capital is leaving gro th on the ta le. ut transformation must translate into real economic outcomes greater o nership entrepreneurship leadership investment participation

CREATING A STRONGER CULTURE OF INVESTING e need to ma e investing more understanda le accessi le and ordinary. For a young person one of the most valua le assets is time. ou do not need to egin ith a large portfolio ut you do need to egin. Consistent investing and compounding can create opportunities that are dif cult to recreate later. Financial literacy is important ut e posure matters too. oung people need to see mar et participation as something they can do not something reserved for nancial professionals or the ealthy. hrough the S Investment Challenge irtual rading Game SheInvests and our education initiatives e are helping uild that con dence. he message is simple do not ait to ecome ealthy efore investing. Investing is one of the ays ealth is uilt. A BOLD CHANGE TO SOUTH RIC ’S SI ESS INVESTMENT LANDSCAPE I ould li e South Africa to ecome a nation of o ners not only earners and consumers. O nership changes a person’s relationship ith the

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economy. It can mean owning shares, building a business, participating in a pension fund or creating an enterprise that employs others.

ESS GE OR YO G SO RIC O E Do not wait for permission, and do not wait until you feel completely ready.

South Africa has sophisticated nancial infrastructure and deep capital markets. Our opportunity is to connect far more people and businesses to them through accessible products stronger nancial capa ility and credible pathways from enterprise formation to capital raising.

Become excellent at what you do. Know your subject and build the technical credibility that allows you to speak and lead ith authority. hen step for ard take the role that stretches you, speak in the meeting, ask for the opportunity and nd people ho ill sponsor you not only advise you.

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A mentor offers guidance. A sponsor is prepared to put their own credibility behind your potential. Most importantly, understand that you are not entering these spaces as a guest. Women belong in the rooms where businesses are built, capital is allocated and decisions are made. Do not aspire only to have a seat at the table. Build the capability and conviction to in uence hat happens there.

Broader ownership is not only a social objective. It builds capital, supports productive investment and creates businesses that can scale. It is an economic growth strategy. OPTIMISM ABOUT SOUTH RIC ’S RE I am deeply optimistic about South Africa, not because I underestimate the challenges, but because there is greater alignment around the need to solve them. We are seeing stronger collaboration between government and business, a sharper focus on structural reform and a growing recognition that execution is now the critical differentiator. Operation Phumelela is one example in the nancial sector ringing government, regulators and market participants together around practical reforms to strengthen our capital markets. South Africa has signi cant assets sophisticated mar ets strong nancial institutions, capable entrepreneurs and deep human talent. We have spent enough time describing our potential. The opportunity now is to convert it into performance, and the growing alignment around that objective gives me con dence.

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D r. B eli nda Ra t hogwa HEAD OF DIGITAL & ECOMMERCE SOUTH AFRICA PERSONAL AND BUSINESS BANKING STANDARD BANK

Women leading change by staying true to purpose

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D R . BEL I N D A R AT HO G WA

S TA N DA RD

E ECUT I V E S - T O U G T

EADERS IP

hroughout my career, I have come to appreciate that leadership is not about position or authority. It is about creating the conditions for people to succeed, making decisions that drive meaningful outcomes, and ensuring that our work creates lasting value for the clients, communities and teams we serve.

S TA N D A R D B A N K TO P WOM EN L EAD ER S

Dr. Belinda Rathogwa.indd 21

2026/10/09 14:17

For me leadership egins

ith purpose

ut it must al ays e translated into

action. Purpose provides direction

impact comes from how consistently we

execute against that purpose every day. Purpose provides clarity when priorities compete for attention. It helps us

knowledge, open doors, and create

and empowerment to millions of

a signi cant role sponsorship is

accelerate as technologies such

opportunities. While mentorship plays often what changes careers. It is the difference et een receiving advice and eing actively advocated for opportunities arise.

hen

people. The pace of change will only as arti cial intelligence ecome

increasingly em edded in our daily lives.

YET TECHNOLOGY, IN ITSELF, IS

navigate change without losing sight of

For women in particular, sponsorship

NEVER THE GOAL.

that leadership is not a out individual

community, organisation and market.

and improving people’s lives. he

what matters most. It also reminds us success

ut a out the difference

make in the lives of others.

As more women step into leadership roles across Africa, we have an opportunity to rede ne

hat leadership

loo s li e. Not y conforming to e isting e pectations

ut y leading in a

that is authentic to who we are.

One of the most important lessons in my career has een that authenticity is important

ut so is accounta ility.

The most effective leaders are those

who remain true to their values while

matters. Talent exists in every

Its real value lies in solving pro lems

Our responsi ility as leaders is to

question is not what technology can

ensure that opportunity is accessi le visi le and supported through

deli erate investment in people. As leaders

e have a responsi ility to

identify potential, invest in it and create pathways for others to grow.

This is not only good for individuals.

hat it can ena le people

to achieve. As leaders, we must

ensure that innovation starts with the

customer. Technology should simplify e periences solve real pro lems

and expand access in ways that are meaningful and sustaina le.

It is good for organisations. The

strongest teams are those where people feel seen, valued and empo ered to contri ute.

hen

diverse perspectives are welcomed, etter decisions are made and

delivering results, navigating complexity

stronger outcomes follow.

are empo ered to perform at their est.

THAT BELIEF SHAPES HOW I

and creating environments where others

THINK ABOUT LEADERSHIP IN THE

If we remain grounded in purpose, invest intentionally in others and lead with courage, we can create far greater impact than any individual achievement

People are far more likely to trust

DIGITAL ERA.

and genuine. They do not expect

reshape how people engage

Increasing the participation of women

opportunities and participate in the

o ective. It is a usiness imperative.

leaders who are consistent, transparent, perfection

ut they do e pect integrity.

I have also come to appreciate that no leader succeeds alone. Every career is shaped y people

ho share their

Digital technology continues to ith nancial services access

economy. Across Africa, innovation is helping to remove traditional arriers

ringing greater convenience access

in technology is not simply a diversity Diverse perspectives strengthen

innovation, challenge assumptions and help ensure that the solutions

e uild

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Dr. Belinda Rathogwa.indd 22

2026/10/09 14:17

D R . BEL I N D A R AT HO G WA

S TA N DA RD

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solutions or shaping policy

should e at the forefront of creating gro th that is inclusive and sustaina le.

WHEN I THINK ABOUT LEADERSHIP, I OFTEN RETURN TO A SIMPLE QUESTION: WHAT LEGACY ARE WE CREATING?

he ans er is rarely found in titles

or achievements. It is found in the people

e have developed the

opportunities

e have created and

the positive impact If

e leave ehind.

e remain grounded in purpose

invest intentionally in others and lead

ith courage

e can create

far greater impact than any individual achievement.

e can

help uild organisations that are

more inclusive economies that are more accessi le and a future more

here

omen have the opportunity

to lead innovate and shape Africa’s gro th. As more women step into leadership roles across Afr ica, we have an opportunity to redefine what leader ship looks like

Leadership is ultimately not measured y

hat

opportunities

e create for others

for ourselves re ect the realities of the people they are designed to serve.

Africa is uni uely positioned to

shape the ne t era of innovation. he scale of our challenges has fostered remar a le creativity resilience

and entrepreneurship. Increasingly

solutions developed on our continent are not only relevant locally ut offer valua le insights to the rest of the

orld

hether leading usinesses

driving transformation

ut y the

e leave ehind.

hat is the responsi ility and

privilege of leadership and it is one e should em race

omen have a vital role to play in that

future.

and the legacy

uilding digital

e accomplish

and conviction.

hat for me is

truly a out.

ith purpose

hat leadership is

S TA N D A R D B A N K TO P WOM EN L EAD ER S

r. elinda

athog a.indd

hen people ask me about my leadership journey, they often expect me to speak about titles, career ilestones or e nin o ents in ban in that shaped my journey. Yet, that is only part of the story.

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Kaone Lekalake.indd 24

2026/10/09 14:18

K A O N E L EK A L A K E

S TA N DA RD

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Kaone L ekalake CLIENT COVERAGE EXECUTIVE VICE PRESIDENT, A- U U NATA CORPORATE AND INVESTMENT BANKING STANDARD BANK

Leadership is not a solo journey Those moments matter. They have shaped me in many ways. But when I re ect on the e periences that have had the greatest impact on my life and career I eep coming ac to something much simpler leadership is not a solo ourney. very opportunity I have received every challenge I have overcome and every role I have stepped into has een in uenced y people ho elieved in me invested in me and encouraged me to see possi ilities I could not al ays see for myself.

I grew up in Kuruman in the Northern Cape here my grandparents an educator and a nurse played a de ning role in shaping who I am. Through their e ample I learned the value of education service to others and personal responsi ility. hey taught me to or hard remain hum le contri ute meaningfully to my community and approach life ith a commitment to continuous learning. hese lessons have stayed ith me and continue to guide oth my personal and professional ourney.

hose early lessons shaped ho I vie ed success. Achievement as never only a out personal advancement. It as a out hat you do ith the opportunities you receive and ho you use them to create value for others. hat elief has follo ed me throughout my career at Standard an hich egan hen I oined the Graduate Programme in . Over the years I have or ed across multiple sectors managed relationships ith local and glo al corporates and participated in

S AN A

Kaone Le ala e.indd

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transactions that have connected businesses, industries and markets. Each role taught me something new, but perhaps the most important lesson was learning to understand my own value. Many professionals spend a signi cant portion of their careers trying to t into a model of leadership that they believe others expect from them. I certainly experienced moments where I questioned myself, wondered whether I was ready, or compared myself with those around me. Over time, I learned that leadership starts with self-awareness. It begins with knowing who you are, understanding your strengths, recognising what you bring to the ta le and having the con dence to contribute from that place. I have found that the moments when I have been most effective as a leader were not when I tried to emulate someone else, but when I showed up authentically and trusted my own perspective. hat con dence did not develop overnight. It was strengthened by mentors, sponsors and coaches who invested their time and energy in my growth. Throughout my career, there have been people who challenged me to think bigger, encouraged me to take risks and opened doors that I did not know existed. Their support transformed not only how I saw my career, but also how I saw myself.

Real progress is achieved when leader ship becomes less about individual success and more about collective advancement

One of the greatest gifts a mentor can provide is perspective. Sometimes we are too close to our own circumstances to recognise

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Kaone Lekalake.indd 26

2026/10/09 14:18

K A O N E L EK A L A K E

S TA N DA RD

Leader shi p is not about having all the answers. It is about continuing to lear n, lifting other s as you r ise and having the courage to step for ward when oppor tunity calls our potential. A trusted mentor sees possibilities before we do. They ask dif cult uestions provide honest feed ac and encourage us to take opportunities that may feel uncomforta le.

gro th happens hile e are doing. very stretching assignment every leadership programme every coaching conversation and every ne e perience uilds our capacity to lead.

I no this ecause I have e perienced it rst hand.

he uestion is not hether e no everything. he uestion is hether are illing to learn.

One of the most signi cant lessons I have learned is that gro th rarely happens inside our comfort ones. Some of the most re arding chapters of my career started ith uncertainty. hey egan ith uestions rather than answers.

As my career progressed I ecame increasingly a are of the responsi ility that comes ith leadership. It is one thing to ene t from opportunities created y others. It is another to create those opportunities for the people coming ehind you.

When the opportunity arose for me to relocate to K a ulu Natal and lead the Client Coverage franchise in the region I initially had many reasons hy I should not take the role. I had spent almost t o decades in ohannes urg. My support system was there. My life as esta lished there. Starting again in a ne province felt daunting.

hat elief inspired my involvement in co founding omen Arise a platform focused on empo ering omen uilding connections and supporting development hile actively engaging men as allies in driving meaningful progress.

hat e perience reinforced another leadership lesson that I feel strongly a out invest in your readiness efore opportunity arrives.

For me empo ering omen is not a out hosting a single event or having a conversation once a year. It is a out creating an environment here omen can gro contri ute lead and thrive every day. It is a out recognising potential providing e posure sharing lessons and opening doors here possi le. eal progress is achieved hen leadership ecomes less a out individual success and more a out collective advancement.

oo often e elieve e need to e completely ready efore ta ing the ne t step. he reality is that

It is for this reason I prioritise opportunities to engage ith omen hether they reach out to me or I reach

Yet some of the people I trusted most sa something I could not see at the time. hey encouraged me to ta e the leap. Loo ing ac I am grateful I listened.

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EADERS IP

out to them. iversity and inclusion are close to my heart. ecognising the important role men have played in my ourney I also ma e time to support aspiring male leaders. Along the ay I have also learned the importance of hat I call my tri e. My tri e includes family friends mentors colleagues and sponsors. hey cele rate your successes challenge your thin ing and support you through dif cult seasons. hey remind you of ho you are hen self dou t creeps in and encourage you to eep moving for ard hen the path feels uncertain. No matter ho capa le e may e none of us succeeds alone. As leaders professionals and individuals e all need people ho elieve in us and e all have the opportunity to e that person for someone else. If there is one message I hope to leave ith readers it is this never underestimate the impact of elieving in yourself investing in your gro th and investing in others. The opportunities that shape our lives often arrive efore e feel fully prepared. hen they do trust hat you have learned trust the people who support you and trust your ability to gro into the role. Leadership is not a out having all the ans ers. It is a out continuing to learn lifting others as you rise and having the courage to step for ard hen opportunity calls. And hen you do remem er to reach ac and help someone else ta e the ne t step too.

S TA N D A R D B A N K TO P WOM EN L EAD ER S

Kaone Le ala e.indd

Standard Bank Adverts.indd 28

2026/10/13 11:26

Standard Bank Adverts.indd 29

2026/10/13 11:26

Thought

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OPENERS.indd 54

2026/10/09 15:29

leadership

S TA N D A R D B A N K TO P WOM EN L EAD ER S

OPENERS.indd 55

2026/10/09 15:29

LE A D I N G W ITH P UR P O SE:

The value of lifelong learning and the importance of education By Dr Judy Dlamini, Chancellor of the University of the Witwatersrand and the founding Chairman of Mbekani Group

STANDAR D BANK TO P W O M EN LEADE R S

JD Leadership with Purpose and commitment to lifelong learning.indd 32

2026/10/09 09:48

J UD Y DL AM I NI

THOUGHT LEADERSHIP

eadership is often associated

Education also helps individuals

ith authority in uence and

discover their purpose. Through

decision-making. Yet the most

exposure to different subjects, ideas,

meaningful form of leadership

and experiences, people begin to

begins with something deeper:

understand their interests, values, and

purpose. Leading with purpose means

abilities. They learn what problems

understanding why we do what we do,

they care about and how they might

recognising the impact of our choices,

contribute to solving them. Education

and using our knowledge and abilities to

can therefore be both a pathway to

contribute positively to the lives of others.

opportunity and a journey of self-

Purpose gives leadership direction, while

discovery.

education and lifelong learning provide the tools needed to turn that direction into

Education has been a journey of

meaningful action.

self-discovery for me and an enabler to pivot into unlikely spaces. Though

Purpose and learning are closely

my personal values were passed on

connected. Purpose provides the

by my parents through words and

motivation to grow, while learning helps

action my purpose

people ful l that purpose more effectively.

education. When I completed my

A teacher may continue learning to better

Doctorate in Business Leadership,

support students. A business leader

I discovered my purpose of social

as clari ed y

I believe that systemic and sustainable positive change is through people development, especially the marginalised may study new technologies to make

justice. I believe I always believed in

responsible decisions. A community

social ustice ut launching my rst

leader may learn about different cultures

and experiences to serve people more

aha moment! I was living my purpose!

ual ut

ifferent’

as an

fairly. In every case, learning allows

Using a book to mentor the next

purpose to be translated into responsible

generation on prejudice that comes

and informed action.

with the intersection of different social

S TA N D A R D B A N K TO P WOM EN L EAD ER S

JD Leadership with Purpose and commitment to lifelong learning.indd 33

2026/10/09 09:48

T HO UG HT L EAD ERSHIP

JUDY DL AMINI

identities of disadvantage and sharing

conversation, experience, and

families, workplaces, schools, and

strategies on how to overcome those

re ection. It is not limited to classrooms

communities. They can do this by

prejudices and thrive in spaces that were

or academic uali cations.

encouraging curiosity, supporting

not designed for African females.

challenge, mistake, and interaction can

professional development, sharing

become an opportunity to learn.

knowledge, mentoring others, and

very

creating environments where questions

A leader with purpose is guided by clear values rather than by titles, status or

One of the greatest strengths of a

are welcomed. A strong leader does not

personal gain. Such leaders understand

lifelong learner is the willingness to admit

feel threatened by the growth of others.

that their decisions affect individuals,

that there is always more to understand.

Instead a strong leader recognises that

organisations, and communities. They

ffective leaders do not assume that they

helping others develop strengthens the whole organisation

are willing to listen, take responsibility, and remain committed to goals that extend beyond their own interests. Purpose-driven

Purposeful leader shi p requires consistency, it means leading by example, keeping your promises, admitting mistakes, life-long lear ning, and acting according to your values even when doing so is difficult

or community. Leading with purpose re uires courage. It may involve making dif cult decisions

leadership creates

challenging

trust because

unfair practices,

people are more likely to follow someone

have all the ans ers. Instead they as

or choosing long term ene ts over

whose actions are consistent with

questions, seek different perspectives,

immediate rewards. Lifelong learning

their principles.

and remain open to constructive

supports this courage by helping leaders

feedback. This attitude strengthens

understand complex situations and

However, purpose alone is not enough.

decision-making and encourages others

consider the consequences of their

Leaders must also continue to learn.

to learn as well.

actions. ducation gives people the con dence to spea

The world is constantly changing, and

uestion innovate

and participate in shaping a better future.

knowledge that was useful yesterday

Access to quality education can also

may not e suf cient tomorro . Ne

transform lives. It can reduce ine uality

technologies, social challenges,

improve economic opportunities,

by a job title or position. Anyone can

economic conditions, and ways of

strengthen communities, and empower

lead through their choices, example,

working require people to adapt. Lifelong

people to participate more fully in

and in uence. A student

learning enables leaders to respond

society. An educated population is

classmates, a parent who encourages

to change

better equipped to address challenges

reading, an employee who shares

related to health, poverty, sustainability,

knowledge, or a community member who

technology, and social justice. For this

supports educational opportunities is

Lifelong learning is the ongoing pursuit

reason, education should not be viewed

demonstrating leadership.

of knowledge and personal development

merely as a personal ene t. It is a

throughout a person’s life. It can ta e

shared investment in the future.

To lead with purpose is to live with

place through formal study, professional

Leaders have an important responsibility

intention, responsibility, and a

training, reading, observation,

to promote learning within their

commitment to something greater than

ith con dence curiosity

and humility.

ltimately leadership is not de ned only

ho helps

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JD Leadership with Purpose and commitment to lifelong learning.indd 34

2026/10/09 15:43

oneself. To embrace lifelong learning is to

•

Ask whether people are growing, trust is increasing, decisions are ethical, and the organisation or community is creating lasting value

under pressure;

remain curious, adaptable, and willing to grow. To value education is to recognise

make ethical decisions, especially

•

regularly review whether their

its power to expand opportunities,

leadership is producing the

strengthen societies, and transform lives.

intended impact.

When purpose, learning, and education come together, leadership becomes

Purpose is not simply something a leader

more than the ability to direct others. It

announces. It is something people should

becomes the ability to inspire growth,

e a le to see in the leader’s choices.

create opportunity, and contribute meaningfully to the world.

As I conclude I want to share one of

who is excluded, and why, then

my lived experiences leading for social

do something about it.Creating

Start by answering three questions: What

ustice

accountability: Set measurable

do I stand for? Who am I responsible

to make systems, opportunities, and

to? What positive difference should my

decisions fairer—especially for people

•

on progress.

leadership make? Your answers should

who have been excluded, disadvantaged,

•

Protecting dignity: Treat people

e speci c enough to guide daily choices

or unheard. I believe that systemic and

with respect and avoid speaking

not just sound inspiring.

sustainable positive change is through

for communities that can speak

people development, especially the

for themselves.

here I have used my in uence

justice goals and report honestly

•

Keep learning: Social conditions

Purposeful leadership requires

marginalised. Female Academic Leaders

consistency, it means leading by

Fellowship NPC (FALF), a company I

change, and effective leadership

example, keeping your promises,

founded when I became Chancellor at

re uires humility re ection

admitting mistakes, life-long learning,

Wits University, pursues social justice

and correction.

and acting according to your values even

and systemic change by investing in

hen doing so is dif cult. Purpose loses credi ility

hen a leader’s ehaviour

contradicts their message.

African female academic leaders. FALF

Equality gives everyone the same

seeks to bring all voices to the room of

support; equity recognises that people

leadership and in uence the tra ectory of

may need different support to reach

higher learning and research. As leaders

a fair outcome. A social-justice leader

Finally, measure success beyond short-

we should turn our values into action:

understands this distinction and

term performance. Ask whether people

•

Sharing power: Include affected

responds to underlying causes, not

people in decisions, not only

only visible symptoms.

are growing, trust is increasing, decisions

in consultations.

are ethical, and the organisation or community is creating lasting value.

•

In practice, purposeful leaders: •

communicate a clear and meaningful direction; align actions, resources,

•

Challenging unfairness: Address

Most importantly, social justice

discrimination, exclusion, and

leadership is not a single campaign

harmful behaviour, even when it is

or statement. It is demonstrated

uncomfortable.

consistently through whose voices are

Promoting equitable access:

heard, how resources are distributed,

and priorities with that direction;

Remove barriers to education,

which behaviours are tolerated, and

•

develop and empower others;

employment, leadership, resources,

whether leaders are willing to

•

remain open to feedback and

and participation.

change the systems from which

lifelong learning;

•

sing evidence Study

ho ene ts

they may ene t.

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JD Leadership with Purpose and commitment to lifelong learning.indd 35

2026/10/09 15:44

BAC K T HE F UTURE

Why Africa’s next generation of leadership cannot wait By Ruwayda Redfearn, CEO for Deloitte Africa

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2026/10/09 09:48

R UWAYD A R E DF E ARN

t this year’s

THOUGHT LEADERSHIP

Africa’s demographic advantage is

orld

conomic Forum

often discussed as an inevita ility. It

Annual Meeting young

is not.

people

Leadership determines outcomes. Si ty

ere not simply

reinterpreting

leadership means. hey

emographics create potential.

percent of Africans are under the age

hat

ere challenging

a sharp contrast to ageing and

many of the assumptions that have

in some mar ets shrin ing populations

traditionally determined

else here in the

ho gets to

orld.

Africa’s

shape decisions in uence institutions

or ing age population is e pected

and advance progress. heir insights

to dou le creating the potential for

ere an inspiring yet so ering glimpse into ho

leadership models need to

evolve in a

orld that is constantly

or force consumer ase and

leadership engine of the future.

hether

that ecomes a source of innovation competitiveness and sustaina le gro th

transforming.

ill depend on the decisions leaders For those of us entrusted

ith leading

ma e today.

institutions across Africa this is ultimately a uestion of ste ardship. Leadership

oo often conversations a out Africa’s

is measured y the results

youth are framed primarily as a

today and

e deliver

hat remains possi le after

development challenge. I see them as a

our tenure. he true test of leadership

leadership challenge.

investment innovation and o creation

hether

e leave our institutions

conomic gro th

and economies and our communities

are ultimately the result of decisions

stronger than

made y leaders. Africa’s future

hether

e found them and

e prepare others to carry that

therefore e determined not y the si e of its youth population alone

responsi ility for ard.

ill

ut y the

By 2050, Afr ica’s working-age population is expected to double, creating the potential for a workforce, consumer base, and leadership engine of the future

S AN A

Ruwayda Redfearn Op_Ed piece.indd 37

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T H OUG HT L EADERSHIP

RUWAYDA REDFEARN

quality of leadership that guides,

thinking and varied perspectives to

registered users so far, the platform offers

equips and creates opportunity for

guide decision-making. The purpose of

certi ed e learning courses in real

that generation.

leadership is not to preserve existing

readiness entrepreneurship

systems unchanged. It is to ensure they

literacy, environmental sustainability and

One of the responsibilities of leadership

remain relevant, resilient and capable of

digital skills.

is making sure that decisions are

serving future generations.

orld

nancial

Yet leadership in the age of AI requires

informed by perspectives beyond the executive table. At Deloitte Africa, our

If Africa is serious about converting

more than technology adoption. It calls

NextGen Advisory Council provides one

demographic potential into economic

for intentionality. Emerging technologies

mechanism for doing this. It creates a

value, leaders must concentrate on

should be democratised through a

direct connection between emerging

practical priorities. Employment remains

human-centred approach, with accessible

leaders and our Africa Executive

one of the most important. We must

tools, practical training and responsible

Committee, bringing generational

direct capital towards sectors capable

adoption so that AI augments youth

perspectives into conversations about our

of creating jobs at scale, including

employability rather than displacing it.

people, our business and our future. The

agriculture, the digital economy and

lesson is not about a programme. It is

small and medium enterprises, especially

We must also support SMEs in adopting

about leadership.

youth led rms.

technology to improve effectiveness and

e must also structure

expand market access, This Council helps us test assumptions, test ideas against lived experience,

One of the responsibilities of leadership is making sure that decisions are infor med by perspectives beyond the executive table

while investing in basic digital literacy. Workplace pathways matter because institutions are guided by the leadership

and build a greater understanding of how decisions

investment to favour businesses and

behaviour they reward. Apprenticeships,

are experienced across generations,

organisations that hire and train young

work-integrated learning, internships and

geographies, and career stages. In

people. Economic inclusion cannot

leadership programmes are not only talent

practical terms, it has helped shape

remain an aspiration. It must become a

interventions; they are ways to connect

conversations on employee experience,

measurable outcome.

education with market needs and to make leadership development part of how

leadership pathways and the alignment between leadership intent and

An e ample of this is

organisational reality.

WorldClass Education Hub, a free,

eloitte Africa’s

organisations operate.

transformative digital platform designed

Companies should be willing to

One lesson I have learnt is that

to equalise access to quality education

measure youth recruitment, progression

organisations become vulnerable

across the continent. The platform aims

and leadership representation,

when leadership becomes inward-

to enhance employa ility and con dence

because what leaders choose to

looking. Sustainable institutions create

by allowing learners to showcase their

measure signals what they are

mechanisms that allow challenge, fresh

achievements. With more than 10,000

prepared to change.

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Ruwayda Redfearn Op_Ed piece.indd 38

2026/10/09 09:49

Leadership is ultimately measured by

hrough leadership development

outcomes, not intentions. The true test

mentorship sponsorship and initiatives

of whether we are expanding opportunity

such as NextGen, we are focusing

for the next generation is not how many

on the capabilities that will shape our

commitments we make, but whether more

rm our clients and our continent in

young people enter meaningful work,

the years ahead. This is not only about

progress into leadership positions, build

preparing young professionals for future

successful enterprises and contribute to

roles. It is a out giving them meaningful

stronger economies.

responsi ility no

Across the continent, young people are already building businesses, power ing innovation and solving tough challenges

hile providing them

with the experience, coaching and Accountability requires measurement,

Africa’s greatest opportunity isn’t in its

governance needed to succeed.

demographics alone, but in the quality

honesty and the willingness to act when Investing in Africa’s ne t leadership cohort

of leadership

is purpose-led. It is smart economics:

generations. If we get that right, the

This is the essence of cross-generational

expanding output, growing markets,

continent’s demographic advantage can

leadership, not passing on a task without

strengthening pu lic nances and creating

ecome an economic advantage.

support. It is about forming a shared

scala le investment opportunities

leadership model in which experience and

paired with smart policy and accountable

Leadership, ultimately, is not about holding

emerging insight work together.

execution. But the leadership question

on to in uence. It is a out creating the

facing Africa is not whether the next

conditions for others to succeed long after

generation is ready.

we are gone.

urgency digital uency lived e perience

Across the continent, young people are

References:

and a different sense of what progress

already building businesses, powering

1. How to rethink leadership in 2026,

should look like. Africa needs both.

innovation and solving tough challenges.

according to young leaders | World

progress falls short of goals.

Senior leaders bring institutional memory

e cultivate throughout

hen

and judgement. Younger leaders bring

Economic Forum

Experience without renewal can lead

The more important question is whether

to stagnation while renewal without

today’s leaders are e ercising the ind of

experience can lead to short-term thinking.

leadership this moment demands.

2. he

emographic

ividend Atlas for Africa

Tracking the Potential for a Demographic ividend

nited Nations Population Fund

3. olstering Africa’s investment landscape

The strongest institutions deliberately

hroughout history every generation

unlocking opportunities for its youth | ODI:

combine institutional wisdom with

inherits institutions it did not build and

Think change

emerging perspectives for a competitive

leaves ehind institutions it

ill not lead.

advantage.

4. (P F) Leveraging AI to Scale SM s Opportunities for Sustainable Local

Our responsibility is therefore larger

conomic

evelopment in South Africa

eloitte Africa developing leaders is

than delivering short term results. It is

core to our business strategy – and central

to strengthen the foundations on which

and Enable Jobs in Eastern and

to our long-term success.

future generations

Southern Africa

ill uild. I elieve

5. Ne

Program to

uip

Million outh

S TA N D A R D B A N K TO P WOM EN L EAD ER S

Ruwayda Redfearn Op_Ed piece.indd 39

2026/10/09 09:49

W HY WO M EN MUST B E B UILT I N TO SO UTH AF RICA’S AI VA L UE C HA IN By Mmaki Jantjies, Group Executive,

Innovation and Transformation, Telkom Group

STANDAR D BANK TO P W O M EN LEADE R S

Mmaki Jantjies - Why women must be built into South Africa_s AI value chain.indd 40

2026/10/09 09:49

THOUGHT LEADERSHIP

MMA K I J ANTJI E S

he lm

idden Figures

systems that re ect our societal reality.

pivotal role of

AI relies on data to deliver local impact.

omen

mathematicians at NASA during the

calculated or ital ight paths of cial o title computer.

representation ut a prere uisite for

rought to light the

ho hen their

uite literally human

eyond cele rating their

hen models are trained on narro foreign datasets they ris hardcoding algorithmic ias and linguistic e clusion. N SCO estimates that ma e up only

omen

of AI researchers

rilliance the lm captured the severe

glo ally

structural arriers they faced

roles at ma or machine learning

or ing

ithin heavily segregated teams their contri utions

hile

ent unac no ledged

companies and

of professional

soft are developers. input of

in the of cial historical record.

of employees in technical

omen

ithout the direct

ho anchor critical

The pr imar y challenge is not a lack of entr y-level interest, but structural bar r ier s to retention, career progression, and venture ca pital e nd ourselves in a decade

community net or s local languages

de ned y a technological shift that

and economic systems across South

touches nearly every facet of modern life.

Africa AI

oday

hether actively prompting a generative

ill simply automate and scale

historical ine ualities.

tool or using a digital service po ered y machine learning Arti cial Intelligence (AI) no

What the data shows he primary challenge is not a lac of

touches everyone.

entry level interest

ut structural arriers

Given its pervasive reach across

to retention career progression and

healthcare education agriculture and

venture capital.

nancial services the active involvement of

omen and communities from the

Glo al South is not a matter of to en

S AN A

Mmaki Jantjies - Why women must be built into South Africa_s AI value chain.indd 41

eadline participation is improving. Commission for

ANK

mployment

uity

OM N L A

2026/10/09 09:50

T H OUG HT L EADERSHIP

MMAKI JANTJIES

Four models illustrate what str uctural intentionality looks like and where the design choices matter

founding team, up from 14.6% in 2023, ith

omen leading

as C O.

. he talent pool is e panding

hile

institutional capital contracts around it.

Yet of the $499.6-million raised across the continent between January and

Targeted interventions in action

May

Closing this gap re uires moving

ventures

ith a female C O

captured just 2.8%, the lowest share in

beyond passive pipeline building toward

the report’s si year dataset. entures

measurable policy mechanisms,

with at least one female co-founder took

ring fenced nancing and institutional accountability. Four models illustrate

data for the 2023/24 reporting period

what structural intentionality looks like

shows women holding roughly 45%

and where the design choices matter.

of the

he elo

o s in South Africa’s

provides some e amples

information and communication sector, Ring-fenced deep-tech capital

up from 41.3% the year before. But the aggregate atters the picture. he

Institute of Information echnology

from mentorship, and funds both.

Professionals South Africa’s

uropean

omen ech

nion separates money provides

in non-dilutive grants directly to

S ills Survey nds that once the lens narrows to core technical disciplines

women-led deep-tech startups; its third

software development, engineering,

edition commits a further

infrastructure and cybersecurity,

to 160 companies between 2026 and

million

2028, bringing the total supported

omen’s share signi cantly drops to

since 2021 to 344 ventures across

roughly a quarter.

six cohorts. Alongside it, the he divide

uropean Innovation Council’s

idens drastically

to ard the top. he same

Women Leadership Programme

II PSA survey citing research

supplies the non nancial half

by the South African Institute

three months of training, mentoring

of International Affairs, reports

and business coaching, with more

that women hold just 5% of chief

than 300 women researchers and

e ecutive seats at local IC

entrepreneurs through nine cohorts to

rms

date. he lesson for South Africa is the

against 22.5% in the United States.

pairing coaching

ithout capital does

not close a funding gap.

Commercial funding sho s the starkest disparity of all, and it is

Targeted postgraduate conversion

moving in the wrong direction. isrupt Africa’s third

Between April 2020 and March

iversity

the

Dividend report, released in July

K’s Of ce for Students

2026, tracked 3 331 African tech

working with the Department for

startups and found a record 19.2%

Science Innovation and echnology

now have at least one woman on the

funded AI and data science

S AN A

ANK

OM N L A

Mmaki Jantjies - Why women must be built into South Africa_s AI value chain.indd 42

2026/10/09 09:50

postgraduate conversion courses

of Science echnology and Innovation

designed for graduates without a STEM

launched the

rst degree.

and Innovation Programme offering

omen in echnology

women entrepreneurs access to funding, Scholarships worth £10 000 each were

mentorship and an enabling environment

prioritised for women, black students,

for innovation. IA’s o n framing of the

disabled students and those from lower

problem is the relevant benchmark: omen ma e up only

socioeconomic ac grounds. he targeting

of South

worked: 76% of scholarship recipients in

Africa’s entrepreneurial ase. he

the rst inta e ere omen and roughly

programme’s value ill e measured not

three-quarters across the programme,

y its launch ut y dis ursement data

against 27% on comparable computing

and ho much capital reaches ho many omen led ventures reported pu licly

masters courses previously. Nota ly

and annually.

scholarship funding ended with the 2024/25 academic year a reminder that time limited instruments need succession planning if

The path forward

the gains are to hold.

South Africa’s policy landscape is already uni uely progressive and foundational

Global normative and

STEM interventions are

ethical standards N SCO’s

omen

thical AI

platform launched at CS in March 2023, exists to implement the gender chapter of the 2021 Recommendation

UNESCO’s Women4Ethical AI platform, launched at CSW67 in March 2023, existsto implement the gender chapter of the2021 Recommendation on the Ethics of Artificial Intelligence

actively training thousands of young omen. he ne t crucial step is ensuring our strong policy frame or s translate into commercial scaling and long-term career retention in core AI

on the thics of Arti cial Intelligence adopted y all mem er

a year to an

states. Its

funding postgraduate and postdoctoral

things: gender allocations written into

governments to mandate gender impact

research in local AI language and

public R&D instruments rather than

assessments for AI systems and to apply

speech technologies, multimodal sensing

added as afterthoughts, non-dilutive

N SCO’s thical Impact Assessment and

and Io . Its transformation mechanism

capital sized to deep-tech timelines, and

eadiness Assessment Methodology tools

is institutional funding is deli erately

published gender-disaggregated funding

e plicitly designed to help pu lic odies test

channelled to also ensure partnerships with

data so progress can be audited rather

the systems they procure against ethical

historically disadvantaged institutions and

than asserted.

standards efore purchase.

the rst three a arded pro ects are led from

outloo study calls on

million three year pilot

the niversity of ululand in partnership South African public-private R&D

ith C

Limpopo and Fort are.

engineering. hat means three speci c

Hidden Figures resonated because history

as forced to correct the

record. South Africa has the capacity

el om and the National esearch Foundation launched the Future

Domestic funding for women innovators

and re uires the intentionality to ensure

Technologies (FutureTech) programme in

In March

its women are not just trained for the

Octo er

Agency ( IA) an entity of the epartment

each contri uting

million

the echnology Innovation

future

ut funded to uild and lead it.

S TA N D A R D B A N K TO P WOM EN L EAD ER S

Mmaki Jantjies - Why women must be built into South Africa_s AI value chain.indd 43

2026/10/09 09:50

STANDAR D BANK TO P W O M EN LEADE R S

ProudlySA.indd 44

2026/10/09 09:51

J EA N N I N E MMA VA NK IS JTRAATE ANTJI ENS

THOUGHT LEADERSHIP

LO CAL ISATI ON : The importance of supporting local and women-owned businesses By Jeannine van Straaten, Executive for Strategy, Stakeholder Relations & Legal: Proudly SA

his year marks exactly

with women being more likely to be

At the heart of undertaking this noble

courageous women across

South Africa work in the informal sector,

harness the power of localisation to

70 years since a group of the racial and economic divide marched to the

Union Buildings in Pretoria to protest the imposition of oppressive laws. Fast for ard to today

omen’s rights

are enshrined in the Constitution and their rights as equal citizens to men are legally protected. Despite these

milestones, things are not always beer and skittles for women. According

the primary caregiver. While women in 1.2 million women employed in this sector represent 15.9% of those employed.

by poverty and unemployment, with

country is facing, which reinforces

omen’s unemployment rate hovering

labour force looking for work stands at 31.0%.

About 30.6% of children live in

households where no adult has a job,

into the mainstream economy and

We need to ensure that we har ness the power of localisation to br ing millions of marginalised women into the mainstream economy and ensure that they are not left behind At Proudly South African, we are

at a staggering 35.9% while the male

bring millions of marginalised women ensure that they are not left behind.

to data compiled by Statistics SA,

women are disproportionately affected

mandate, we need to ensure that we

o that end

e rmly elieve that

mindful of the challenges the

localisation and increased aggregated

the reason for our existence: rallying

unlock economic growth and invigorate

consumers’ purchasing po er and the procurement spend by both the public and private sector to

reindustrialise the country, support

locally manufactured goods and create much-needed jobs.

demand have immense potential to

the recovery of the labour-intensive

sectors of the economy. Localisation can stimulate

omen’s economic

empowerment by ensuring that more

economic opportunities, resources, and decision-making power are created

S TA N D A R D B A N K TO P WOM EN L EAD ER S

ProudlySA.indd 45

2026/10/09 09:51

and retained within local communities, where women are often active participants.

When governments, businesses, and development programmes prioritise local production, procurement, and

service delivery, more jobs are created closer to where women live. This can

reduce barriers such as long-distance

travel, safety concerns, and household responsi ilities that often limit

omen’s

participation in the labour market.

Localisation strategies often promote sourcing goods and services from local suppliers. By intentionally

including women-owned enterprises in procurement processes, women

gain access to contracts, income, and business growth opportunities.

Moreover, supporting local value chains enables women producers, farmers, artisans, and entrepreneurs to sell

their products within their communities and regional markets. This increases

earnings while reducing transport and transaction costs.

Being a membership-based organisation

e have seen rsthand

how localisation has not only given

hope to women entrepreneurs but has also enabled them to carve a niche in their industry, scale up and prosper.

Women entrepreneurs are not looking

for handouts; they only require support to enable them to reach their full

Supporting local value chains enables women producers, farmers, artisans, and entrepreneurs to sell their products within their communities and regional markets

potential. Despite the discrimination they face, women are enterprising

STANDAR D BANK TO P W O M EN LEADE R S

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2026/10/09 09:51

J EA N N I N E VA N S TRAATE N

THOUGHT LEADERSHIP

and hardworking. They are not fazed

platform designed to connect South

alleviating poverty and stimulating

dominated by conglomerates or that

high-quality suppliers, attests to the

of empowering women is enshrined

by venturing into industries that are

have been perceived as the preserve of their male counterparts.

For example, we have created market

access opportunities for women-owned

African uyers

ith veri ed local and

growing women entrepreneurship and

reinforces the importance of leveraging the power of localisation to drive women empowerment.

cosmetics companies by linking them

Localisation can stimulate

secure retail space. As demand for

that more economic opportunities,

up with bulk buyers to ensure that they their goods grows exponentially, these women entrepreneurs can ramp up

their production to meet rising demand beyond their limited geographical con nes

hich in turn also ene ts

adjacent industries and entrepreneurs down the value chain.

At the Local Wine Expo, which was

held on the weekend of July 24th, over

80% of the wine exhibitors were female.

These women are bucking the trend and making and blazing a trail in an industry that has, until now, been predominantly conglomerate- or family-legacy-owned and male-dominated.

his trend is not only con ned to the

wine industry. Women are changing the gender dynamics in many

sectors of the economy and refuse to

omen’s

economic empowerment by ensuring resources, and decision-making

entrepreneurship. The importance in the United Nations Sustainable

Development Goal 5, of which the central tenet is ending all forms of discrimination and violence

against women and girls, promoting equal participation in leadership roles, and ensuring access to omen’s health.

power are created and retained within

The World Bank argues that

often active participants.

when constraints that impede

local communities, where women are

women empowerment occurs omen’s and girls’ a ility to

We believe that by marshalling the available resources to support local entrepreneurs, South Africans can move the needle to make a significant dent in the triple challenge of unemployment, poverty, and inequality

determine and realise their goals are removed.

To that end, localisation has an important role to play by acting as a catalyst that empowers

women economically by creating jobs, expanding market access, supporting entrepreneurship,

improving access to nance and s ills and increasing

omen’s

in uence in local decision

making. When localisation policies

deliberately address gender barriers, they can become a powerful tool for inclusive and sustainable

con ne their economic participation

The enthusiastic participation of our

ase increasingly re ects

industries at the popular Jozi my Jozi

We believe that by marshalling

this fact.

local entrepreneurs, South Africans

to “soft” industries. Our membership omen’s

representation in manufacturing, construction, engineering, agriprocessing, and ICT sectors.

Our membership base on the Market Access Platform (MAP), a digital

members in the clothing and beauty event in Johannesburg attested to

economic development.

the available resources to support can move the needle to make

The event demonstrated that

providing market access opportunities to women can go a long way towards

a signi cant dent in the triple

challenge of unemployment, poverty, and inequality.

S TA N D A R D B A N K TO P WOM EN L EAD ER S

ProudlySA.indd 47

2026/10/09 09:51

HOW D I G I TAL PL AT FO RM S A RE R E S HA PI N G O M EN - ED E NT R EP R ENEURSH IP IN S O U T H AF RICA By Tholoana Ncheke-Mahlaela, South Africa & Southern Africa Government Relations & Public Policy Lead, TikTok

STANDAR D BANK TO P W O M EN LEADE R S

How digital platforms are reshaping women-led entrepreneurship in South Africa.indd 48

2026/10/09 14:12

T O O N

E E-M

THOUGHT LEADERSHIP

One of the most significant shifts in entrepreneurship over the past decade has been the r ise of digital platfor ms as engines of opportunity

S solve real

outh Africa’s

connect

omen

entrepreneurs are among

ith customers in meaningful

ays.

the country’s most resilient innovators.

very day

they identify opportunities

orld challenges and uild

Fashion entrepreneur amia Nontsi elelo has cultivated a loyal community y ta ing audiences ehind

usinesses that create o s strengthen

the scenes of her modest fashion

communities and contri ute to economic

rand offering a glimpse into the

gro th.

craftsmanship creativity and purpose ehind every design.

esearch released y Mastercard in

demonstrates ho

er ourney

authenticity and

con rms this. According to the glo al

personalised storytelling can transform

electronic payments giant South African

customers into a community.

omen are em racing entrepreneurship Another entrepreneur

ith gro ing con dence and determination

ith

identifying as

ho has

mastered this art is culinary creator

entrepreneurs surpassing the regional

and coo

average of

across

She has s illfully used i

the Middle

ast and Africa (

ith

astern

urope

M A).

omen interested in starting

their o n usiness the landscape for omen led enterprises in South Africa is

oo author Fi ile ungu. o to

share recipes inspired y South African home coo ing and heritage turning her passion into a ourishing usiness.

y consistently sharing

her e pertise and personal story she

evolving rapidly.

has e panded her reach eyond the One of the most signi cant shifts in

platform unloc ing opportunities in

entrepreneurship over the past decade

pu lishing

has een the rise of digital platforms as

entrepreneurship.

engines of opportunity.

rand partnerships and

e see this shift

playing out every day on i

here

omen entrepreneurs are using creativity and storytelling to uild usinesses and

he stories of these t o a roader shift in ho

omen re ect

omen are

uilding usinesses today.

S TA N D A R D B A N K TO P WOM EN L EAD ER S

How digital platforms are reshaping women-led entrepreneurship in South Africa.indd 49

2026/10/09 14:12

T H OUG HT L EADERSHIP

T O O N

E E- M

Across South Africa, women

economic centres. Women living in

entrepreneurs are increasingly using

smaller towns and rural communities are

digital platforms in diverse ways to

increasingly able to reach customers

overcome many of the traditional

across South Africa and beyond,

barriers to starting and growing a

expanding their potential markets

business. For many, social media has

ithout the signi cant costs traditionally

become a place to test new ideas,

associated with physical retail or large-

receive immediate customer feedback,

scale marketing campaigns. By sharing

build brand awareness and develop

authentic stories and demonstrating their

products or services

e pertise entrepreneurs are nding

that re ect the needs of

that creativity and consistency can

their communities.

often be just as valuable as large marketing budgets.

This ability to engage directly with audiences

In the same breath, consumers

has reduced the distance

increasingly want to know the people

between entrepreneurs

behind the brands they support. They

and consumers, allowing

value authenticity, transparency and

businesses to grow

purpose. For entrepreneurs, particularly

organically through trust,

women building businesses from the

recommendations and

ground up, this has helped level the

meaningful interaction

playing eld.

rather than relying solely on traditional means of promotion.

A compelling story, shared consistently with an engaged community, can open doors that were once reserved for

The accessibility of digital platforms

businesses with far greater resources;

has also helped create opportunities

and when women succeed in business,

for entrepreneurs outside of major

they create employment, strengthen

By shar ing authentic stor ies and demonstrating their exper tise, entrepreneur s are finding that creativity and consistency can often be just as valuable as large mar keting budgets

STANDAR D BANK TO P W O M EN LEADE R S

How digital platforms are reshaping women-led entrepreneurship in South Africa.indd 50

2026/10/09 14:13

local supply chains, invest

TikTok, a creative idea

Unlocking the full potential of women- owned businesses requires collaboration across sector s

in their families and inspire a future generation of entrepreneurs.

and the con dence to share it

ith the

orld.

When entrepreneurs are a le to tell their stories sho case

This shift is particularly their platforms to educate, mentor and

their expertise and connect

inspire others. By openly sharing their

directly

an important role in driving economic

ourneys including oth successes and

create opportunities not only for

participation and employment.

challenges they are helping to uild

themselves ut also for others

signi cant in South Africa

here small

and medium-sized enterprises play

ith customers they

a culture of no ledge sharing that

through o creation colla oration

Empowering women digitally means

encourages more

omen to pursue

and innovation.

empowering a nation

entrepreneurship

ith con dence.

According to a

his creates a ripple effect

report y the

here one

At i

e see every day ho

successful usiness can inspire many

creativity can ecome a catalyst

others, strengthening entrepreneurial

for economic opportunity. Whether

can have a multiplier effect on

ecosystems and contri uting to roader

it’s a fashion designer sharing her

prosperity and poverty reduction,

economic inclusion.

latest collection a chef cele rating

World Bank Group, investing in omen’s economic opportunities

ith

local cuisine or a small usiness

omen typically reinvesting

up to

percent of their earnings into

their families and communities. As more

omen in the country em race

Technology alone, however, is

o ner introducing a ne

not enough.

creators are demonstrating that

Unlocking the full potential of

authentic storytelling can help

omen o ned usinesses re uires

product

transform ideas into thriving

entrepreneurship, digital platforms

colla oration across sectors. he

usinesses and communities into

are helping to lo er arriers to entry

government the private sector

loyal customers.

y providing accessi le tools to reach

institutions, educational institutions

customers

nancial

and digital platforms all have a role to

Supporting

usinesses over time. he a ility to

play in creating an environment

usinesses is ultimately a out

connect directly

uild credi ility and gro

here

omen o ned

entrepreneurs have access to the

investing in South Africa’s future.

ena les these entrepreneurs to etter

skills, mentorship, funding and market

y creating an environment

understand customer needs, adapt

opportunities they need to succeed.

ith communities also

omen entrepreneurs can access mar ets

quickly to changing trends and

gro

uild communities and

sustaina le usinesses

foster long-term loyalty through

ust as importantly

ongoing engagement.

recognising that entrepreneurship does

are strengthening local economies,

not al ays egin

encouraging innovation and

Beyond commercial success, many omen entrepreneurs are also using

e need to continue

here

ith a storefront or

signi cant capital. Sometimes it starts ith a smartphone a digital platform li e

uilding a more inclusive economy that ene ts everyone.

S TA N D A R D B A N K TO P WOM EN L EAD ER S

How digital platforms are reshaping women-led entrepreneurship in South Africa.indd 51

2026/10/09 14:13

THE UNWRITTEN RULES OF LEADERSHIP A PERSONAL MESSAGE FROM GUGU MTETWA, CEO: SANTAM PARTNER SOLUTIONS 52

STANDARD BANK TO P W O M EN LEADE R S

S A N TA M

Every setback wasn’t proof I didn’t belong. It was proof I was building the capability to lead.

entors change confidence, Sponsors change careers Talented people — especially women — get trapped in the gap of doing exceptional work, but are never quite recognised when decisions are made. Sponsorship is how you close the gap. Mentorship helps you grow. Sponsorship changes your access. A sponsor spends his or her own credibility on you — putting your name forward, pulling you into the room where it matters, defending you when the questions feel unfair, backing you when hesitation shows up wearing “concern” as a disguise. If you’ve ever had to prove yourself more times than anyone else in the room, you already know: sponsorship isn’t just an accelerator. It’s protection.

Life is a tapestry of connections and experiences Looking forward, our lives feel like disconnected moments. Looking backwards, they become one story. I’ve stopped asking, hy is this happening nstead, ask, hat is this teaching me Because every season teaches us something. Even the seasons we would never have chosen…. I also realised something else. For years I thought leadership was external. The title. The promotion. The recognition. Then I discovered that leadership is lived inside out. ho we become on the inside eventually shapes everything we build on the outside. Our organisations eventually become re ections of our leadership. And our leadership becomes a re ection of our character. That’s why I no longer ask, hat role do want ne t I ask, ho do need to become for whatever comes ne t That question has changed my life.

hen I began my career, I believed advancement was mechanical: work hard, stay professional, and the right people would notice. I was wrong. The work mattered. It still does. But no one tells you that promotion isn’t really about effort it’s about in uence. ho gets listened to. ho gets a second chance. ho’s called promising, and who’s treated as if the outcome is already decided. I learned this the hard way — watching my ideas get praised only once someone else repeated them, sitting in client rooms where I wasn’t seen as the decision-maker, even when the strategy was mine. I felt opportunities quietly slip past me, as if the room had already decided. That’s when it crystallised for me: Performance opens the door. Sponsorship decides whether you walk through it.

What adversity actually taught me Early on, every setback made me feel like I was doing something wrong. The higher I climbed, the clearer it became — corporate success doesn’t ust reward effort. t rewards steadiness under pressure, and the ability to read a room without losing yourself in it. Adversity taught me toask sharper uestions without sounding di cult. o take feedback without letting it touch my identity. To manage stakeholders without losing focus. To turn frustration into clarity. Sometimes courage meant escalating early. Sometimes it simply meant calmly saying: “Let’s confirm ownership and outcomes, so this partnership doesn’t fail.”

inding sponsors, without waiting for permission I didn’t like reading much as a child but then I found books I enjoyed. Using Audible also helped so I could listen to books while travelling. recently finished reading hat to make of a life’ by im ollins and idden Potential’ by Adam Grant. I believe every leader should have a book on his or her desk or next to his or her bed. Books open you to different ideas and challenge your own ideas.

Getting to know Gugu… Rapid Fire Style 1.

Your go-to “pre-meeting” habit when you need to be at your sharpest think of aya Angelou’s saying come as one, but I stand as ten thousand’. This reminds me that I am standing on the shoulders of giants and ancestors who came before me. o ee tea and do you drink it when you’re stressed?

A DV E RTO R I A L

I have a weakness for a particular soft drink and chocolate. It’s a bad habit I developed during my university days. 3. ne book podcast resource that shaped your thinking recently hat to make of a life’ by im ollins. 4. hat motivates you most impact, mastery, recognition, stability, or something else? Fully using my God-given gift and talents motivates me. 5. Your “early career” fear that you outgrew what was it I learnt courage is the most important virtue of all virtues, because without courage you can’t practise other virtues. 6. A motto you live by when things get tough To have the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference. 7. What’s your superpower in negotiations listening, clarity, firmness, creativity, patience I’m still learning to negotiate but go back to first principles which is to go back to understanding the basics. 8. If you could give your younger self one sentence before she stepped into senior leadership, what would it be? You have one life - just try to bring your best self to everything you do, including at home and with family. 9. If your inbox had a personality, what would it be feral raccoon or needy golden retriever? It would have multiple personalities - all screaming Read me! I don’t like emails. I think we’ve become lazy by sending too many emails. 10. What’s your “I’m in charge” move intense eye contact, calendar invites, or a dramatic sigh I don’t have one anymore. I believe a leader does not need to show’ they are in charge, but I do love wearing high heels. I feel great wearing them. 11. What’s the funniest thing you’ve ever said in a meeting that you wish no one recorded? I don’t recall.

S TA N D A R D B A N K TO P WOM EN L EAD ER S

ADV ERTO RIAL

S A N TA M

COME AS YOU ARE: INSIDE THE CULTURE SANTAM IS BUILDING, ONE PERSON AT A TIME

ehind every thriving organisation lies a simple truth: people don’t just want a job — they want to matter, and they want to belong. At Santam, that’s not a line tucked into a values deck. It’s the foundation on which the business is built. Because culture isn’t what’s painted on a boardroom wall. It’s what happens every day — in how people are led, how teams show up for one another, and whether people feel safe enough to speak their mind in a room. It’s in how an organisation carries its people through change, and whether, at the end of the day, everyone truly feels he or she belongs. ore than benefits A promise Santam’s Employee Value Proposition isn’t a checklist of perks. It’s a promise — that people can build real careers here, do work that means something, and feel supported through every chapter of their professional and personal lives. And that promise starts with something deceptively simple: listening. By genuinely tuning in to how employees experience their workplace, Santam is able to spot what’s working, sense what’s shifting, and respond with intention rather than assumption. This is a culture built not on guesswork, but on genuine dialogue — responsive, inclusive, and centred on people. Growing talent with women at the centre Growth isn’t an afterthought at Santam — it’s a daily investment. Through coaching, mentorship, leadership pathways, and real 54

“Culture isn’t what’s painted on a boardroom wall. It’s what happens every day in how people are led, how teams show up for one another, and whether people feel safe enough to speak their mind.” development opportunities, the organisation is actively helping its people step into their full potential. For women, this commitment goes further still. It’s not enough to simply recognise talent. Santam is deliberate about opening doors access to in uential networks, sponsorship from those who can champion your next move, and clear pathways into leadership. Because true inclusion isn’t a moment. It’s a journey — one where potential is identified early, nurtured consistently, and supported all the way to the top. Well-being as a business imperative Santam understands something many organisations still miss: people cannot perform at their best if they’re running on empty. hat’s why e ibility, psychological safety, and holistic well-being lie at the core of the culture, not as an add-on, but as the very condition for sustainable success. hen people feel trusted and supported to manage both work and life, they don’t just survive the demands of their roles. They thrive in them. elonging, built every single day Belonging isn’t declared, it’s built, one interaction at a time. It’s in being heard. Being included. Being developed. Being recognised. These small, consistent moments are what determine whether someone feels truly connected to where he or she works, and

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whether he or she is inspired to help shape what comes next. Leadership is the engine behind all of it. Through the behaviours they model and the conversations they choose to have, Santam’s leaders bring this culture to life — reinforced by a deliberate investment in leadership development and embodied through ive. ead. erve The Santam Way. The proof Is in the recognition Santam’s commitment to its people hasn’t gone unnoticed. The organisation has been ranked No. 2 in South Africa by the Top mployers nstitute, holding firm at No. 1 in the insurance industry — and has now achieved an extraordinary ten consecutive years of op mployer certification. ut beyond the accolades lies something more meaningful: a culture shaped daily by the people who live it. Leading with Ubuntu No one embodies this philosophy more than hembi anyike, ead of eople Experience. Guided by the spirit of Ubuntu, Thembi believes sustainable success is only possible when organisations invest intentionally in their people — creating spaces where everyone feels seen, valued, and empowered. er conviction is disarmingly simple, yet powerful: when people know they belong, know their contribution matters, and believe their future matters — they can finally, truly, come as they are. Looking ahead Santam’s vision for the future is clear: a workplace that is authentic, inclusive, and unapologetically people-first one where women, in particular, are empowered to lead, in uence, and thrive. y continuing to invest in experience, development, wellbeing, and belonging, Santam isn’t just building a great place to work. It’s building a future where every voice has the power to shape what comes next.

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By Mulalo Moroe, Executive Head, Corporate Legal Services s I look back on the experiences that have shaped my journey—both personal and professional—I’m reminded of a powerful truth: growth rarely arrives according to plan. It often shows up quietly in the moments we didn’t choose, in the detours we couldn’t predict, and in the uncertainties that forced us to become stronger. The lessons that stay with us most are seldom born out of everything going right. They come from how we respond when life shifts, when things feel unclear, when we’re tested, and when opportunity appears just outside our comfort zone. hat follows is a letter written from me to my 13-year-old self. It’s a reminder to that younger version of me—and maybe to you too—that you are not behind, you are not broken, and you are never too early to start becoming. My hope is that, by reading these words, others will recognise themselves in my story and feel the courage to keep showing up, even when it’s hard. ear -year-old me, I know you think you are just a girl born and bred in Soweto. You have so much anxiety about what the future holds and whether you are good enough. I am writing to you from the year 2026 to tell you that you have no idea of the adventure that God has in store for you! First, you become a lawyer, and not a doctor! Girl, I know law is not even on your radar, but somehow your lawyer brother convinces you to study it. hat follows is a breathtaking career. You complete your articles at one of the country’s leading law firms and unexpectedly specialise in insurance law!

That step, though unplanned, becomes one of the doors through which you learn to live fully, embracing paths you never thought possible. Your career then moves you to Cape Town to join a leading global reinsurer as the Legal Counsel and Company Secretary. ere, you discover what it means to lead with courage and purpose. You start mentoring and empowering young professionals, because in them you see a re ection of yourself. Later, your career relocates you to Nairobi, Kenya to join a prominent financial services company as its roup Legal & Compliance Director. It is here that you begin to understand that leadership is less about having all the answers and more about creating the conditions for others to thrive. You learn that in uence grows when people feel seen, valued, and empowered. Today, you lead the Group Legal team at Santam, South Africa’s leading general insurer. And just recently, you were appointed as Santam’s Culture Council Chair, a space where you hope to shape not just policies, but people. To build a culture where everyone feels seen, heard, and valued. here leadership means listening and success means serving. You are a wife to a wonderful husband, and a mother to two wonderful boys. One of your sons is diagnosed with autism, and it shakes you to your core. You grieve the future you imagined, only to discover a different ourney, one filled with profound lessons in resilience, patience, empathy, and unconditional love.Through this experience, you learn that leadership begins with humanity.

You come to appreciate that everyone carries unseen challenges, and that kindness and understanding are among the most powerful gifts we can offer one another. You go on to complete your EMBA at UCT GSB, and your life journey and research lead you to publish a thesis on a framework employers can use to create inclusive workplaces for employees parenting children with special needs. It is in this space where you hope to shine light on this under-researched and highly impactful topic. And through it all, you are still that eternal optimist who believes in goodness, and your motto still stands: “Do unto others as you would have them do unto you.” So, my dear, whatever you imagined your life would be, I’m here to tell you: it’s been exceedingly and abundantly above all you could have dreamed. So keep going. Dream boldly, embrace the unexpected, and never underestimate what is possible. The adventure will exceed every expectation, and every step will lead you closer to the woman you were always meant to become. With all my love Your future self” “We do not learn from experience… e lea f m e e t e e e e. - John Dewey

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LEADERSHIP LESSONS NO-ONE TEAC ES OU

hen I joined Santam as a graduate thirteen and a half years ago, I thought success would be measured by passing actuarial board exams, promotions and eventually the title on my business card. Like many young professionals, I believed that if I worked hard enough, learnt enough and proved myself enough, everything else would naturally fall into place. Looking back, I realise that while those milestones marked my progress, they were never what truly shaped or continue to shape my career. The lessons that mattered most were the ones no-one ever taught me. One of those lessons came much earlier than I expected. At just 25 years old, I returned from maternity leave and was offered the opportunity to lead my first team the Data and Analytics team. I remember feeling honoured, but I also remember feeling completely overwhelmed. I was learning how to be a mother while simultaneously learning how to lead people. I questioned whether I was experienced enough, capable enough and ready for the responsibility. In hindsight, there are many things I would have done differently. perience has a way of teaching lessons that no training course ever can. But one thing I would never change is saying yes. ad waited until felt completely ready, I may never have discovered what I was capable of. That moment fundamentally changed how think about leadership. onfidence rarely comes before opportunity. More often, 56

confidence is built because we have the courage to embrace opportunities that stretch us. As my career progressed through a variety of technical and leadership roles, another lesson became clear: curiosity is far more valuable than certainty. Early in my career, I thought credibility came from having the answers. Experience taught me otherwise. he leaders who in uenced me most weren’t defined by knowing everything. hey were defined by asking thoughtful uestions, remaining open to different perspectives and never losing their willingness to learn. very role held gave me a different understanding of our business, and each experience prepared me for responsibilities I couldn’t yet see. One of the greatest privileges of my career has been growing within Santam as I have held eight roles within various departments at Santam. aving spent my entire career here, I have experienced an organisation that genuinely invests in developing its people. I have been encouraged to explore different opportunities, trusted with increasing responsibility and supported by leaders who saw potential in me before I fully recognised it in myself. Looking back, I realise my career has been shaped as much by the opportunities I was given as by the effort invested in making the most of them. Today, I lead the pricing function at Santam Re during a period of extraordinary change for our industry. Reinsurance has always been about helping society recover from uncertainty. Today, that uncertainty is evolving faster than ever before. Climate-related events are becoming more frequent and severe. Cyber threats continue to emerge. Geopolitical instability is reshaping global risk. At the same time, advances in data, analytics and artificial intelligence are transforming the way we assess model and price risk. These changes demand more than technical

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excellence. The future of reinsurance will belong to professionals who can combine analytical capability with curiosity, adaptability and sound udgement. Artificial intelligence will undoubtedly make us faster and more e cient, but it will never replace critical thinking, ethical decision-making or the relationships that underpin our industry. As leaders, our responsibility is not only to embrace new technology, but alsoto develop people who can use it wisely. Looking ahead, I believe the future of our industry depends as much on the leaders we develop as the technology we adopt. odels will evolve. Artificial intelligence will become more sophisticated. But our greatest competitive advantage will always be people - people who are curious enough to keep learning, courageous enough to embrace change and generous enough to create opportunities for others. Because careers are built through knowledge and experience. Leadership is built through people - And if there is one legacy I hope to leave, it is knowing that someone believed in themselves because, at the right moment, believed in them first. Author biography eeanne is a ertified Data Scientist, ember of the Institute and Faculty of Actuaries and holds a Bachelor of Business Science Degree usSci . She is currently ead of Pricing at Santam Re, where she leads the pricing function for complex reinsurance portfolios across multiple markets. aving started her career as a graduate more than 13 years ago, she has progressed through a range of technical and leadership roles, combining deep analytical expertise with a passion for developing people. Leeanne believes that the true measure of leadership is not the title you hold, but the opportunities you create for others to grow, succeed and lead with confidence.

S A N TA M

A DV E RTO R I A L

BREAKING THE MOULD: WOMEN, INNOVATION, AND THE NEW ERA OF SPECIALIST INSURANCE BY ALICIA NARAINSAMY, EXECUTIVE HEAD: DIGITAL TRANSFORMATION I UMA PARTNERSHIPS AT SANTAM SPECIALIST SOLUTIONS

or years, much of the conversation about women in insurance centred on representation, getting more women into the industry, into decision-making roles and into leadership pipelines. That mattered, and it still does. But it sometimes overlooked something e ually significant specialist insurance itself was transforming, and women were not simply participating in that transformation, they were helping to lead it.

Technology is the clearest example. Digital transformation was never really about automation for its own sake. In a field where risk is nuanced and technical, AI’s role isn’t to replace underwriting judgement but to strengthen it, cutting administrative load and freeing capacity for strategic thinking. That reframing, from process-execution to judgementand-connection, is precisely what has let women move into roles where technical uency matters more than seniority.

Over the past decade, specialist insurance has evolved beyond its traditional foundations of underwriting and risk transfer. Today’s specialist insurer increasingly operates at the intersection of artificial intelligence, cyber risk, data analytics, engineering, digital transformation and commercial strategy. omen are contributing across these disciplines—not as a diversity statistic alongside the industry’s progress, but as innovators, decision-makers and leaders shaping its direction.

Cyber risk shows the same pattern differently. anaging it properly re uires underwriters, cybersecurity specialists, data scientists, and technologists working as one team, because no single discipline sees the whole exposure. The industry’s edge no longer comes from mastering one lane, but from connecting expertise across several — the exact model many women in specialist insurance are already leading, because an industry built on cross-disciplinary collaboration rewards the varied, boundary-crossing career paths many women have taken to get here.

At Santam Specialist Solutions, that shift is not theoretical. omen make up of the business and lead across cyber, digital transformation, AI, partnerships, underwriting, and executive leadership. That is not a coincidence of timing. As the industry’s centre of gravity has moved away from single-track underwriting careers toward multidisciplinary, technology-driven problem-solving, it has created open, non-linear entry points where women bring deep expertise — from data science to cyber to digital strategy — and where that expertise, not tenure in a legacy career path, is what earns leadership.

This is what modern leadership now looks like: less about being the deepest expert in one narrow area, more about drawing together diverse skills to solve problems no single expert could solve alone. As risk becomes more interconnected — spanning technology, regulation, climate, and society, leadership has to become more interconnected too. For the next generation, this transformation presents an exciting opportunity. nderwriting, claims and finance remain

fundamental to specialist insurance, while increasingly connecting with technology, data, engineering, customer experience and commercial strategy. This convergence is creating broader career pathways and new opportunities for people with diverse skills to contribute, innovate and lead. omen have an important role in shaping what comes next, not because gender alone determines success, but because the industry’s transformation has made diverse perspectives essential to solving problems too complex for any one discipline. The organisations that lead specialist insurance forward will be the ones building teams around that breadth. Ultimately, the future of specialist insurance won’t be defined by gender or a single career path. It will belong to those who combine technical depth with innovation, commercial insight, and a real understanding of how risk is evolving. Across the industry, women aren’t simply participating in that future — they are building it, because as specialist insurance has transformed, their expertise and leadership have become inseparable from what the industry is becoming.

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S A N TA M

LEADING THE CHARGE: HOW SANTAM IS REWRITING THE FUTURE OF WOMEN IN UNDERWRITING indiswa abelwane, ead of ommercial roperty nderwriting, is redefining what it means to lead in a data-driven age. She believes technology won’t replace underwriters — it will elevate them, freeing up space for judgement, insight, and value creation that no algorithm can replicate. anlie roese, ead of usiness evelopment A I, is driving market expansion initiatives, leading business development engagements, and strategy to strengthen Santam’s position within the agricultural sector.

he insurance industry is being reshaped — by technology, by shifting customer expectations, and by risks more complex than ever before. At the heart of this transformation lies underwriting, the discipline that determines whether businesses thrive or falter in an unpredictable world. And at Santam one truth is becoming impossible to ignore: the future of underwriting is female. Through the Underwriter of the Future Academy, Santam isn’t just talking about transformation — it’s building it, one career at a time. The Academy is a deliberate, strategic investment in developing diverse talent and, in particular, in giving women the tools, training, and trust to lead underwriting into its next era. This is more than a training programme. It is a statement of intent: that the future leaders of this industry will be women, and that Santam is committed to putting them there. A legacy already in motion Santam doesn’t have to imagine what female leadership in underwriting looks like — it’s already living it. Across the business, women are occupying senior underwriting seats at the table, proving daily that this vision is not aspirational but real.

Santam is strongly positioned within the organized agricultural industry, where we actively support industry growth, foster meaningful relationships with strategic partners, and reinforce our position as the market leader and insurer of choice in the Agri sector. I abela tofberg, hief nderwriting cer at Santam Re, embodies the conviction that diversity isn’t a nice-tohave — it’s a competitive advantage. She champions the idea that varied perspectives sharpen decision-making and drive stronger outcomes, especially as underwriting grows more complex. These are not token appointments. They are living evidence that when Santam invests in women, the entire industry gets stronger. Building the next generation Leadership at the top means nothing without a pipeline beneath it — and this is where Santam’s Underwriter of the Future Academy truly comes alive. This strategic investment, led by Tougieda artley, ead of earning and eople Development, has been purpose-built to open doors for women (and men) entering and advancing in underwriting. The Academy combines technical training, mentorship, and real workplace e posure to fast-track the confidence and capability today’s underwriters need.

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For participants like ynthia apa and erato akutu, the Academy has been nothing short of transformative. ynthia apa (Underwriting Consultant) speaks of a programme that gave her more than technical skill — it gave her a belief in her own judgement. Mentored by seasoned professionals and immersed in real decisionmaking, she has grown from learner to leader in the making, now driven to mentor the women who will follow in her footsteps. Lerato Makutu (Outbound Sales Advisor) describes her journey through the Academy as both rewarding and eye-opening, a place where technical mastery meets genuine confidence-building. She’s emerging not just as a skilled underwriter, but as a customer-focused professional with her sights set firmly on becoming a trusted name in the field. heir stories are the clearest evidence yet that the Academy isn’t simply preparing women for underwriting careers — it’s actively engineering the next generation of female underwriting leaders. he uture Is eing ritten y omen The underwriter of tomorrow will need to be uent in data and analytics, sharp in commercial judgement, and skilled at navigating complexity with human insight machines cannot offer. Santam recognised this shift early — and made a deliberate choice to ensure women are not just participating in this future, but leading it. From boardroom to classroom, Santam is proving that inclusion and excellence are not competing priorities — they are the same priority. By championing female leadership today and deliberately cultivating female talent for tomorrow, Santam is doing more than adapting to the future of underwriting. It is writing it. Written by Tougieda Hartley, Head: Learning and People Development

CHEP SOUTH AFRICA

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CHEP SOUTH AFRICA

SUSTAINABLE PROGRESS IS CREATED WHEN PURPOSE, COURAGE AND OPPORTUNITY COME TOGETHER

male-dominated operational and technical roles while strengthening confidence, capability and career mobility. his intentional approach has helped women fill nearly half of the senior management positions in South Africa.

What products and services do you o er CHEP provides reusable pallets, crates and containers that help customers move goods more e ciently across retail, consumer goods, fresh produce and manufacturing sectors. Through its share, repair and reuse model, CHEP provides customers with access to a pooled asset network rather than requiring ownership of single-use or underutilised equipment, reducing waste while improving asset productivity and lowering total supply chain costs. his model is supported by the national and service centre network of CHEP, along with logistics expertise and data-led operating capabilities, enabling customers to build supply chains that are more resilient, e cient and environmentally responsible. How have you implemented genderdriven development in the workplace CHEP South Africa has implemented gender-driven development by making inclusion a measurable business priority rather than a standalone initiative. Clear representation targets are embedded into the employment e uity and talent plans, supported by leadership with investment in, graduate and operational development programmes that build sustainable pathways for women. Initiatives such as Women in Supply hain create access to traditionally

What sets your company apart from the competition ounded more than years ago, South Africa is differentiated by the strength of its circular business model, its operational scale and its ability to deliver commercial, environmental and social value. he company’s share and reuse platform helps customers reduce waste, lower emissions and improve supply chain performance without compromising reliability or reach. his is underpinned by deep logistics expertise, national service centre capability, technology-enabled visibility and collaborative customer partnerships. roudly local, combines diverse perspectives, practical problem-solving technology, and local insights, enhanced by global e perience. Leading processes and investment in capability can rapidly resolve comple supply chain challenges and deliver long term value for its customers and communities. What have been your greatest challenges and successes A key challenge has been accelerating representation and career progression for women in a supply chain environment where operational and technical roles have historically been male dominated. South Africa has addressed this through targeted recruitment, structured development, inclusive leadership practices and deliberate exposure to growth opportunities across the business. The success thereof has been tangible: CHEP has exceeded rambles’ gender representation targets, strengthened its pipeline of women leaders and increased female participation

across operational and senior management roles. Recognition as a Top Gender mpowered ompany re ects both the progress achieved and the discipline required to sustain it. Do you have a message of inspiration for our readers Sustainable progress is created when purpose, courage and opportunity come together. very person can shape change by contributing ideas, staying open to learning and choosing to grow within a highly supportive learning environment. Success is not defined by having every answer, but by remaining adaptable, resilient and committed to lifting others along the way. hen organisations create environments where people feel included, trusted and able to contribute, they unlock stronger teams, better decisions and broader impact. Lead with purpose, act with courage and create space for others to rise.

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WATER RESEARCH COMMISSION

FROM STAKEHOLDER INSIGHT TO RESEARCH IMPACT

cience, technology and innovation are the cornerstones of sustainable water resource management. A water science sector that adapts to society’s needs and delivers real, relevant solutions that improve lives on the ground is central to the strategic objectives of the Water Research Commission (WRC), South Africa’s main funder of water- and sanitation-related research.

For the water science community, the mandate is to coordinate and promote research, development and innovation (RDI) and translate it into real solutions that contribute towards addressing poverty, inequality and unemployment, while advancing economic growth, competitiveness and prosperity.

Established 55 years ago following a period of intense drought, the primary functions of the WRC are to promote coordination, cooperation and communication in water research; establish water research needs and priorities; stimulate and fund research according to priority promote the effective transfer of information and technology; and enhance knowledge and capacity building in the water sector.

Under the leadership of WRC Board Chair, Dr Rethabile Bonang Melamu, the WRC has adopted a stakeholder-centric approach to identifying and addressing South Africa’s water and sanitation challenges. It engages with a broad range of stakeholders to understand their specific needs, priorities and challenges. These insights inform the prioritisation and development of the WRC’s research agenda, ensuring that research investment is aligned with sector needs and national priorities.

Water is recognised as a strategic resource, critical for basic human needs and a driver for powering key economic sectors. The sustainable management of this scarce and finite resource underpins the well-being and prosperity of South Africa and its people.

hrough this process, the identifies gaps and emerging challenges across South Africa’s provinces, including those relating to water resource management, access to water and sanitation services, and areas experiencing water scarcity

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or constrained water availability. This evidence-based approach enables the WRC to direct research, development and innovation towards areas where it can have the greatest potential impact. he ’s leadership also re ects an important dimension of transformation in the water research space: creating opportunities for women to lead, participate and shape the future of the sector. This commitment to empowerment extends beyond leadership to supporting individual and institutional capacity building, developing emerging researchers and innovators, and creating partnerships that broaden participation in water science and innovation. It is explained as follows in the WRC Strategic Plan for the 2025/26 to 2029/30 planning cycle: “The WRC is accountable to stakeholders who have legitimate and reasonable expectations for the research that the WRC enables. An informed society relies heavily on impactful stakeholder engagement that integrates the perspectives of various stakeholders.

WAT E R R E S E A R C H CO M M I S S I O N

Water quality and health – This thematic area drives integrated research and innovation to generate new knowledge, insights and data to inform appropriate health-based targets and thresholds for different water uses, as well as innovative water treatment and ecological infrastructure rehabilitation methods. Water advisory support – This thematic area seeks to support extension services and strengthen capacity-building instruments through centres of excellence, communities of practice, research chairs and advisory panels at local, district, provincial and national levels. It will also accelerate development support for technologies ready for demonstration and transfer, while supporting grassroots innovators, startups and entrepreneurs. Such processes not only build trust but also enhance the relevance and acceptance of interventions by aligning them with local needs and contexts.” A practical example is the recent launch of the Arid Region Water Research Centre in collaboration with Sol Plaatje University, aimed at addressing critical water security issues affecting the orthern ape and other regional and global arid regions. The Commission’s RDI activities are being e ecuted through five thematic areas Water availability – This thematic area seeks to ensure sustainable water availability across all scales and contexts, and to produce innovations that resolve water challenges and improve water management practices. Water use – This thematic area seeks to provide knowledge and innovation that ensures reliable, affordable and e cient water use services in domestic, industrial, agricultural and mining areas to enhance quality of life and contribute to economic growth and improved public and environmental health.

Knowledge services – Water RDI products must reach target audiences with different levels of e pertise. Among its main stakeholders are academia, students, regulators and policy developers, water services and resource entities, the Department of Water and Sanitation and other government departments. An ongoing goal is to improve the accessibility of knowledge generated through WRCsupported research, in formats that are acceptable and understandable to each stakeholder type.“While we understand that water is cross-cutting, the WRC has opted for a themes-based approach to allow the organisation to organise its impact on two fronts firstly, it allows for a more e cient administrative process, and secondly, it allows the Commission to highlight key identified priority areas, notes Acting CEO, Dr Stanley Liphadzi. he D programme has identified priority research areas to address the needs of South Africa and its water and sanitation sectors. These include addressing water service delivery, particularly at local government level; increasing water use e ciency across all

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“Science, technology and innovation are the cornerstones of sustainable water resource management. A water science sector that adapts to society’s needs and delivers real, relevant solutions that improve lives on the ground.” sectors; enhancing resilience to global changes, including climate change, urbanisation and population growth; accelerating digital transition for improved water and sanitation management; and pursuing new, emerging and fundamental RDI. Water RDI remains essential to ensuring a secure water future for all South Africans. By sustaining a small but productive water science sector, the WRC provides the knowledge and tools needed to understand and address society’s water-related challenges while developing innovative technologies, tools and practices that promote e cient water use, conservation and protection. At the same time, transformation of the water research sector is about more than the knowledge produced. It is also about who produces that knowledge, who leads the research agenda and who has the opportunity to shape the solutions of tomorrow. Through strong female leadership, capacity building, partnerships and support for emerging talent, the WRC is contributing to a more inclusive and representative water science community – one equipped to develop the solutions South Africa needs for a secure and sustainable water future.

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ALENG GROUP

INTERVIEW WITH MANAGING DIRECTOR AND CO-FOUNDER, ANGELIQUE PALMI

“G

ender equality begins with leadership,” says Angelique Palmi, the Managing Director and co-founder of ALENG GROUP, a multidisciplinary engineering, energy, and infrastructure company. Founded over a decade ago and operating across the African continent, ALENG GROUP is using mentorship, skills development and STEM outreach to increase the participation of women in engineering, something which Angelique is deeply passionate about. Through the W-Power initiative, they are creating opportunities for women to become leaders in the energy transition and inspiring girls to pursue careers in engineering, while building a workplace which shows the advantage that diversity brings. 66

“The engineering and energy sectors have made significant progress, but there is still much work to do,” says Angelique. With over 17 years of experience in renewable energy, grid integration, and power distribution, Angelique has led major infrastructure and energy projects in SA,

“Success is not measured only by what you achieve for yourself, but by the opportunities you create for others.”

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Zambia, Botswana, Angola, and the DRC, combining visionary leadership with technical excellence. Before founding ALENG GROUP, she managed strategic power planning and integration of Independent Power Producers at Aurecon. ALENG GROUP provides end-to-end solutions with their expertise ranging from engineering design and project management to telecommunications and mining infrastructure. They also supply specialised engineering equipment and industrial products. “Like many businesses operating across Africa, we have faced challenges including economic uncertainty, changing regulations, logistical complexities, and pro ect financing. hese e periences have

ALENG GROUP

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“Our greatest strength is our ability to combine worldclass engineering expertise with deep African market knowledge. We understand the realities of operating across the continent and develop practical, innovative solutions tailored to our clients’ needs.” As Managing Director, what are your key focus areas? My priority is building a sustainable business that delivers value to clients while creating opportunities for people. I focus on strategic growth, operational excellence, innovation, governance, talent development, client relationships, and expanding our footprint across Africa. Developing future engineering leaders, particularly women, is also one of my personal commitments.

strengthened our resilience, adaptability, and commitment to delivering excellence under challenging conditions.” What sets ALENG GROUP apart from the competition? Our greatest strength is our ability to combine world-class engineering expertise with deep African market knowledge. We understand the realities of operating across the continent and develop practical, innovative solutions tailored to our clients’ needs. We pride ourselves on technical excellence, responsiveness, integrity, and long-term partnerships. Our multidisciplinary capability allows clients to rely on one trusted partner from concept through execution and ongoing maintenance.

What have been your most memorable successes and challenges? One of my greatest achievements has been building ALENG GROUP into a respected engineering company delivering projects across several African countries. Leading multidisciplinary teams on complex infrastructure and energy projects while maintaining uality and client confidence has been particularly rewarding. Like many businesses operating across Africa, we have faced challenges including economic uncertainty, changing regulations, logistical comple ities, and pro ect financing. hese experiences have strengthened our resilience, adaptability, and commitment to delivering excellence under challenging conditions. How do you ensure that gender equality is embedded in the organisation? Gender equality begins with leadership. We recruit and promote based on competence while ensuring women have equal access to technical roles, leadership opportunities, mentorship, and professional development. Through our W-Power initiative, we actively mentor young women, encourage girls to pursue engineering careers, and create an inclusive workplace where diversity is recognised as a business strength.

What ESG policies ensure the company’s sustainability? Sustainability is embedded in everything we do. Environmentally, we promote renewable energy, energy-e cient technologies, and responsible resource management. Socially, we invest in employee wellbeing, skills development, community engagement, and diversity. From a governance perspective, we uphold ethical business practices, compliance, transparency, risk management, and strong corporate governance standards across all our operations. In your opinion, is there impetus towards gender empowerment in your sector? Absolutely. The engineering and energy sectors have made significant progress, but there is still much work to do. More organisations now recognise that diverse teams deliver better business outcomes. The focus must now shift from simply increasing representation to creating meaningful opportunities for women to lead ma or pro ects, in uence strategic decisions, and shape the future of the industry. What advice would you give to young women thinking of joining your sector? Believe in your abilities and never allow stereotypes to define your potential. nvest in your technical skills, your social skills, presentation skills, remain curious, seek mentors, and embrace every opportunity to learn. Engineering is a challenging profession, but it is also one of the most rewarding. onfidence, resilience, integrity, and continuous learning will open doors that once seemed impossible.

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ALENG GROUP

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“Like many businesses operating across Afr ica, we have faced challenges including economic uncertainty, changing regulations, and logistical complexities. These exper iences have strengthened our resilience, ada ptability, and commitment to deliver ing excellence.”

What exciting plans do you have for the company in the short and long term? In the short term, we are expanding our engineering, mining, and renewable energy services while strengthening strategic partnerships across Africa. We are also investing in digital technologies and operational excellence. Long term, our vision is to establish ALENG GROUP as one of Africa’s leading engineering and infrastructure companies, recognised for innovation, sustainability, and developing the next generation of engineering leaders. Please share a message of inspiration with our readers. Success is not measured only by what you achieve for yourself, but by the opportunities you create for others. Every challenge is an opportunity to grow, every setback is a lesson, and every success carries a responsibility to uplift those around us. Dream boldly, work with purpose, lead with integrity, and never underestimate the impact one determined person can have on transforming lives, industries, and communities. S TA N D A R D B A N K TO P WOM EN L EAD ER S

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PRESHNEE GOVENDER - FOUNDER AND DIRECTOR, PRESHNEE GOVENDER ATTORNEYS INC. ATTORNEY, ENTREPRENEUR, BUSINESSWOMAN 72

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span healthcare, agriculture, concrete manufacturing, logistics and hospitality, with interests extending internationally and a collective workforce approaching 100 people. Earlier in her career, Preshnee spent five winter seasons working at Keystone Resort in the United States, an experience which strengthened her independence and broadened her outlook. Her journey has also included significant personal health challenges, which she has refused to allow to define her ambitions. Her faith, family and commitment to service remain central to who she is and to her belief that success should create opportunities for others. Five tips on thriving in business 1. Know your business. Stay close enough to understand what is really happening. 2. Never be afraid to ask questions. You don’t need to know everything, but you must be willing to learn. 3. Surround yourself with people who know what you don’t. 4. Accept that you will make mistakes. Learn from them, change direction when necessary and keep moving. 5. Take people with you. Growth is more meaningful when it creates opportunities for others.

reshnee Govender is an attorney, entrepreneur and businesswoman. She obtained her LLB from the University of Durban-Westville in 2003 and, after completing her articles, was admitted as an Attorney of the High Court in 2007. That same year, she commenced her own legal practice, Preshnee Govender Attorneys Inc. Her journey has never been limited to law. Today, her business interests

About the Firm Preshnee Govender Attorneys Inc. (PGA Inc.) is a 100% black female-owned, Level 1 B-BBEE law firm founded in 2007. With approximately 40 employees and a presence across Gauteng, KwaZulu-Natal and the Western Cape, PGA provides multidisciplinary legal services to private and institutional clients. Its core areas include litigation, deceased estates, property and conveyancing, commercial and contractual law. The firm has secured appointments to panels of leading financial and corporate institutions.

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women. Within PGA, women are given opportunities to learn, take responsibility and develop professionally. Mentoring and practical exposure are important to me because employment alone is not empowerment; people need the opportunity to develop confidence, skills and independence. Empowerment and CSI Initiatives Giving back has always been part of my life rather than simply a corporate requirement. My faith as a Sai devotee has instilled in me a strong commitment to service. My involvement includes service through the Sai organisation, development initiatives in rural communities in the Eastern Cape, as well as philanthropy carried out through my professional and business activities. Most effective empowerment and CSI strategies I believe the most effective form of empowerment is creating real opportunity. This may be through employment, mentoring, education, professional assistance or helping someone through a difficult period. I prefer practical, ongoing involvement to once-off campaigns. For me, service and giving should form part of how we live and conduct business rather than something done for recognition.

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Gender empowerment and corporate social investment Employee Empowerment I believe empowerment must be seen in practice and not only in policies. Of our approximately 40 employees, 30 are S TA N D A R D B A N K TO P WO M E N L EAD ER S

Preshnee Govender

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Please tell us about the goods and services offered by Preshnee Govender Attorneys Preshnee Govender Attorneys is a multidisciplinary law firm with a presence in Johannesburg, Durban and Cape Town. Our work includes litigation, deceased estates, property and conveyancing, commercial and contractual law, family law, labour law, debt recovery and notarial services. Over the years our client base has grown from individuals and businesses to include institutional clients and appointments to financial and corporate panels. For me, however, law remains very personal. People generally approach an attorney because something important is happening in their lives — they have lost someone, there is a dispute, a relationship has broken down, a business is facing a problem, or something they have worked hard for needs to be protected. I never want us to become so focused on the file that we forget the person behind it. What is the company’s backstory? I completed my LLB in 2003 and, after completing my articles, was admitted as an attorney in 2007. That same year, I started PGA. Looking back, I was probably either very brave or simply too young to appreciate how difficult it would be! Before that, I had spent five winter seasons working at Keystone Resort in the United States. Being away from home, working with people from different backgrounds and having to stand on my own feet gave me a sense of independence that has stayed with me. When I started PGA, I knew law. I didn’t necessarily know business. I learnt that part along the way, through experience, mistakes, difficult decisions and a great deal of hard work. I also cannot tell the story of PGA’s growth without acknowledging my husband, Mark George. Mark was instrumental in taking the firm beyond its original footprint and

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“Preshnee Govender Attor neys is a multidisciplinar y law fir m with a presence in Johannesburg, Durban and Cape Town. But for me, law remains ver y personal. People generally approach an attor ney because something important is happening in their lives — they have lost someone, there is a dispute, a relationship has broken down, a business is facing a problem, or something they have worked hard for needs to be protected. I never want us to become so focused on the file that we forget the person behind it.” helping us grow nationally. He worked tirelessly in the background, opening doors and helping PGA secure the institutional panel appointments that became an important part of our growth. He did much of this without seeking recognition or credit for himself. Almost two decades later, PGA employs approximately 40 people and operates across three provinces. What started as my legal practice ultimately became something that Mark and I grew together, and the foundation from which a much broader entrepreneurial journey began. What sets Preshnee Govender Attorneys apart from the competition? I don’t particularly like comparing ourselves to other firms because South Africa has many excellent attorneys. What I can say is that we are hands-on and practical. I remain very involved in the practice, particularly when something is complicated or requires a solution that may not be immediately obvious. Being involved in businesses outside law has also changed the way I practise. When you have personally employed people, worried about cash flow, negotiated transactions, taken financial risks and made difficult commercial decisions, you understand that clients don’t always need a theoretical legal answer. They need an answer that works in the real world.

I think that combination of law, business experience and personal involvement has become an important part of who we are. Please share your greatest challenges. My challenges have not only been in business. I have faced significant health challenges throughout my life. There have been periods when it would have been easy to accept that my health would determine what I could or could not do. I made a conscious decision, as far as possible, not to allow that to happen. Business has tested me in different ways. I have made mistakes. I have trusted people I shouldn’t have. I have held onto things longer than I should have and taken risks that did not always work. I have also had to learn that I cannot do everything myself. I am naturally very hands-on, and learning to delegate has probably been one of my greatest challenges. I don’t regard the difficult periods as separate from my success. They are part of it. Some of my hardest experiences have taught me the most about business, people and myself. What have been your most memorable successes? PGA will always be special to me because it is where my entrepreneurial journey started. I am proud that something that

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began in 2007 has grown into a 100% black female-owned law firm employing approximately 40 people and operating across three provinces.

Do you invest in CSI initiatives? Please expand. Yes, although I have never really thought about giving back as a corporate exercise.

But I am equally proud that I allowed myself to become more than my qualification.

I am a devout Sai devotee, and service is central to my faith and the way I try to live my life. I am involved in service through the Sai Organisation, initiatives in rural development projects in communities in the Eastern Cape, and philanthropy through my professional and business activities.

I am an attorney, but my business interests today also include healthcare, macadamia farming, concrete manufacturing, logistics and hospitality, with some of our healthcare interests extending internationally. Across the businesses, our workforce is approaching 100 people. I entered some of these industries knowing very little about them. I had to ask questions, surround myself with people who knew more than I did and become a student again. There is something very humbling about being accomplished in one profession and then walking into another industry and saying, “I don’t know , teach me.” Being willing to do that has probably opened more doors for me than pretending to have all the answers ever could. How do you ensure gender empowerment is embedded in the company? I believe empowerment has to be real. PGA is 100% black female-owned, I am the sole director, and 30 of our approximately 40 employees are women. I am proud of those numbers, but employing women is only the beginning.

A lot of what I do happens quietly. Sometimes somebody needs legal assistance. Sometimes a family needs financial help. Sometimes someone simply needs an opportunity or support through a difficult time. I don’t believe every act of kindness needs a name, a campaign or recognition attached to it. My faith has taught me that if you are in a position to serve, you serve. For me, it really is as simple as that. What is your opinion on gender representation in the legal sector? I think we have come a long way, but I would like the conversation to move beyond simply looking at how many women enter the profession. How many become directors? How many own their firms? How many control the finances, make the decisions and create employment?

Women need responsibility, exposure and the freedom to make decisions. They also need room to make mistakes, learn and discover what they are capable of. Independence has always been extremely important to me. I want the women who work with me to develop that same confidence, to know that they can make decisions, lead people, build careers and, if they choose, create businesses of their own. That, to me, is real empowerment. 76

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Representation matters because women need a seat at the table. But representation alone is not empowerment. Ultimately, I want to see more women with the confidence, independence and opportunity not only to sit at the table, but to own it. What exciting plans do you have on the horizon? This question makes me smile because I am always thinking about what comes next, sometimes Mark would probably say too much! Law was the beginning, but today my world is much broader than PGA. My interests extend across healthcare, agriculture, manufacturing, logistics and hospitality, and our healthcare interests have also started moving internationally. As I have become more experienced, however, I have learnt that bigger does not automatically mean better. The next phase for me is about strengthening what we have already built: improving service, developing our people, putting better systems in place and creating businesses that can grow without requiring me to be involved in every decision. I still have many ideas and a great deal I want to achieve. I still want to build. I simply want to build more intelligently.

“Being involved in businesses outside law has changed the way I practise. When you have personally employed people, wor r ied about cash flow, negotiated transactions and taken financial r isks, you understand that clients don’t always need a theoretical legal answer. They need an answer that works in the real world.”

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Please share a message of inspiration with our readers. My life has taught me that we don’t always get to choose our circumstances, but we do get to choose what we do with them. My health has taught me not to take time for granted. My faith has given me direction. And my family has given everything else meaning. I cannot tell my story without acknowledging Mark. Calling him simply a “supportive husband” would never adequately describe the role he has played in my life and my growth. Mark helped grow my business. He was instrumental in taking PGA nationally and helping us secure the institutional panels that opened important doors for the firm. He has often worked quietly in the background, never needing the recognition or credit for what he contributed. More importantly, he has never viewed my independence or ambition as something that needed to be

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PGA is 100% black female-owned, I am the sole director, and 30 of our approximately 40 employees are women. I am proud of those numbers, but employing women is only the beginning. Women need responsibility, exposure and the freedom to make decisions. They also need room to make mistakes, lear n and discover what they are capable of.

contained. He has encouraged me to grow, respected my decisions and stood beside me when those decisions involved risk. There is something incredibly powerful about having a partner who genuinely wants to see how far you can go. And then there is our daughter, Demira, our miracle and the centre of our lives. Whatever businesses we build or successes we achieve, she has a wonderful way of putting everything back into perspective. I have succeeded at things and failed at things. I have made good decisions and some very bad ones. I have changed direction and started again.

So my message to other women is, don’t wait for perfect circumstances. Have faith. Work hard. Remain teachable. Don’t make yourself smaller to fit somebody else’s expectations. And don’t feel that being a strong, independent woman means you have to do everything alone. The people who genuinely help you rise are part of your success, not a contradiction of it. When you succeed, acknowledge those who walked beside you, and then reach back and take someone else with you.

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BATA SOUTH AFRICA

STEPPING FORWARD WITH A LEGACY OF QUALITY, INNOVATION AND PURPOSE

or more than a century, Bata has been putting the world on its feet. In South Africa, that global heritage has been combined with local manufacturing, innovation and a deep understanding of what South African consumers need from their footwear. There are few brands that can claim to have been part of so many people’s everyday ourneys. rom a child’s first pair of school shoes to the footwear worn on a first 78

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“From a child’s first pair of school shoes to the footwear worn on a first day at work — Bata has been there, creating shoes designed not simply to be worn, but to become part of people’s lives.”

day at work, a family celebration, a weekend outing or a demanding day on the job, Bata has been there – creating shoes designed not simply to be worn, but to become part of people’s lives. Founded in 1894, Bata has grown into a global footwear company serving consumers across more than 70 countries. Yet despite its international footprint, the brand retains a

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From school shoes to the workplace – and everywhere in between Bata’s strength lies in the breadth of its offering. ts portfolio encompasses footwear for men, women and children, spanning formal shoes, casual footwear, sandals, sneakers, trainers and specialist work and safety footwear. Its current South African online range includes established Bata products alongside brands such as Tomy Takkies, Power, Bubblegummers, Safari and Bata Industrials. For generations of South Africans, certain names have become brands in their own right. Toughees school shoes are a particularly strong example. Designed and manufactured locally, they have become synonymous with the return-toschool ritual and the demands placed on school footwear by active children.

strong local identity in South Africa, where it has built an enduring reputation for quality, comfort, durability and value. A global brand with South African roots Bata’s South African story is particularly significant because the company has invested in local manufacturing for decades. The company’s factory at Loskop in KwaZulu-Natal has been home to Bata since 1977. Today, the facility produces some of the country’s best-known school shoes, including Toughees, as well as gumboots and industrial safety footwear. The factory produces an average of approximately 300,000 shoes a month –

around 3.3 million shoes a year. This local manufacturing footprint represents more than production capacity. t re ects ata’s contribution to South Africa’s manufacturing economy and its investment in local skills and communities. Situated in a rural area, the Loskop facility is also home to projects associated with Bata’s Children’s Programme, demonstrating how the company’s presence extends beyond the products it manufactures. For Bata, being a South African business is therefore about more than selling shoes. It is about understanding local needs, developing local capabilities and creating products that are suited to the realities of everyday life in South Africa.

Then there is Tomy Takkies – a distinctly South African story. Introduced in 1964, the canvas sneaker was created as a comfortable, versatile alternative to the harder footwear of the era. What began as a practical shoe quickly became a cultural icon, worn everywhere from work to weekends and braais. More than six decades later, Tomys remain instantly recognisable. That ability to combine heritage with contemporary relevance is one of ata’s defining strengths. Comfort meets contemporary style Today’s consumer expects more from footwear than simply durability. Shoes need to look good, feel good and fit seamlessly into increasingly busy lifestyles. ata’s current collections re ect this shift, offering everything from classic formal footwear and timeless loafers to casual shoes, sandals and contemporary trainers. The Bata Collection focuses on everyday versatility, combining practical comfort with modern styling and features such as cushioned footbeds and e ible soles.

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“Bata’s South African story is particularly significant because the company has invested in local manufacturing for decades. The company’s factory at Loskop in KwaZulu-Natal has been home to Bata since 1977, producing an average of approximately 300,000 shoes a month. This local footprint represents more than production capacity. It reflects Bata’s contribution to South Africa’s manufacturing economy and its investment in local skills and communities.” Its Power brand, meanwhile, caters to consumers looking for footwear suited to walking, running and active lifestyles, while Bata Industrials addresses the specialised requirements of people working in demanding environments. This last category illustrates another important aspect of the Bata story: innovation has to serve a purpose. Bata Industrials’ safety footwear incorporates technologies designed to provide protection, comfort and durability in challenging working conditions. Its international range includes products featuring D3O impact protection, while selected safety footwear is engineered for demanding environments and long working days.

comfortable trainer for an active lifestyle or specialised safety footwear for a demanding working environment.

Walking into the future The footwear industry continues to evolve, driven by changing consumer expectations, new technologies, shifting lifestyles and an increased focus on responsible business. Bata’s challenge – and opportunity – is to build on the strengths that have made it a household name while continuing to innovate for a new generation of consumers. That means remaining relevant without abandoning heritage. It means embracing new styles while retaining the quality and value customers expect. And it means recognising that a shoe can play many different roles in a person’s life.

Bata South Africa – stepping forward, together

i erent ourneys. i erent destinations. ne trusted name After more than 130 years of shoemaking, Bata understands that the journey matters just as much as the destination. And in South Africa, where the brand has been manufacturing and serving consumers for generations, that journey continues – with a commitment to quality, innovation, comfort, value and local impact. Because when you have been helping people take their next step for more than a century, you understand that every step counts.

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For one customer, Bata may mean a dependable pair of school shoes. For another, it may mean a stylish pair of formal shoes for an important meeting. For someone else, it may mean a S TA N D A R D B A N K TO P WOM EN L EAD ER S

MOHAU EQUITY PARTNERS

COMMITTED TO IMPROVING LIVES AND TRANSFORMING SOUTH AFRICA

ohau Equity Partners (“MEP”) was founded in 2017 by Dr Penny Moumakwa and her long-standing business partners with the vision of creating a progressive 100% black women-owned investment holding company that will become a leading financial services company in South Africa. They operate primarily in broad private equity and the development capital market, and their primary objective is to invest in businesses that are relevant to job creation and human capital development. In terms of the amended Financial Services Charter as per the BBBEE DTI Codes, MEP is progressive and complies with required codes to be a Black Business Growth Funding initiative. The company is domiciled in South Africa but has an investment mandate for South African Development Community (SADC) regions and certain Sub-Saharan African countries. It is a partnership between a group of highly experienced black businesswomen and a select group of capital partners including RMB Ventures and Discovery Ltd, who are founding partners and principal investors. The emphasis is on impact investing with a transformation and innovation focus – MEP look to invest in high growth businesses but remain selective and discerning when evaluating possible investment opportunities. In terms of scale, they prefer businesses that 82

generate EBIT of R 10-million plus and their portfolio strategy is to balance risk with later-stage investments that generate substantial free cash ows with consistent dividend payments. They target businesses that have strong entrepreneurial management, founders that are still active in their businesses, strong black economic empowerment credentials and transformation leadership. As a 100% black women-owned investment company focused on impact growth funding and transformation of businesses to meet the current and future socio-economic, leadership, and technology demands of South Africa, the foundation of MEP’s business model is that entrepreneurs are the catalyst for social and economic development: We look to support strong entrepreneurs who want to make a difference in their industries and be an active part of driving growth in South Africa in line with the national imperative for job creation and economic prosperity. Since inception, we have made significant investments in the ed ech, Health, IT and Financial Services industries. We partner with remarkable founders across the continent in high growth industries to support and amplify their vision. While our core focus is to provide investors with a strong return on their funds, we also focus on the long-term growth of innovative businesses. One of our key aims is to invest with a ten-year strategy in place for all

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investee companies. Our capital partners – including Rand Merchant Bank Ventures as well as Discovery – share our transformation vision and support our long-term objectives. Core Services Corporate Finance: Strategic financial advisory and transaction support Accounting and Tax: Professional accounting and tax compliance services for businesses Private Equity: Impact growth funding, transformation, and long-term investment strategies Risk Management: Risk mitigation models for portfolio companies MEP’s portfolio companies include: Patient Focus Africa Hamtern Financial Services Dotcom Software Solutions Net Assess Starplex Quro Medical GrowthHouse KHUSA Consulting (acquired through GrowthHouse) These investments span MedTech, Health, IT, and Financial Services sectors, creating employment opportunities and driving AI, technology innovation across South Africa.

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OUR TEAM CEO: Dr Penelope Moumakwa | Director: Boitumelo Hlongwane | hief Investment cer Colin Vallis Investment Associate: Reneiloe Madi | Business Manager: Rose Moshoeshoe-Kekae

DR. PENNY MOUMAKWA, FOUNDER & CEO

medical doctor turned corporate executive, she previously served as the Group Head of HR & Sustainability at Discovery Limited. She also holds prominent board positions across various South African companies like Clicks Group and Growthpoint Healthcare. She is a highly respected medical practitioner and executive, and an alumna of the erstwhile Medical University of Southern Africa (Medunsa), where she obtained her MBChB in 1987. Her impressive academic portfolio also includes a Management Advancement Programme from Wits Business School and a General Management Programme from Harvard Business School—testaments to her enduring commitment to education and leadership development. Over the years, she has held several senior executive roles across the healthcare and business sectors. These include: Executive Head at Thlabi Family Practice (1992–1995) hief ecutive cer of ransmed edical und (1996–2000) hief ecutive cer of the oard of ealthcare Funders (2002–2005) Director: Keycare Product Development at Discovery Limited (2005–2011) Group Head of Human Resources and Sustainability at Discovery Limited (2011–2018) Dr Moumakwa is widely recognised for her visionary leadership and pioneering work in healthcare and health financing. er in uence spans clinical practice, healthcare policy, corporate governance, and transformation, leaving an indelible mark on both the private and public healthcare landscapes in South Africa.

“A medical doctor turned corporate executive, bringing decades of senior leadership, healthcare policy expertise, and executive oversight to prominent South African boards.” In 2025 Sefako Makgatho Health Sciences University (SMU) announced the appointment of Dr Penny Moumakwa as Chancellor. In her congratulatory message, Chairperson of the SMU Council Maria Rambauli stated: “I would like to thank Dr Moumakwa for agreeing to serve the university as the Chancellor for the ne t five years and wish her success in this role.”

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BOITUMELO “TUMI” HLONGWANE, (CO-FOUNDER & DIRECTOR)

ualified hartered Accountant A SA with deep e pertise in investment banking and capital markets. Alongside Mohau Equity artners, she is also the founder of the corporate finance advisory firm, Mohau Capital, a black women-owned advisory and investment platform focused on structuring transformation, capital and ownership to create value that lasts. er work sits at the intersection of corporate finance, investment participation, ownership transformation and long-term stewardship. Through Mohau Capital, she works with corporates, investors, founders and institutions to recognise opportunity, structure it with commercial discipline, and steward it into outcomes that extend beyond the transaction. Tumi co-founded Mohau Equity Partners in partnership with Discovery imited and heads ohau und anagers, a private e uity firm established in partnership with RMB. Across these platforms, her work is focused on building credible pathways for tranformed participation in ownership, capital allocation and long-term economic value. Tumi’s dealmaking approach is grounded in valuation discipline, transaction judgement, stakeholder alignment and post-transaction stewardship. She believes transformation must move beyond compliance and into ownership, decision-making, institutional capacity and enduring value creation.

COLIN VALLIS, CHIEF INVESTMENT OFFICER

olin Vallis is an experienced investment executive who has been at Mohau Equity Partners since 2018. His role as hief nvestment cer focuses on investment strategy development, managing and developing portfolios, optimising asset allocation, market analysis, and cultivating client relationships. Beginning his career as a Systems Architect for Dimension Data Group in the mid-90s, Colin’s extensive background in corporate finance and investment includes roles at Talent10 Holding, Ethos Private Equity, and Citadel. He holds a BCom Hons in Finance from UNISA and completed his Matric in 1990 at De La Salle College / Damelin. His core professional skills span portfolio management, strategic planning, due diligence, risk management, and client relationship management. Outside of his professional career, Colin’s interests include reading history and wildlife photography.

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M O H AU E Q U I T Y PA R T N E R S

DR. PENNY MOUMAKWA, FOUNDER & CEO

he appointment follows a period of dynamic growth, marked by the addition of three scalable acquisitions in 2024. These include the SME Health & Pension Fund Client Book from Marsh, the Commercial Short-Term Insurance Book from Discovery (July), and Khusa Consulting, a leading employee benefits consulting firm, in ctober. Through its visionary leadership, MEP is committed to improving lives and transforming South Africa through long-term investments in strategic sectors of the economy, including financial services, healthcare, industrial, technology & energy. We would like to hear from you

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Top Women

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LESSONS IN EXCELLENCE L E AD I N G F R OM T HE F R O N T

udging the Standard Bank Top Women Awards sharpened my perspective in ways I did not expect. When you study the work of women who are building industries, reshaping communities, and shifting the country’s economic story the patterns become clear. Excellence leaves clues and these women are leaving a blueprint worth paying attention to.

Across sectors, styles, and personalities, the same truths resurfaced. Truths that shape how the next generation leads, builds, and transforms. After some re ection I pulled those truths together. Here is what their work teaches us: sharp, practical, and transferable.

By Phumelele Zulu, Marketing Director

Representation is more than presence. It is power The women I encountered did not simply end up’ in leadership y accident. Someone made a deliberate decision to identify talent, open the door, and back them with real opportunity. The strongest leaders I came across treated representation as a strategic lever not a diversity box to tick. They saw it as a competitive advantage; intentional,

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They were lifelines, moving people from survival to stability, and from stability into growth. Women are showing that change is possible when you design it with intent. Impact grows when accountability is non-negotiable Good intentions are not enough. Systems, metrics, follow-through are the tools of leadership that lasts. Accountability is not punishment; it is clarity. It is the lens through which progress becomes tangible, scalable, and repeatable. And through their example, they are teaching the next generation how to lead with rigor. Empowerment works when it is part of the fabric The most effective leaders did not treat empowerment as an initiative or a poster on a wall. It was built into operations and woven into everyday decisions. Opportunity became structural, sustainable, and inevitable. These women are not only creating opportunity; they are showing others how to create it too. Collaboration is the quiet engine of change No one transforms a system alone. The leaders I met built ecosystems of communities, partners, industry bodies, government working in concert toward shared outcomes. Complexity is solved collectively, not individually. They are laying the groundwork for future leaders to thrive together.

structured, and built into how decisions get made. Not a gesture, but a leadership philosophy. A lever for better thinking, stronger cultures, and better outcomes. Economic mobility does not happen on its own: it is engineered From rural growers building sustainable businesses to young technologists entering the digital economy, these leaders did not wait for the economy to shift; they created pathways. Funding, training, access, support. These were not abstract ideas.

Courage shows up in the everyday It is not about dramatic moments. It is about staying the course when it is hard, when the applause is absent, when the work feels heavier than the reward. Purpose anchors courage, and consistency is the proof. In doing so, they are modelling resilience for those who will come after them. True leadership multiplies itself These women invested in people, mentored, coached, and created structures that outlive them. Impact is measured not by personal accolades, but by how many rise S AN A

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behind you. They are leaving a legacy that becomes a pathway for others to follow. Transformation is deliberate, technical, and disciplined Governance, measurement, systems, and negotiation are not buzzwords. Transformation works when it is treated like a craft. When it is deliberate, it becomes lasting. These women are showing that sustainable change is not accidental; it is built. Community is a stakeholder, not an afterthought Leadership reaches beyond the boardroom. It touches households, families, and entire communities. Jobs, skills, dignity were not side ene ts. hey ere central. y doing so, they are mapping a way forward for leadership that truly lifts everyone. Purpose moves It is more than a mission statement. It drives nancial performance informs decisions shapes culture, and fuels commitment. Purpose that moves creates momentum and momentum builds legacies. As Nonkululeko Nyembezi, Chairman of Standard an Group so po erfully reminds us, “When women lead, institutions evolve and societies ourish. We are seeing this truth play out in real time. Women are showing that when purpose is operationalised and not just spoken about, it becomes a force that lights the path forward for others. These lessons are not abstract. They live in businesses, in communities, in the lives of people who have felt the impact of extraordinary women. For the next generation, they are a reminder that leadership is not a title. It is a responsibility. To move, to build, to uplift, to transform. Women are paving the way forward, and South Africa’s ne t era of leadership ill not be built on intention alone, it will be built on impact. ANK

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SCALING SUSTAINABLY ACROSS CONTINENTS THE H I DDE N COST S TRA N SFORMAT I ON T OOL By Lorraine Barnard, CEO & Director, Dananda Global Talent

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What I didn’t fully appreciate was how scaling fundamentally changes the nature of leadership ut the real story It’s a out the invisi le eight that accumulates hen you’re scaling across time zones, cultures, and continents - and the hard-won lessons about keeping both yourself and your team from buckling under it. The myth of seamless scaling I used to believe that building a multicountry recruitment operation was primarily a logistics challenge. Get the infrastructure right. Hire the right people. Establish clear processes. Scale. I was half right. hat I didn’t fully appreciate as ho scaling fundamentally changes the nature of leadership. When your team is in one of ce you feel the energy shifts. ou notice hen someone’s or ed late three nights in a ro . ou catch the su tle signs that a colleague is drowning in their workload.

hen people ask me about the highlights of the last year, they expect me to talk about our expansion across South Africa, India, globally and expanding into Africa. They anticipate stories of new contracts, successful placements, or how we maintain our B-BBEE Level 2 status. And yes, those milestones matter.

When your team spans Johannesburg and Mumbai, those subtle signals disappear into DMs and carefully composed emails. Everyone learns to put on their “professional face” in video calls. The burnout creeps in quietly, masked by time zone differences and the universal desire to appear capable. he ser ant lea er’s ara o My leadership philosophy has always been rooted in servant leadership the idea that true leadership means empowering others rather than elevating

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yourself. My motto on’t chase titles chase impact re ects this elief. ut here’s the parado I’ve discovered hen you’re deeply committed to serving your team, you can become so focused on their wellbeing that you miss your own warning signs. I found myself constantly checking in on the Mumbai team’s or load ensuring the Mum ai of ce had the resources they needed troubleshooting HR compliance issues across two countries - all while running on empty myself. The wake-up call came suddenly during a routine monthly review. I was putting together a management report presenting our growth metrics to the Regenesys Group Stakeholders, and I could barely remember the previous week, never mind the previous month. Not because it was uneventful ut ecause I’d een operating on autopilot for so long that the days had blurred together. hat’s hen I realised you can’t serve from an empty vessel. And if I burned out, I asn’t ust failing myself I as failing everyone who depended on the stability of my leadership. The silent crisis in recruitment Our industry has a particularly insidious relationship with burnout. Recruitment is built on urgency. Every role is critical. Every client needs someone yesterday. Every candidate deserves immediate feedback. The very nature of our work creates an environment where “always on” becomes the default mode. Layer in the complexity of executive search and C-suite placements - where due diligence can’t e rushed here the stakes of a bad hire are enormous, and where clients expect white-glove service - and you have a recipe for exhaustion.

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Add international operations, where your Mum ai team is nishing their day as your South African morning egins and suddenly there’s no natural off s itch. here’s al ays another email another urgent placement another re to put out. hat I’ e learne abo t s stainable s alin My e perience has taught me that sustaina le gro th isn’t a out or ing harder it’s a out or ing differently. Here are the hard-won lessons that have helped us scale across borders hile maintaining team ell eing Re ional a tono y Isn’t o tional It’s essential Early on, I tried to maintain hands-on oversight across t o countries and soon to e three. It as unsustaina le and fran ly disrespectful to the talented professionals I’d hired. No

each regional team has real authority to ma e decisions ithin their domain. he Mumbai team understands the Indian mar et etter than I ever ill. rusting them to lead locally hasn’t ust reduced my or load it’s made us more effective in each mar et. Co ni ation bo n aries reate better o ni ation Counterintuitively eing availa le doesn’t improve communication it degrades it. hen everyone no s they can reach you anytime messages ecome less thoughtful. Problems that could be solved locally get escalated unnecessarily. e’ve esta lished clear communication oundaries. Genuine emergencies Those can interrupt anytime - we operate in a fast-paced environment here that’s unavoida le.

Sustainable growth isn’t about working harder - it’s about working differently But routine questions, status updates, and general discussions hose respect time ones and or ing hours. his distinction forces everyone - me included to pause and consider does this actually need immediate attention, or can it ait until morning Celebrate the s all wins before they feel s all hen you’re scaling rapidly there’s al ays a igger milestone on the hori on. e lled positions this month. Great ut e need ne t month. e secured a ne PO contract onderful ut e

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still need to land that private or public sector tender. I’ve learned to pause and genuinely celebrate wins with the team when they happen - not at some future date hen e’re less usy. hat mythical less usy period never arrives. The only moment we have to acknowledge excellent work is now. 4. Burnout has a six-week lead time ere’s something no ody tells you a out urnout you don’t go from ne to urned out overnight. here’s usually a six-week window where the signs are there if you know what to look for. You notice it in small shifts. The person who always had ideas in meetings now stays quiet. Their deliverables are still solid, ut something’s missing that edge of energy. hey’re calling in sic more often. Their usual humour in team channels has vanished. It is vital to have leads across our business that can watch for these patterns - not to police people, but to intervene early. Having a conversation about workload when someone is approaching burnout can prevent months of recovery time.

5. Leading from the oxygen mask his is a truth I ish I’d learned earlier ta ing care of yourself isn’t sel sh leadership it’s strategic leadership. When I started prioritising my own wellbeing - taking weekends off, setting boundaries around evening work, being transparent with my team about my own capacity - something unexpected happened. It gave everyone else permission to do the same. The hustle culture mentality that pervades our industry creates an arms race of exhaustion. Someone works until 8pm, so others feel they should too. Someone answers emails on Sunday, so it becomes the norm. Someone brags about surviving on ve hours of sleep and suddenly rest feels like weakness.

Here’s something nobody tells you about burnout: you don’t go overnight. There’s usually a six-week window

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As leaders, we set the culture through our actions more than our words. I can tell my team to maintain work-life balance all day long ut if I’m sending emails at midnight the message they receive is clear: this is what success looks like here. The road ahead his year I’m approaching my leadership differently than previous years. Yes, we have am itious goals. e’re pursuing private and public sector tenders, expanding our service offerings, and continuing to scale our international presence. ut I’m also committed to measuring success by metrics that matter in the long term: team retention, employee wellbeing, sustainable client relationships, and the ability to maintain quality while growing. eing recognised among Africa’s Most In uential Leaders riving cellence is an honour I don’t ta e lightly. ut the real measure of in uence isn’t in the title it’s in the impact e create for our team, our clients, and the candidates whose careers we help shape. An essential lesson I have learned is that the most challenging part of scaling a usiness across orders isn’t the logistics the compliance or the infrastructure. It’s maintaining the human connection that makes work meaningful, even as the operation grows more complex. It’s recognising that ehind every M every placement every contract there are real people with limited energy, competing priorities, and a fundamental need to feel valued beyond their productivity. And it’s understanding that sustaina le growth - the kind that lasts beyond a single impressive quarter - requires us to be as intentional about rest as we are about revenue.

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GREEN ECONOMY

A SUSTAINABLE GREEN ECONOMY T HR I V I NG ON P E O P E- EN T E D E DE S IP

he green economy is often associated with renewable energy, sustainable agriculture, electric vehicles, and technological innovation. While these sectors are critical, the transition to a greener future requires something equally important: people-centred leadership that ensures sustaina ility ene ts everyone. Across South Africa, women are playing a growing role in shaping a greener, more resilient future. They are leading businesses, driving innovation, supporting communities and in uencing policies that help society respond to the realities of climate change. Their contribution extends beyond environmental protection; it includes building stronger communities, fostering resilience,

and ensuring that no one is left behind as we adapt to a changing world. The effects of climate change are becoming increasingly dif cult to ignore. Communities are experiencing more frequent heatwaves, prolonged droughts, water shortages, severe storms ooding and changing eather patterns. Climate change is no longer a future concern, it is a presentday reality affecting every aspect of our lives. It impacts health, food security, water availability, economic opportunities, and community wellbeing. As South Africa works towards a greener economy, women are uniquely positioned to bridge the gap between environmental sustainability and social development.

By Elmien Grobbelaar: Provincial Director, Western Cape Association of and for Persons with Disabilities Their leadership often recognises that environmental issues cannot be separated from the everyday realities faced by families and communities. One of the most signi cant contri utions omen are making is promoting climate resilience at community level. Climate resilience refers to the ability of individuals, communities, and organisations to prepare for, respond to, and recover from climate-related challenges. This includes everything from reducing waste and conserving water to educating communities about environmental risks and adaptive responses. Small actions matter, and collective action has the power to create lasting change. However, resilience can only be achieved when everyone is included in the conversation and the solution.

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GR EEN EC ONOM Y

My own experience has shown that sustainable development cannot be achieved through infrastructure and technology alone. Meaningful progress happens when people are empowered with information, resources, and opportunities to participate in solutions. This includes ensuring that persons with disabilities are a le to contri ute to and ene t from environmental initiatives, skills development programmes, and economic opportunities created through the green economy. Communities are strongest when everyone has a role to play. Women leaders are particularly effective at fostering these connections because they often approach development through collaboration, education, and relationship-building. The green economy requires technical expertise, but it also requires communication, community engagement, and an understanding of how environmental challenges affect different groups in different ways. An often-overlooked aspect of the green economy is the importance of inclusion. Climate change does not affect everyone equally. While environmental challenges impact entire communities, persons with disabilities often face a greater range of risks during climate-related events. Flooding, extreme heat, drought, and disruptions to essential services can limit mobility, interrupt access to healthcare and medication, and ma e emergency responses more dif cult. Communication barriers can also prevent people from receiving critical information when they need it most. For this reason, women leaders have an important role to play in advancing an inclusive green economy. Environmental policies, climate adaptation strategies, and community resilience programmes must be designed with accessibility in mind

from the outset. This means ensuring that information is accessible, community infrastructure is inclusive, and the voices of persons with disabilities are represented in planning and decision-making processes. Women leaders are increasingly championing a more inclusive approach to climate action by asking critical questions: Who is being left out? Who cannot access emergency information? Who faces additional barriers during disasters? How can solutions be designed to meet diverse needs? These questions are essential because true sustainability is not only about protecting the environment, it is about protecting people. As a leader, I believe that climate action begins with listening. Communities themselves often understand their challenges best, and sustainable solutions are most effective when they are developed with people rather than for them. This approach requires us to amplify voices that are not always heard, including those of persons with disabilities, and ensure that environmental planning re ects the realities of those most affected by climate-related risks. Inclusive climate action begins by listening, amplifying, and acting. The growth of the green economy also presents opportunities for women to drive innovation and entrepreneurship. Across South Africa, women are creating environmentally responsible businesses, leading sustainability initiatives, advocating for resource management, and promoting greener ways of living and working. Their contributions demonstrate that economic growth and environmental responsibility can coexist. However, the success of the green economy will depend on more than investment and policy; it will depend on leadership. It will require leaders who can connect environmental goals with social impact,

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economic development, and community wellbeing. Women are increasingly demonstrating this kind of leadership by recognising that sustainability is not merely an environmental objective, it is a human one. Building climate resilience is a shared responsibility. It requires governments, businesses, civil society organisations, and communities to work together. It also requires individuals to adopt practical green practices such as saving water, reducing electricity consumption, limiting waste, planting trees, and sharing knowledge within their communities. While these actions may seem small, collectively they contribute to stronger, more resilient societies. The green economy presents an opportunity not only to protect our environment, but also to build a society that is more inclusive, equitable, and resilient. As we invest in sustainable growth, we must ensure that persons with disabilities are recognised not merely as ene ciaries of climate action ut as active contributors, leaders, innovators, and partners in shaping a greener future. The green economy presents an opportunity to reimagine what progress looks like. It offers the chance to create jobs, strengthen communities, improve environmental outcomes, and build resilience for future generations. Women are already demonstrating that this transformation is most effective when it combines environmental responsibility with inclusion, empathy, and collaboration. As we continue this journey, the question is not whether women have a role to play in growing the green economy. They already do. The real opportunity lies in recognising, supporting, and expanding that contribution so that the green economy becomes not only sustainable, but equitable and inclusive as well. Because if we do not design for inclusion, we design for exclusion and a truly sustainable future is one in which everyone has the opportunity to participate, contribute, and belong.

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AFRICAN MAR ETS - GRO ING USINESS ACROSS T E CONTINENT H O W STR AT E GI C PA R T N E RSH IPS D RI V E BUSI N E SS GROW T H

or many businesses looking to expand across Africa, the rst uestions are often a out capital, market access or regulation. While these are undoubtedly important, they are not always the greatest determinants of success. More often than not, business growth across the continent happens at the speed of trust.

By Sam Gqomo, Founder, WGN Africa Markets may differ in language, culture and business practice, but one principle remains constant: people do business with organisations they know, trust and believe will create mutual value. Strategic partnerships have become one of the most effective ways to accelerate market entry, unlock new opportunities and build sustainable growth across borders.

Having built partnerships across Southern, East and West Africa, as well as with organisations in the United States, I have learned that expanding into new markets is as much a relationship strategy as it is a commercial one. Businesses that invest intentionally in relationships often discover opportunities that no traditional sales strategy could have uncovered.

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A FR I C A N M ARKE TS

Growth travels at the speed of trust Across Africa, relationships remain at the heart of business. Whether engaging government, corporate partners, development agencies or private enterprises, credibility opens doors long before contracts are signed. Trust is earned through consistency, expertise and delivering value over time. This is where strategic communications and public relations become business growth tools rather than simply marketing functions. Every keynote delivered, panel discussion attended, article published or industry conversation facilitated contributes to uilding con dence in your organisation’s expertise. For WGN Africa, many of our most valuable partnerships did not begin with a proposal. They began through conversations at conferences, introductions from trusted colleagues or opportunities to contribute thought leadership on issues that matter to business and society. By the time commercial discussions took place, credibility had already been established. Strategic visibility creates opportunity There is an important distinction between visi ility and in uence. isi ility alone does not grow a business. Strategic visibility does. Business leaders often underestimate how public speaking, industry events and thought leadership contribute to commercial growth. Yet these platforms create opportunities to demonstrate expertise before a potential client ever requests a meeting. Speaking at conferences across Africa, participating in executive forums and convening leaders from different sectors has signi cantly e panded our net or eyond South Africa. Those opportunities have introduced us to decision-makers in markets we may never have reached through conventional business development alone. Similarly, participating in continental networks has allowed us to build genuine relationships with professionals and

organisations based in countries such as Kenya and Nigeria. These relationships have become sources of collaboration, referrals, partnerships and shared learning that continue to create value long after the initial introduction. When organisations consistently show up where industry conversations are taking place, they position themselves as trusted contributors rather than vendors competing for attention. Partnerships open markets faster than sales pitches One of the biggest mistakes businesses make when entering new markets is leading with what they want to sell instead of the value they can create. Successful partnerships begin with understanding the priorities of the organisations and communities you hope to work alongside. They are built on shared objectives, complementary strengths and a commitment to creating outcomes that ene t everyone involved. This approach has shaped how we build partnerships at WGN Africa. Rather than approaching every interaction as a business opportunity, we focus on convening the right people, facilitating meaningful conversations and identifying opportunities where collaboration can create greater impact than competition. When organisations become known for connecting people, sharing knowledge and contributing to broader industry growth, partnerships become a natural extension of that reputation. Convening as a competitive advantage One lesson I have come to appreciate is that bringing people together is itself a strategic capability. Across the continent, businesses increasingly need partners who can bridge sectors, facilitate collaboration and align diverse stakeholders around shared goals. Organisations that can

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convene government, corporate leaders, entrepreneurs, investors and civil society create value that extends far beyond their core service offering. Convening builds ecosystems of trust. Those ecosystems often generate new business opportunities because people prefer to work with organisations that have already demonstrated an ability to build meaningful relationships. For WGN Africa, creating spaces where conversations become collaborations has been one of the most effective ways to establish long-term partnerships across markets. fri a’s f t re is ollaborati e The opportunities across Africa have never been greater. The African Continental Free Trade Area (AfCFTA) continues to encourage greater regional collaboration, while digital connectivity has made cross-border partnerships more accessible than ever before. However, sustainable growth will belong to businesses that recognise collaboration as a competitive advantage rather than a soft skill. The organisations that will thrive are those that invest intentionally in their reputation, contribute meaningfully to their industries and build partnerships grounded in trust and shared value. Strategic communications, public speaking, industry networks and stakeholder engagement are no longer activities that sit alongside business growth they are increasingly the mechanisms that make business growth possible. Ultimately, expanding across Africa is not simply about entering new markets. It is about building relationships that make those markets accessible. Trust is the currency. Strategic partnerships are the vehicle. Businesses that understand both will be best positioned to grow across the continent and create lasting impact.

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NETW ORKING

PARTNERSHIPS S T R ATEGI C R E L ATI O NSHI PS C A N TR A N SFORM Y O U R BU S I N E SS

n business, what you know will only take you so far. Who you know and more importantly, who knows you can be the difference between stagnation and exponential growth. Making the right connections is not simply a networking exercise; it is a strategic growth asset that unlocks access to private knowledge, exclusive resources, and entirely new markets. For female founders and leaders, building these strategic relationships can be a critical catalyst that helps you overcome historical barriers to funding, scale your operations, and accelerate your career momentum in ways that individual effort alone rarely achieves.

According to Stellenbosch Business School, Women own roughly 22% of all registered businesses in South Africa. While the early-stage entrepreneurial activity rate for women sits around 9.7%, they face signi cant hurdles. Female founders receive only about 10% of available funding and hold just 4.1% of established, mature businesses compared to 7.9% of men Unlocking career and business growth Women who establish strong professional net or s speci cally those that lend peer relationships with high-level industry contacts are signi cantly more li ely to secure executive positions and land

By Prof Linda Meyer, MD at Rosebank International and Visiting Professor at Nelson Mandela University high-value contracts. Access matters at every stage. A warm introduction from a trusted contact carries more weight than a cold pitch, regardless of how polished your deck is. Structured access to buyers, decision-makers, and strategic training can lead to measurable outcomes: womenowned businesses that participate in supplier diversity programmes and targeted networking initiatives consistently report higher rates of successfully landing new commercial deals. The right room changes your trajectory. Accessing capital and mentorship Entrepreneurship can be an isolating journey, and the biases embedded in

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N ET WORKI NG

In a crowded marketplace, trust is the currency that converts attention into action

Fostering collaboration over competition One of the most transformative mindset shifts available to female entrepreneurs is moving from a scarcity mentality here another oman’s success feels like a threat, to an abundance mentality, where collaboration becomes a competitive advantage in itself.

traditional funding ecosystems mean women often face steeper climbs to secure investment. Studies show that mixed-gender investor panels are more likely to fund female founders, yet women are still frequently excluded from the informal networks where early-stage deals are made over golf courses, dinners, and private events. The right network bridges this gap. It connects you with mentors who have walked the road before you, sponsors who ill advocate for you in rooms you haven’t entered yet, and angel investors who see your potential and are willing to back it. Beyond capital, mentorship provides something equally valuable: the ability to learn from someone else’s costly mista es rather than your own. A trusted advisor who has navigated a funding round, an acquisition, or a period of rapid scaling can compress years of hard-won learning into a single conversation.

Strategic networks empower female entrepreneurs to pool resources such as shared of ce space mar eting udgets and supplier relationships. They create environments where founders can share supply-chain connections, co-pitch for larger contracts that none could secure individually, and brainstorm creative solutions to shared business challenges. In markets where agility and speed matter, a trusted network of collaborators can give you capabilities well beyond what your balance sheet alone could fund. Building a magnetic brand Visibility is not enough on its own. In a crowded marketplace, trust is the currency that converts attention into action. People prefer to buy from, partner with, and refer individuals they genuinely connect with - and consistent, authentic engagement within the right communities is how that trust is built over time.

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our net or ampli es your rand in ays that paid advertising cannot replicate. A recommendation from a respected peer carries authority. A referral from a satis ed connection opens doors that cold outreach cannot. When you show up consistently, contributing insight, celebrating others, and sharing your expertise, your network turns your visibility into engagement, and your engagement into tangible business opportunities. Over time, you become someone people thin of rst hen a relevant opportunity arises. Gaining emotional and practical support The emotional weight of building a business is real, and it is rarely discussed honestly enough. Trusted peer circles offer a safe space to navigate the challenges that sit at the intersection of ambition and life, balancing personal responsibilities, managing workplace bias, making high-stakes decisions without a clear roadmap, and resisting the pressure to present relentless con dence even hen doubt is creeping in. Research consistently shows that peer support in professional settings combats imposter syndrome elevates con dence and strengthens the kind of resilience that sustains founders through inevitable setbacks. Knowing that others have faced the same obstacles and moved through them, is both practically useful and profoundly grounding. The right connections will not build your business for you. But they will open doors faster, shorten your learning curve, expand your resources, and remind you that you do not have to do any of it alone. Your network is, quite simply, one of your most valuable business assets.

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ESD

ENTERPRISE SUPPLIER DEVELOPMENT A PO W ER F U L E CON OMI C T RA N SF O R MAT I ON T OOL By Nonhlanhla Mbokane, Founder and CEO of NSP Occupational Therapy Services and Front Row Medics. 100 STANDAR D BANK TO P W O M EN LEADE R S

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E SD

to decision-makers who are willing to open doors that have historically remained closed. For many women, especially black women entrepreneurs, the journey of building a business is not simply about registering a company and offering a product or service. It is about entering spaces where access is often controlled, where opportunities are circulated through established networks, and where new entrants must work twice as hard to prove credibility. It is about navigating red tape, breaking through gate eeping surviving nancial pressure and building a business in an environment that may not always be designed for emerging entrepreneurs to succeed. This is where Enterprise and Supplier Development becomes vital. Enterprise and Supplier Development, commonly known as ESD, is more than a corporate compliance requirement. When implemented properly, it is a powerful economic transformation tool. It has the ability to identify emerging businesses, build their capacity, connect them to meaningful opportunities, and position them to become sustainable suppliers within larger value chains.

tarting and growing a womenowned business requires more than passion, courage and a good business idea. It requires access to funding, access to markets, access to mentorship, access to procurement opportunities, access to business networks, and access

For women-owned businesses, ESD can be the bridge between potential and participation. Many women start businesses with strong technical skill, clear vision and determination. However, the early stages of entrepreneurship are often e tremely dif cult. A usiness may require capital long before it generates stable income. Entrepreneurs may need to invest in equipment, stock, branding, compliance documents of ce space technology, staff, transport, marketing, professional services, and operational systems. At the same time clients may delay payments, contracts may take

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months to nalise and usiness owners may still be expected to deliver excellent service without the necessary nancial cushion. For black women entrepreneurs, many do not have generational wealth, family-backed funding, established business networks or strong credit histories to support them during the dif cult start up phase. his means that talented, capable and visionary women may remain stuck in survival mode; not because their businesses lack value, but because they lack access to the resources required to grow.

When implemented properly, it is a powerful economic transformation tool ithout suf cient or ing capital a small business cannot take on larger contracts, hire staff, improve systems, purchase stock, expand operations or compete effectively. Many women-owned businesses are therefore forced to operate small, not because they lack ambition, but because they are under-resourced. ESD programmes change this reality. A ell structured S programme can provide oth nancial and non nancial support. This may include grant funding, interest-free loans, business development services, mentorship, procurement readiness training, accounting support, legal guidance, compliance assistance, marketing support, operational development and access to supplier databases. These interventions may appear simple on paper, but for a growing business, they

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S helps to prepare usinesses for these environments. It gives entrepreneurs the tools to move from informal operation to structured usiness participation. It helps usiness o ners understand hat is re uired to ecome credi le compliant and competitive suppliers. his is especially important for omen o ned usinesses ecause many omen entrepreneurs are highly s illed ut may not have had formal e posure to usiness systems. hey may no ho to deliver a service or produce a product ut they may not no ho to cost properly negotiate contracts manage cash o respond to tenders prepare a capa ility statement uild a company pro le or position themselves in the mar et. S closes this gap y uilding usiness con dence and commercial competence. he ene ts for S candidates are signi cant.

A good programme does not create dependency. It builds capacity can be transformative. One of the most important ene ts of S is that it helps rea red tape. Many small usinesses struggle to access corporate and government supply chains ecause they do not al ays no ho to meet procurement re uirements. hey may not understand tender documentation pricing schedules ta compliance re uirements supplier registration systems contract management or reporting e pectations. As a result they may e e cluded from opportunities efore they are even given a chance to compete.

Firstly they gain access to mentorship. Mentorship is critical ecause entrepreneurship can e isolating. Many omen carry the pressure of ma ing decisions alone managing staff alone solving nancial pro lems alone and trying to gro ithout guidance. hrough S candidates can learn from e perienced usiness leaders ho understand gro th ris governance leadership and mar et positioning. Secondly S candidates gain access to mar ets. his is one of the most po erful parts of any S programme. A usiness cannot gro ithout clients. Access to supplier opportunities corporate procurement channels government departments large companies and strategic partnerships can shift a usiness from survival to sustaina ility. S creates visi ility

for usinesses that may other ise remain overloo ed. hirdly S strengthens compliance and governance. Many small usinesses fail to gro ecause their internal systems are ea . hey may not have proper nancial records contracts policies ta clearance usiness plans pricing models insurance processes or reporting structures. S helps professionalise the usiness so that it can meet the expectations of larger clients and funders. Fourthly S improves nancial discipline. hrough structured support candidates learn ho to manage cash o separate personal and usiness nances price for pro t plan for ta o ligations udget for gro th and understand the true cost of running a usiness. his is essential ecause many usinesses do not fail ecause they lac customers they fail ecause they do not manage money strategically. Finally S promotes sustaina ility. A good programme does not create dependency. It uilds capacity. It helps entrepreneurs put systems in place that remain long after the programme ends. his includes operational systems nancial controls mar eting strategies leadership structures supplier relationships and performance monitoring. For omen o ned usinesses sustaina ility is critical ecause gro th must not rely only on the founder’s personal sacri ce and e haustion. he usiness must ecome strong enough to operate scale and create employment. S also carries deep economic and social value. hen a oman o ned

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usiness gro s the ene t rarely ends ith the founder. omen led usinesses often create opportunities for other omen young people graduates administrative staff suppliers and local communities. hey contri ute to o creation s ills development household income community upliftment and roader economic participation.

True development requires honest assessment, structured mentorship, measurable growth targets,accountability, funding support and real procurement opportunities

For lac omen entrepreneurs S also has sym olic importance. It says you elong in this mar et. It challenges the elief that only esta lished ell connected usinesses deserve access to ma or opportunities. It creates room for ne players ne voices ne leadership styles and ne solutions. It also helps to correct historic e clusion y ensuring that procurement and enterprise gro th are not reserved for those ho have al ays had access.

here candidates are selected for appearance ut not meaningfully supported. rue development re uires honest assessment structured mentorship measura le gro th targets accounta ility funding support and real procurement opportunities. It must move eyond or shops and certi cates into practical usiness ena lement.

o ever S must e intentional. It should not ecome a tic o e ercise

omen o ned usinesses do not need charity. hey need opportunity fair access strategic support and an ecosystem that recognises oth their potential and their arriers. he issue is not simply

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that omen need to start usinesses. he greater issue is that they need to gro usinesses that are sustaina le competitive and a le to participate in serious mar ets. nterprise and Supplier evelopment ma e this possi le. It helps omen o ned usinesses move from eing overloo ed to eing considered from eing considered to eing appointed and from eing appointed to ecoming sustaina le contri utors to the economy. hen S is done properly it does not only gro usinesses. It gro s con dence representation employment generational ealth and economic inclusion. Most importantly it gro s the elief that omen including lac omen entrepreneurs do not have to remain at the margins of opportunity. hey can uild lead supply employ. and transform industries. And ith the right support they can do so ith e cellence integrity and lasting impact.

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AI, INCLUSION AND THE HUMAN SIDE OF DIGITAL TRANSFORMATION W H Y T EC H N O L O G Y I S F O R CING U S T O RET H I N K W HAT I N CL U SIVE LEA D ERS HI P R E A L LY M E A N S Annika Ojala, Coach & Founder of The Eleven Group 104 STANDAR D BANK TO P W O M EN LEADE R S

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A I , I N C L US I O N A N D T HE HUMA N S I D E O F D I GI TA L T R A N S FO RM ATI ON

lla had reached the top. She was elected into one of the orld’s most in uential political institutions. At she was exactly the kind of leader young omen are told to ecome. She had her dream career helping millions. oung smart am itious and charismatic. Or that’s hat others thought.

omen in leadership e perience disproportionate levels of online a use self censorship and psychological harm ith many reducing their pu lic participation or pulling a ay completely ecause of digital violence. omen ith intersecting identities including ueer omen omen ith disa ilities and omen from racialised communities face the greatest ris s and are the least protected.

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ut ho else is responsi le for supporting the health and ell eing of inclusive leaders uman resources ecutive leadership Communities Coaches and therapists ight no the ans er too often seems to e... the individual oman herself.

omen are told to e resilient protect themselves use security tools manage One day she as ed me a uestion I ill their ell eing get coaching develop never forget Am I allo ed to uit their leadership skills and adapt to eepfa es do ing coordinated online The despair in her voice will forever stay ne technologies. ut hen the digital harassment and AI generated a use ith me. transformation created a dangerous have ecome part of the infrastructure of or place for them as ing individuals leadership. Follo ing repeated attac s very morning lla o e up ith to ecome etter at coping ith violence many omen no rely on specialised digital violent threats in her in o . Fa e images cannot e the hole ans er. At some security and monitoring tools simply to of her ere spreading online li e ild re. point e have to as ho urgently continue doing their o s. the support systems Each TV interview One of the most significant shifts in entrepreneurship around them need led to hundreds of to evolve. over the past decade has been the rise of digital comments uestioning platforms as engines of opportunity her competence Perhaps that’s hy and criti uing her I still thin a out the appearance. The last straw was when conversation we had that day. After more than a decade or ing across she had no choice ut to hire private international politics human rights and security for her ve year old daughter as hat a out lla She did eventually emerging technology I no ust ho much the threats of se ual violence in her in o step a ay. She continued ma ing an diversity at every decision ma ing ta le ere no longer ust targeted at her as a impact ust in a different ay outside matters. ut representation alone is not politician. the spotlight. Politics lost an e ceptional enough. e need to rethin hat inclusive leader ut perhaps that says more a out leadership means in the digital age. he eight of her career choice on her the system than it does a out her. personal life as so heavy she asn’t sure he same technologies transforming ho she ould survive it. er story isn’t unusual. Across the e or communicate and participate in orld many omen still pay too pu lic life are also ma ing misogynistic For years the conversation on high a price for anting to uild a harassment more scala le personalised gender inclusive leadership has centred etter orld. and dif cult to escape. he arriers to on getting more omen into leadership inclusion and elonging are no longer only and decision ma ing. e’ve gradually If inclusive leadership does not include physical or institutional. hey are digital ecome etter at opening doors ut far the digital dimension of ell eing highly personalised and very intimate. less interested in what happens once health and safety of the diverse people someone al s through them. in leadership then perhaps it is time to uring my time in the uropean Parliament rede ne hat inclusion really means in I or ed on oth the AI Act and the omen leaders are e pected to em race today’s orld. irective on com ating violence against technological change lead organisational omen hile also supporting the OSC ’s transformation mentor others remain ecause opening the door isn’t enough. or on online violence against omen pu licly visi le manage online hostility Inclusion means eing a le to al in politics. or ing across these issues and someho continue performing at the through it participate fully and stay and sho ed me that accelerating e uality highest level. e cele rate their resilience open it to others after you. ecause if through regulation is indispensa le ut on hile rarely as ing hat e pectation of e lose the people ma ing change for its o n ill never e enough. La s can and resilience actually costs. good e all lose. must reduce harm. S TA N D A R D B A N K TO P WOM EN L EAD ER S 105

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TECH

EMPOWERING WOMEN IN TECH S T R U C TU RA L CHA N GE N OT S E ASO N A L CA MPA I GN S By Jenni Matthews - Retail Insights Analyst and Chloe Neslen – Director for Talent Management (EMEA) at MRI Software

espite progress, women remain underrepresented in technology, with just 28.2% of the global workforce and 22% in Europe, according to The Chartered Institute for IT. That gap is not only inequitable, it limits innovation and competitiveness. Studies show that companies with diverse leadership teams outperform their peers, innovate more effectively and foster stronger workplace cultures. In a talent-constrained market, widening leadership access is not just equitable, it is a competitive necessity. Women driving innovation in retail and technology The retail and property technology sectors continue to transform rapidly. AI-driven analytics, automation, data intelligence and evolving consumer

behaviours are reshaping how organisations operate and compete. Women across retail and tech are playing a critical role in driving this change; leading digital transformation programmes, championing customer-centric innovation and strengthening governance around responsible AI and data use. In retail especially, where understanding human behaviour is fundamental, diverse leadership helps ensure that solutions re ect the communities and customers they serve. he a isn’t st abo t entry, it’s abo t a an e ent In many organisations, the conversation around gender diversity focuses on recruitment. While inclusive hiring is critical, it is only one piece of the equation. The bigger challenge often lies in progression, visi ility and con dence.

Too many talented women leave the technology sector mid-career due to a lack of sponsorship, mentorship, e i le path ays or psychological safety. Others remain in roles below their potential because they are less likely to self-advocate for stretch assignments or leadership opportunities. Creating equitable opportunity means recognising that equal treatment may not necessarily always result in equal outcomes. It requires intentional support structures. At MRI Software, within our teams across the UK, UAE and Ireland, 32% of employees are female, and 68% are male, highlighting positive progress and the continued need to create clear pathways into leadership. In South Africa, the alance is stronger still re ecting positive strides across the EMEA region overall.

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TE CH

What meaningful action looks like all year round If organisations want to close the gender gap in technology, inclusion should not sit on the sidelines of strategy. It must be embedded into leadership pipelines, succession planning and performance metrics. Sustainable progress comes from structural change, not seasonal campaigns. There are several practical steps that can contribute to making a tangible difference: 1. Mentorship with intent Mentorship is powerful, but sponsorship can be transformative. Identifying high-potential female talent early and actively advocating for them in rooms where decisions are made accelerates progression. Leaders must not only offer advice but open doors. Mentorship does not simply transfer no ledge. It uilds con dence visi ility and belief; all essential components in narrowing the leadership gap. 2. Leadership development that builds visibility Targeted leadership programmes ensure women gain access to strategic projects and decision-making forums. 3. Creating psychological safety An inclusive culture requires more than policy. It demands an environment where women feel safe to voice ideas, challenge assumptions and take risks without fear of judgement. Leaders set this tone. When vulnerability and openness are modelled at the top, participation broadens across teams. or alisin e ibility as a ore operating model Career trajectories are rarely linear. Offering e i ility hether through hy rid working, career breaks, or alternative progression routes, can help retain e perienced talent ho might other ise leave the sector. Models that promote e i ility as standard usiness practice such as M I’s Fle at

Mentorship does not simply transfer knowledge. It builds all essential components in narrowing the leadership gap MRI scheme, ensures employees can work in ways that support both performance and personal sustainability, rather than positioning e i ility as an e ception or accommodation. In today’s orld e i ility needs to e perceived as a strategic advantage, not a nice to have. 5. Measuring progress transparently Tracking representation, pay equity, hiring slates and promotion velocity keeps organisations accountable. Transparency builds trust and demonstrates that diversity goals are embedded within strategy, not simply marketing. Empowerment is cultural, not individual For decades the conversation around gender equality in leadership has centred on the idea of the “glass ceiling”, otherwise known as an invisible barrier preventing women from rising beyond a certain level, regardless of talent or performance. In technology, that ceiling has certainly cracked but not disappeared completely. he truth is many of today’s arriers are structural rather than visible: limited sponsorship, narrower networks, unconscious bias in promotion decisions and performance calibration, or cultures that unconsciously reward traditionally male leadership styles. These are not ceilings that can be shattered by determination alone. They require organisations to redesign the room itself. Empowerment, therefore, must be cultural. At the same time, we cannot ignore the con dence gap that still in uences progression patterns. Empowerment also involves uilding con dence in navigating

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ambiguity. Technology evolves rapidly; perfection is rarely the standard. Encouraging women to apply for roles even if they meet 70% of the criteria, rather than waiting for 100% alignment, can materially shift growth timelines. When women are given stretch opportunities, visible sponsorship and psychological safety, they are more likely to step forward. When women see others thriving in senior engineering roles, shaping AI strategy or leading commercial divisions, aspiration becomes tangible rather than theoretical. True empowerment happens when women are not just invited into the room, ut hen the structures e pectations and pathways within it allow them to lead authentically and hen they feel con dent enough to take the seat at the table. Shaping change beyond a single day e ecting on the strides to ard gender equality in leadership and entrepreneurship, it is clear we have moved forward, but the progress is uneven. We are seeing more female founders, women in board roles, and recognition of inclusive leadership as a commercial imperative. Younger generations entering the or force e pect e uity as standard not aspiration. Women across industries are not waiting for permission to shape change. They are leading transformation programmes, founding start-ups, driving AI governance and rede ning the customer e perience. The question is not whether women can lead in tech it’s hether organisations are fully unlocking that potential. When we align our efforts with global benchmarks and hold ourselves to measurable standards, we move from aspiration to impact. Today reminds us of ho far e’ve come. he or that follows determines how far we go.

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L EADERSHIP

ADAPTABILITY T H E SKI L L L E A D ER S N E E D F O R TH E F U T URE

s global leaders continue to grapple with economic instability, the rapid rise of AI, and an evolving world of work, a new international study led by Tuesday Consulting and global executive search group Agilium

Worldwide reveals a decisive shift: leadership itself is being rewritten. The white paper, Securing the Future, surveyed 60 senior executives across 33 countries and found that 90% of leaders view the ability to

By Wendy Spalding, Managing Director, Tuesday Consulting

lead through uncertainty as the most important leadership skill of the future, outranking strategic agility (77%) and communication and storytelling (68%). South African organisations are entering 2026 amid renewed economic pressure, shifting political dynamics, and rapid acceleration in AI adoption. Talent competition, evolving governance

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L EA D E RSH I P

expectations, and the return of operational instability continue to place pressure on leadership. In this environment, the ability to adapt quickly, rather than rely on traditional, predictable operating models, has become a direct determinant of organisational resilience and competitiveness. In a world where disruption is the only constant, adaptability has become the ultimate leadership advantage. The leaders who thrive are not those who promise certainty, but those who guide teams when certainty disappears. In 2026, organisations will not be judged by how well they avoid disruption, but by how quickly their leaders move through it. he orld conomic Forum’s Future of Jobs Report (2025) underscores the pace of change, showing that 44% of or ers’ core s ills ill change y driven by automation, digitisation and hybrid work models. For South African leaders, operating in one of the orld’s most comple business environments, these pressures intensify the need for adaptive leadership. Leaders must navigate economic volatility, talent migration, hybrid workforce tensions, and rising expectations for inclusive decisionmaking while keeping pace with global innovation cycles. oday’s leaders face a fundamentally different reality, requiring them to make decisions amid: • Real-time technological disruption • Global economic volatility • Skills displacement • Geopolitical instability • Social and stakeholder pressure for inclusive decision-making

Boards are increasingly prioritising leaders who can pivot quickly, absorb complexity, and make sound decisions without perfect information. Boards can no longer develop leaders for static roles. They need individuals who can lead through ambiguity, complexity and change. hat’s hat adapta ility loo s like in practice. Across industries, the adaptability gap is widening: • Financial services: digital disruption, cyber risks, climate, ESG and regulatory transformation • Technology: AI ethics, cybersecurity, relentless innovation cycles • Public sector and education: limited resources, rising citizen expectations What this means for South African organisations in 2026: • Leadership teams must be prepared to make decisions with imperfect information • Talent pipelines require accelerated development to close readiness gaps • Boards will prioritise leaders with psychological stamina and learning agility • Organisations with adaptable, resilient leaders will gain competitive advantage • The ability to pivot quickly in response to AI-driven disruption will separate future t companies from those left behind In every sector, leadership adaptability has become the most strategic resource. esilient leaders don’t resist change they reframe it as opportunity. The study found that while 58% of organisations are developing internal talent pipelines, most admit these are not yet future t. eveloping adapta le leaders requires intentional exposure S AN A

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across functions, coaching through real-time challenges, and integrated environments that reward learning agility, emotional intelligence and strategic resilience. As one of the few African nations actively participating in global leadership conversations, South Africa brings a distinctive advantage: leaders who routinely operate in conditions of uncertainty, transformation and complexity. This positions South African executives as potential contributors to shaping global leadership models for an increasingly unpredictable decade ahead. South African leaders face the dual challenge of driving transformation locally while competing in a rapidly evolving global economy. Adaptability, inclusivity and resilience connect both worlds. he most future t organisations will be those that reward curiosity, collaboration, experimentation and continuous learning, not control or hierarchy. As Spalding concludes: “The most future t leaders are not de ned by how well they predict the future, but by how quickly they respond to it. Agility is now the true measure of leadership strength. Additional ey ndings from Securing the Future: • 90% of global executives say leading through uncertainty is the de ning leadership trait of the future • 77% cite strategic agility; 68% highlight communication and storytelling • 58% are developing internal talent, but acknowledge readiness gaps • Resilience, adaptability and emotional intelligence are now as essential as technical expertise ANK

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W OMEN L EA D ER S HI P

LEADERSHIP W I D EN I N G T H E L ENS

By Janet Pillai, Executive leader, lifestyle authority and cultural strategist

n today’s evolving leadership landscape omen are no longer as ing for permission to lead they are rede ning hat leadership loo s and feels li e. et ith that progress comes a nuanced challenge ho to step fully into positions of po er ithout sacri cing the very ualities that ma e our leadership distinct and impactful. For too long authority has een framed through a narro lens often e cluding the depth emotional intelligence and authenticity that many omen naturally ring into professional spaces.

presence or second guess our instincts in order to e accepted. ut the future of leadership demands something far more po erful self trust clarity and unapologetic authenticity.

Po er in its truest form is not a out dominance or performance it is a out alignment. It is a out no ing ho you are hat you stand for and ho you choose to sho up even hen the room feels uncertain. As omen e have een conditioned to dilute our voices soften our

At its core authority is not a out dominance it’s a out self trust. omen often feel pressure to adopt traditionally masculine leadership traits to e ta en seriously ut true in uence is uilt hen you lean into your natural strengths rather than override them. motional intelligence empathy intuition

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How women can own their authority without losing authenticity O ning your authority as a oman doesn’t re uire you to harden perform or ecome someone you’re not. In fact the most po erful leadership presence comes from alignment here con dence values and voice meet ith clarity and intention.

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and colla oration are not ea nesses they are strategic advantages hen used ith conviction. Authenticity egins ith no ing ho you are. hen your decisions are rooted in your values you communicate ith more certainty and less second guessing. his doesn’t mean you on’t evolve it means you gro ithout losing your center. Clarity in your purpose ma es it easier to set oundaries say no hen necessary and stand rm ithout needing to over e plain. oice is another critical component. O ning your authority means spea ing ith intention not apology. Many omen soften their language to appear agreea le ut authority is reinforced through clarity. eplacing phrases li e I thin or I’m not sure ut ith direct con dent statements shifts ho others perceive you and ho you perceive yourself.

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W O MEN L EADE RSH I P

F E AT U R E S

Clarity in your purpose makes it easier to set boundaries, say no when necessary, and stand to over-explain In reality it’s a out self trust. It’s no ing that you can handle challenges ma e decisions and adapt hen things don’t go as planned. Con dent omen don’t ait for permission they contri ute they challenge and they ta e up space ithout apology. Importantly con dence also includes the illingness to say I don’t no and still remain assured in your a ility to nd solutions. It’s steady not performative.

Importantly, authenticity does not mean oversharing or abandoning professionalism. It’s a out eing real hile remaining composed and self a are. ou can e arm and assertive. ou can e ind and decisive. hese are not contradictions, they are dimensions of a ell rounded leader. here ill e moments of discomfort. O ning your authority may challenge long-held e pectations oth yours and others’. ou may outgro environments that once felt comfortable. But discomfort is often a signal of expansion, not misalignment. Surrounding yourself ith the right people also matters. hen you’re in spaces that respect your voice your authority doesn’t feel li e something you have to ght for it ecomes something you naturally embody. O ning your authority ithout losing authenticity is about integration, not compromise. It’s a out standing fully in ho you are, trusting your perspective, and leading in a ay that feels oth po erful and true.

resen e, on en e, an lea ershi i a e Presence con dence and leadership image are not about perfection: they are about alignment, intention, and consistency. For omen in leadership these elements shape not only ho others perceive you ut ho effectively you in uence inspire and lead. Presence is the energy you bring into a room efore you even spea . It’s grounded in self a areness and emotional intelligence: the ability to read the room hile remaining anchored in yourself. Strong presence doesn’t demand attention it commands it uietly. It’s re ected in ho you carry yourself your posture, your eye contact, and your ability to listen as intently as you spea . hen your presence is authentic, people feel it there’s a sense of calm authority and credi ility that doesn’t need to e forced. Con dence is often misunderstood as loudness or certainty in every moment.

Leadership image is the out ard e pression of your internal alignment. It’s ho your values communication style and personal brand come together visually and ehaviorally. his goes eyond hat you ear although style does play a role in signaling professionalism and intention. our leadership image is shaped y consistency ho you sho up in meetings ho you communicate under pressure ho you treat others and ho you uphold your standards. It’s the reputation you uild over time. For omen there is often an unspo en tension et een eing perceived as li a le and eing seen as authoritative. he ey is integration rather than choosing one over the other. ou can e oth arm and decisive empathetic and rm. he most impactful leaders understand that strength and softness are not opposites: they are complementary. ltimately presence con dence and leadership image are not about becoming someone else. hey are a out re ning ho you already are. hen you lead from a place of authenticity, your presence ecomes magnetic your con dence becomes credible, and your leadership image ecomes unmista a ly your o n.

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AGSA’S CHIEF PEOPLE OFFICER VATISWA NTHOESANE ALIGNING PEOPLE STRATEGY WITH THE INSTITUTIONAL MANDATE e Auditor-General of South Africa. What have been the most memorable successes and challenges so far? organisation with such a strong public purpose and a direct di role in strengthening accountability in South Africa. A key success has been aligning the people’s agenda more mo closely with the AGSA’s institutional strategy, with continued focus on diversity, equity and inclusion, employee wellbeing, leadership development and enabling our people to thrive. I am also proud of the p progress made in advancing gender empowerment and inclusion through stronger institutional frameworks and platforms that support women and underrepresented groups to participate, develop and lead. We have continued investing in employee forums, leadership programmes and awareness initiatives that build dignity, respect, belonging and accountability. The main challenge has been responding to evolving employee expectations around agility, transparency, inclusion, career growth and meaningful leadership engagement, while balancing these with operational sustainability and our mandate. For me, the focus has been on building sustainable people solutions that will serve the AGSA well into the future. The human resources space is a dynamic one – what are the most important changes you have seen taking place in the sector - and what will be your strategic focus areas going forward at AGSA? Today, the People function is increasingly expected to be a strategic partner that helps organisations navigate workforce transformation, technology, changing employee expectations and new ways of

fundamentally changing the workplace. HR professionals need to understand how technology can improve productivity and decision-making while ensuring that the human dimension of work is not lost. The future will require us to combine data, technology and human insight. Another important shift is continuously reskill and upskill their people as the world of work evolves. At the AGSA, our strategic focus developing critical skills, improving employee experience, advancing diversity, equity and inclusion, strengthening talent and succession pipelines, and using technology and A high-performing organisation requires not only capable people, but an environment that enables those people to perform at their best. Our overarching objective is to build a People function that is proactive, evidence-based and deeply connected to the AGSA’s mandate, while ensuring that our employees remain at the centre of everything we do.

Visit agsa.co.za for more information

WE ARE HERE TO CREATE OPPORTUNITIES AND EMPOWER YOU. RCS is South Africa’s top provider of retail credit. We offer a range of Financial Services Products under our own name, as well as in association with the leading retailers in South Africa, Namibia and Botswana. At RCS, we believe in empowering financial choice through seamless access to products and services. We offer accessible choices to customers through our wide network of product & service providers and secure payment channels. The RCS Group is a homegrown, consumer finance company, founded in 1999. Today we are owned by BNP Paribas, the 6th largest bank in the world.

OUR TOP WOMEN

Audrey Ro ber ts

Customer Operations Executive

Glend a Ea g a r

Product & Mar keting Executive

Ma r in é Va n B r a ke l Deputy CEO/ CFO/COO

Me lis sa Wa lt e r s Deputy Chief Financial Officer

S a n d i Ric h a rd so n Chief People Officer

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Legal & Compliance Executive

OPENING DOORS, BUILDING FUTURES DR CANDICE HARTLEY’S DRIVE TO ADVANCE WOMEN IN ESKOM

“Progress is possible when organisations are intentional, leaders are accountable, and women are supported to bring their full talent to the table.”

Dr Candice Hartley, ef e le

e at s m

ESKOM

or Dr Candice Hartley, Group hief eople cer at skom, advancing women is both a uestion of e uity and a business imperative. ith more than two decades of e perience leading people, talent and organisational transformation across diverse industries, she has built a career around aligning the people strategy with business performance, strengthening leadership capability and creating environments in which talent can thrive. efore oining skom, Dr artley served as ecutive artner and ead of eople at . er career has also included senior leadership roles at A , ritish American obacco, ernod icard and arloworld, as well as earlier leadership positions at enovo, Standard ank and South African reweries. his breadth of e perience across manufacturing, consumer goods, technology, financial services and professional services has shaped her perspective on the relationship between leadership, inclusion and organisational performance. At skom, Africa’s largest power utility, that perspective is particularly relevant. As the organisation navigates a rapidly changing energy landscape, it must build deeper technical capability, new skills and a broader leadership pipeline to support operational renewal and long-term sustainability. omen, Dr artley believes, must be central to the transition of the energy future for the continent and sector at large. er conviction is also grounded in research. Dr artley completed her hD at the niversity of ape own, where her research e amined the underrepresentation of women in senior management in Africa and the persistent practices of e clusion that can impede their progression. er work reinforced an important distinction representation does not automatically translate into inclusion. omen may be present in organisations while still having une ual access to career-defining assignments, sponsors and opportunities that prepare them for leadership.

or Dr artley, organisations therefore need to look beyond the numbers and e amine the uality of women’s lived e perience. his means asking whether women are receiving meaningful e perience, whether they are being prepared for critical leadership roles and whether leaders are actively creating access to opportunities. hat thinking is re ected in skom’s omen in ower rogramme. stablished in , the programme seeks to remove barriers to women’s participation and advancement, particularly in technical and leadership environments. skom’s bold ambition is to achieve overall female representation by . he programme includes leadership development, mentorship and coaching, professional registration support, scholarships, women’s health initiatives, industry partnerships and platforms that strengthen women’s career visibility and professional networks. ncreasingly, the focus also includes sponsorship, ensuring talented women are advocated for and e posed to assignments that broaden their e perience. rogress is evident. skom employs more than women, representing appro imately of its workforce, compared with about of the global energy workforce. omen account for appro imately of senior and middle management, the highest level in a decade, while female participation across several youth development pipelines ranges between appro imately and . Dr artley believes that leadership pipelines are built over time, and women need access to operational roles, comple assignments, ma or pro ects and strategic decision-making opportunities long before e ecutive positions become available. his is particularly important as the energy sector transitions. Digitalisation, new technologies and evolving market structures are reshaping the skills re uired across the energy value chain. Dr artley argues that the energy transition must also become a talent transition, creating deliberate pathways for women and young people into emerging technical, digital, commercial and leadership roles.

A DV E RTO R I A L

reating those pathways also re uires an enabling workplace. skom has introduced initiatives including mothers’ rooms, reproductive and menopausal health support, e ual pay for work of e ual value, policy reviews through a nondiscrimination lens, employee resource groups and programmes addressing safety and gender-based violence. or Dr artley, women must form part of the leadership agenda. eaders must therefore determine who gets e posure, who receives developmental opportunities, whose voice is heard and who is considered ready for the ne t role. er message to young women is e ually clear prepare deliberately, continue learning, seek mentors and advocate for sponsors, remain open to di cult assignments and do not limit one’s ambitions to accommodate one’s fears. ut organisations must also e amine the systems around women rather than placing the burden for overcoming barriers on women themselves. Seventy years after the historic omen’s arch, Dr artley believes the most meaningful legacy is to keep opening doors for those who follow. or skom, empowering women is not separate from the business agenda. t is part of building the engineers, specialists, innovators and leaders who will strengthen the organisation, support energy security and help shape Africa’s energy future.

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11 7

THE WOMEN OF PETROLEUM AGENCY SA

GOVERNING WITH PURPOSE

Board of Directors At the helm of Petroleum Agency South Africa (PASA) sits a Board whose independent leadership and oversight role is, at its highest levels, driven by women. As a past Standard Bank Top Women Award winner, PASA continues to build on that recognition, not as a single achievement, but as an ongoing commitment to transformation within South Africa’s upstream oil and gas sector. PASA’s mandate is to promote and regulate the exploration for, and production of, South Africa’s oil and gas resources work that sits at the centre of the country’s ambitions for energy security, investment attraction, and inclusive economic growth. Delivering on that mandate, PASA’s leadership believes, depends on the calibre and diversity of the people entrusted to govern it. Below, four of PASA’s Board members share how they lead, what empowerment means to them, and what they hope to see for women across the sector in the years ahead, says Ms Unathi Magida, Executive Manager: Communication & Stakeholder Relations.

armen pelwane is a ualified hartered Accountant and CFA charter holder who has served on PASA’s Board since October 2019, and as chairperson of the Audit and Risk Committee since 2020. In this role, she supports the Board and the organisation through governance and oversight, helping ensure PASA delivers its mandate effectively and e ciently while contributing meaningfully to broader South African society. Her path into the energy sector began with a response to government’s call for applications for director positions on boards within the Central Energy Fund but the connection, she says, runs deeper: an early interest in engineering, an initial application to study chemical engineering, and later investment coverage of the mining industry all point to a sustained curiosity about how the energy sector works. What began as a role she understood primarily as oversight soon revealed something bigger. “The impact of our work was far bigger than I had initially anticipated,” she says, describing the opportunity she and a dedicated, talented team have had to in uence how energy is viewed in South Africa, with real potential to benefit ordinary citi ens.

Director Carmen Mpelwane, Board Member, Chairman of the Board Audit and Risk Committee (BARC)

“The impact of our work was far bigger than I had initially anticipated.”

Having been part of PASA for more than five years, pelwane takes particular pride in how the organisation has evolved its structures, its financial discipline, and its growing contribution to the global energy sector achieved, notably, with a young team whose focus and ambition she credits to strong guidance from management. She describes being fortunate to have a e ible schedule that allows her to give the role the time it demands and speaks candidly about how being a woman in the sector can be e perienced differently from how men are received. Within PASA, though, she says her contribution is valued and respected in a way that has been deeply a rming. For Mpelwane, empowerment means creating an environment where people are trusted to bring their expertise to bear on a shared mandate cultivating freedom of speech, different viewpoints, and genuine collaboration so an organisation can draw on the full strength of its people. She acknowledges the energy sector’s historically male-dominated reputation, but points to a meaningful shift already underway from tertiary education through to the workplace, one that, in her view, women must keep pursuing actively and deliberately, creating space for those who follow. Her advice to the next generation is simple: every woman is worthy of these sectors and capable of succeeding in them, provided she recognises her own interest and passion and builds success one step at a time. Looking ahead, she wants to see women continue to rise into decision-making roles that shape organisational strategy, underpinned by deliberate succession planning and a culture that celebrates every woman’s contribution to this economy-shifting sector.

PETROLEUM AGENCY SOUTH AFRICA

ebone Nkambule represents the Ministry of Minerals and Petroleum Resources Department on PASA’s Board, where she chairs the Technical Committee. Her motivation is rooted in scale: the potential impact of oil and gas on the national economy, and the growth that impact can unlock. She is particularly passionate about the future of shale gas, pointing to government’s decisive step to invest resources in the sector as addressing longstanding shortcomings and about the Extended Continental Shelf Claim Project, which she sees as an opportunity for South Africa to expand its resources in the ocean economy and compete globally. Nkambule is proud of how PASA has transitioned from SUKOR on geological data capturing, giving “SA Incorporated” clarity on where the country’s resources are located, and of how systematically, consultatively and knowledgeably the Agency executes its shale gas mandate. She regards PASA’s management as strategic, strong, financially responsible and e cient in delivering on that mandate. On balancing the demands of senior leadership in a competitive industry, she points to a combination of ethics, skills, financial resourcing and an evolving approach to responsibility including a readiness to use available technology to help manage both her own workload and the expectations of those she leads. Her view of empowerment starts from a simple premise: women and youth are the most economically active participants in society, so skills development through education and training is what creates a viable, equitable environment for them to participate.

She sees continued room for private sector and government partnerships to tackle women’s and youth unemployment, and wants empowerment across the oil and gas sector to be visible and meaningful, not incidental.

A DV E RTO R I A L

the value chain, with a deliberate intent to bring women-led companies into the fold as South Africa competes globally.

For the next generation, Nkambule’s advice centres on building an early, deliberate foundation in maths, science, geology, financial management, economics and law so that women enter university and the sector already equipped, ready to move into renewable energy, engineering, project and operational management, environmental management, and specialisations from electrical to civil engineering. She encourages women to be entrepreneurial, including as independent power producers, solar installers and energy consultants, and to pair ethical leadership with deliberate mentorship on the way to executive and board-level roles. Looking ahead, she wants to see PASA and the sector continue building an enabling environment across

“There is a huge economic growth that can be unlocked by shale gas.” Director Rabone Nkambule, Board Member, Represents the Ministry of Minerals and Petroleum Resources, Chairs the Technical Committee

atlhodi Ngwenya brings a career built on institution-building and people development to her role on the PASA Board. She currently serves as hief orporate Services cer at the Construction Industry Development Board (cidb). At PASA her portfolio centres on remuneration, talent management, succession planning, stakeholder engagement and organisational culture, ensuring the Agency stays aligned to its strategic mandate while building long-term value for the country. Her path into the energy sector was shaped by a broader pull toward institutions that matter to national development. “The energy sector is fundamental to economic growth, investment attraction, and job creation,” she says, and it is this scale of impact – the chance to shape governance and human capital strategies that support the sustainable development of South Africa’s petroleum and energy resources that she finds most compelling about her role.

“Sustainable leadership requires resilience, self-awareness, and continuous learning.” Ngwenya is candid about what it takes to hold multiple senior responsibilities at once discipline, clear priorities, effective delegation and a strong support network. She is equally firm that women in leadership should not have to trade professional e cellence for personal fulfilment, both, she believes, are achievable with the right approach to balance. On empowerment, she is precise about the standard she holds organisations to: representation is only the starting point. “True empowerment goes beyond representation,” she explains. “It involves ensuring that women have the confidence, skills, and support needed to succeed and in uence outcomes , through mentorship, sponsorship, succession planning and workplace cultures that let women lead without compromising who they are.

Director Matlhodi Ngwenya, Board Member, Chair: Remuneration and Social & Stakeholder Committee, Member: Nominations Committee

Looking ahead, Ngwenya wants to see women represented at every level of the energy value chain, not only in operational roles, but shaping policy, innovation and investment decisions at the very top. Her advice to the next generation is direct: invest in your skills, seek out mentors and sponsors, stay resilient, and lead with integrity.

PETROLEUM AGENCY SOUTH AFRICA

A DV E RTO R I A L

huthanang otsielwa serves on ASA’s oard Audit and isk ommittee, providing oversight of the Agency’s finance and related activities. For her, the pull toward the energy sector is inseparable from South Africa’s broader economic story. “The energy sector is a critical pillar to economic enablement,” she says, pointing to the country’s push toward greater energy self-su ciency and the role ASA plays in fuelling that ambition, while helping address pressing social issues along the way. “The mandate needs to drive our decisions.”

“The mandate needs to drive our decisions.”

What she is proudest of is PASA’s consistency of purpose. Despite the challenges the Agency has faced, she says, it has never lost sight of a mandate she regards as essential to the country’s ambitions. As a Board member, her role is one of oversight, maintaining visibility into management’s operations while keeping a wider view of industry and international developments that could shape the sector’s path, and holding management to the standard the mandate demands. Motsielwa’s view of empowerment is deliberately practical: opportunity must be built intentionally, not left to happen on its own. She points to South Africa’s investment in TVET colleges, universities and learnerships as proof that intentional policy shifts outcomes and argues organisations must take the same approach to opening leadership pathways for women. “When genuine opportunities are created, people will respond, talent will emerge, and participation will follow naturally,” she says. She is also candid about perception versus reality in the sector: while some parts of energy work carry physical demands, the range of available careers is far broader than many assume and the task ahead is to make that diversity visible. Her advice to aspiring women leaders is to study the (rarely linear) paths of those they admire, trust their own instincts, and stay open to changing course when intuition calls for it. Empowerment as PASA’s Guiding Thread Across several very different portfolios audit and risk oversight, governance and people, and strategic transformation, a single thread runs through PASA’s Board leadership: empowerment that is intentional, not incidental. Each of these women describes empowerment not as a slogan but as a discipline built through mentorship, sponsorship, deliberate policy, and cultures that make space for women to lead as themselves. hat thread re ects ASA’s own institutional commitment. As custodian of South Africa’s upstream petroleum resources, the Agency has placed transformation and women’s empowerment at the centre of objectives.The result is a Board whose diverse and independent leadership is shaped by a shared conviction: that South Africa’s energy future depends on building institutions that are genuinely open to all who can serve them well, says Magida. Scan the QR code for more information

Director Phuthanang Motsielwa Board Member, Board Audit and Risk Committee

PR O FIL E

M OS E S KOTA N E R E S E A R CH IN S TITU TE

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MOSES KOTANE RESEARCH INSTITUTE

Dr Thandeka Ellenson, Chief Executive Officer Our Top Woman CEO, Dr Thandeka Ellenson, is a distinguished South African executive, scholar, and author with over two decades of experience in public sector governance, economic development, and institutional leadership. She holds seven academic ualifications, including the D A, A inance and om ons ualifications that underpin her expertise in policy development, state capability, and strategic management. Over the course of her career, Dr Ellenson has successfully led high-impact programmes within government and research institutions, contributing to improved service delivery, skills development, and evidencebased policymaking. She is recognised for her ability to set trends related to innovation support and to translate complex research into practical policy solutions that drive socio-economic transformation. er competitive edge lies in her unique combination of intellectual rigour, strategic leadership, and deep understanding of the public sector environment. Dr Ellenson is also a thought leader committed to empowering women in leadership and advancing inclusive growth, positioning her as an in uential voice in shaping South Africa’s development trajectory. Five tips on thriving in business Extracted from the Authentic Leadership Mindset book by Thandeka Ellenson 1. “Authentic leadership begins the moment you stop imitating others and start trusting your own voice.” 2. ard work may open the door, but it is the mindset that determines how far you go.” 3. “Your greatest leadership asset is the strength of your belief in your purpose.” 4. “Impact is not measured by how busy you are, but by the value you consistently create.”

A true leader is not defined by personal success, but by the ability to build others and leave a lasting legacy.”

oses otane esearch nstitute is a public sector research entity focused on socio-economic development in wa ulu- atal. t employs staff members and conducts evidence-based research, policy analysis, and programme implementation to support government planning, innovation, and economic growth, while empowering communities through skills development, entrepreneurship support, and knowledge generation Strategic partnerships The organisation has formed numerous partnerships with universities, local municipalities, and private organizations within the province. These strategic collaborations have helped to increase brand awareness, improve knowledge of the nstitute’s programme offerings, and raise funds for programme delivery. Annual turnover/Audit outcomes he oses otane esearch nstitute has consistently achieved clean audit outcomes, re ecting strong governance, sound financial management, and full compliance with legislation. The Auditor-General reported no material findings, while internal controls remain effective and transparent. his sustained performance positions as a model of accountability and excellence in the public sector. GENDER EMPOWERMENT AND CSI has an employment e uity policy which aims to ensure that the entity is transformed in all operational categories. This policy has resulted in the workforce being truly representative of the region, with the figures of total staff complement being above 93% African

males & African females. This is above the regional targets of 74.6%. strategies are enforced through our Enterprise Development Strategies, - for example, using female suppliers and service providers who are empowered, thereby enabling small businesses to benefit from the value chain. has a leave policy that caters for permanent female staff members with over 12 months service to be able to take 4 months paid maternity leave. his enables our female staff members to be able to en oy time off to take care of their newborns without financial pressure as this leave is fully paid. here are no e ible work arrangements applicable at . CSI initiatives he oses otane esearch nstitute is a government entity under D A. All our initiatives are intended to serve the people of . We implement an Unemployed ostgraduate esearch rogramme and Innovation Support & Commercialisation Programme, among others, in partnership with government, academia, and industry. These initiatives address youth unemployment and innovation gaps, benefiting unemployed graduates, emerging researchers, and township entrepreneurs through skills development, research support, and enterprise opportunities. ’s most effective strategies include strategic partnerships, evidence-based programme design, and targeted youth development. y aligning research with socio-economic needs, fostering innovation ecosystems, and supporting S s and graduates, ensures sustainable impact, skills transfer, and inclusive economic participation across wa ulu- atal.

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GENDER EMPOWERMENT: STATISTICAL OVERVIEW PERCENTAGE OF FEMALE EXECUTIVE DIRECTORS/SENIOR MANAGEMENT:

25.1%-50%

female executive directors

LEVEL EXCO

A D

ACTUALS

African

ale

10%

African

Female

30%

Indian

ale

10%

African

Female

10%

African

ale

30%

Indian

Female

10%

PERCENTAGE OF FEMALE STAFF MEMBERS (OVERALL IN COMPANY):

>50% female staff

34%

African male representation

59%

African female representation

Indian male

Coloured female and Indian female representation

FOR MORE INFORMATION SCAN THE QR CODE

PINK ELEPHANT SOUTH AFRICA

A DV E RTO R I A L

Women are shaping the future of IT, AI, and digital transformation at Pink Elephant South Africa

echnology is evolving faster than ever before, transforming the way businesses operate, engage customers, and deliver services. At the centre of this evolution are people and, increasingly, women are playing a critical role in shaping the future of IT, AI, digital transformation, and technical leadership. At Pink Elephant South Africa, this shift is becoming more visible across the organisation. As a recognised leader in IT Service Management (ITSM), consulting, training, and managed services, the company continues to build a workforce that re ects both the future of technology and the importance of inclusive leadership. As businesses embrace artificial intelligence, automation, predictive analytics, and digital transformation, the demand for diverse thinking and adaptable leadership has never been greater. Pink Elephant South Africa believes that innovation is strengthened when different perspectives, experiences, and leadership styles are brought into technical and operational environments. Today, women make up approximately 42% of the organisation’s workforce, with growing representation across leadership, consulting, managed services, customer engagement, project delivery, and specialist technical roles. More importantly, women within the business are stepping into environments traditionally underrepresented by female professionals, including operational technology, AI-driven service environments, analytics, governance, and digital transformation initiatives. A significant milestone in this journey was the appointment of Leith Collyer as the organisation’s

Pink Elephant Women in IT

first female anaging Director, re ecting the company’s broader commitment to building leadership based on capability, vision, and impact. Under her leadership, the organisation has continued evolving beyond traditional IT support models, positioning itself at the forefront of Next-Generation Service Management, where AI, automation, customer experience, and human-centred technology intersect. This shift has created new opportunities for women to lead not only in people-focused roles, but in strategic, technical, and transformational positions that directly in uence business outcomes. Supporting this vision is Head of Human esources, Denise retorius, who continues to play a key role in building a culture centred around inclusion, mentorship, development, and long-term career growth. Through leadership initiatives, equitable hiring practices, mentorship programmes, and skills development opportunities, the organisation is intentionally creating pathways for women to thrive in technical and leadership environments. The company’s focus extends beyond internal transformation. Pink Elephant South Africa is also investing in the future pipeline of female technology talent through initiatives such as its emale eadership Development rogramme and Young Women Internship & Work Readiness Programme. These initiatives are designed to address both gender inequality and youth unemployment by equipping women with practical experience, technical exposure, industry mentorship, and the confidence needed to succeed in the modern technology sector. For many young women entering the industry, one of the greatest barriers is visibility, seeing women succeed in technical and leadership roles. By actively increasing female representation across the business,

Pink Elephant South Africa hopes to contribute to changing perceptions around women in IT and creating an environment where future female leaders in AI, technology, consulting, and digital transformation can see a place for themselves. As artificial intelligence and emerging technologies continue reshaping the global business landscape, Pink Elephant South Africa believes innovation depends on diverse perspectives, inclusive leadership, and empowered people. By investing in women across technical, operational, and strategic roles, the organisation is not only strengthening its own future, but helping shape a more inclusive, innovative, and future-ready technology industry in South Africa.

FIND OUT MORE ABOUT PINK ELEPHANT:

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ADV E RTO ADV R I ALE RTO RIAL

VOUCH SA

To say Vera Nagtetaal is resilient and focused would be an understatement. She’s driven by a clear purpose: making expert financial advice accessible to everyone, not just the elite. The solution, a platform that marries digital convenience with genuine human connection. In this episode of the Business Unusual Podcast Vera, the CEO of Vouch SA, sat down with Topco Media CEO Ralf Fletcher to discuss why the traditional broker model is ageing out and why relying purely on digital price comparisons could be leaving you exposed.

You’ll find out: •

• • •

How Vouch combines a seamless digital platform with a dedicated team of in-house advisors to offer truly independent guidance across a comprehensive range of insurers Why you should be hiring focus on passion and not just skills Why businesses that blend cutting-edge technology with deep human connection will ultimately win in the age of AI How leadership is closely linked with wellness

WATCH THE FULL PODCAST NOW ON YOUTUBE

About Vera

HOW VERA NAGTEGAAL AND VOUCH ARE BRINGING THE HUMAN INTO FINANCIAL ADVICE Vera Nagtegaal, CEO of Vouch SA vouch.co.za

With over 20 years of experience in senior leadership roles across financial services, marketing, and digital innovation, Vera is known for building and transforming businesses that balance commercial impact with empathy and integrity. Her career includes executive leadership roles where she has led a platform evolution and successful rebrands, as well as CEO of Law for All, where she expanded access to affordable legal cover through partnerships with leading banks, insurers and mobile operators. Beyond business, Vera is a breast cancer survivor who turned one of the most challenging periods of her life into a source of clarity, advocacy and resilience. While navigating diagnosis, treatment and recovery, she continued to lead professionally, raise her family and lean into movement and mindset as tools for healing. Today, she is passionate about empowering women to own their stories, redefine strength on their own terms, and pursue success for ambition, vulnerability or change. So without apologising she believes that adversity does not disqualify us; it refines us.

KERSIA SOUTH AFRICA

C O M PA N Y P R O F I L E

KERSIA SOUTH AFRICA

ersia is a global leader in biosecurity and food safety, delivering innovative solutions to prevent contamination across the food supply chain from farm to fork. Kersia supports food manufacturers, beverages, livestock farming, and healthcare with science-based hygiene, disinfection, and biosecurity programs. Based in Cape Town as a proud subsidiary of Kersia Group, Kersia South Africa drives food safety in the local Food & Beverage market. Our team of 34 dedicated employees - 36% women - manufactures premium cleaning and disinfection chemicals from base principles. Our Top Woman Babalwa Majija is the Managing Director of Kersia South Africa, a global leader in biosecurity and food safety. She took over the executive leadership role at Kersia South Africa in July 2024, bringing extensive commercial leadership experience in the chemical, water security, and biosecurity sectors. Throughout her career spanning more than 16 years, she has held several critical roles within notable industrial and chemical corporations. She began her foundational career in the chemical sector and holds a Bachelor of Science (BSc) specialising in Chemistry, Mathematics and Applied Mathematics from North-West University and a Postgraduate Degree from the Henley Business School. Babalwa is currently a candidate MPhil International Business at GIBS. She is recognised as an influential figure for women in STEM.

“Focus and take care of the people first. Empower team members. This fosters accountability with ownership and psychological safety.”

Five tips on thriving in business 1. Focus and take care of the people first 2. Identify skills for fit and growth 3. Embed clear principles 4. Empower team members. This fosters accountability with ownership and psychological safety 5. Build trust through consistent transparent leadership, and never lose sight of the strategic goals.

TOP EMPOWERMENT/CSI STRATEGIES

These foundations unlock execution and accelerate scalable, long-term business growth.

The food safety and hygiene initiative provided cleaning chemicals to 8 local ECDs and schools within Cape Town which resulted in a decrease in the spreading of illnesses such as flu and colds and therefore boosted student performance and reduced student absenteeism.

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) Skills Development We have provided initiatives for skills development focused on women. We currently have a female intern that has been absorbed into our business as a Laboratory Technician. She is also currently doing a Business Administration Learnership as part of her continuous development at Kersia South Africa. Supplier Development We’ve partnered with Fazi workwear, a 100% black-woman owned business, that specialises in the manufacturing of Personal Protective Equipment (PPE) for the chemical industry. We identified Fazi Workwear in 2024 as our Enterprise Development beneficiary. In 2025 we onboarded Fazi Workwear as one of our suppliers for industrial workwear and accessories designed specifically for women in technical roles.

Food Safety and Hygiene Initiatives 2025 The food safety initiative provided food safety kits and implemented food safety training at 50 SMEs within Cape Town. This has created awareness to improve public health by reducing foodborne illnesses through better hygiene practices.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Female Percentage Percentage of female shareholders: >50.1% female shareholding Percentage of female executive directors/senior management: 25.1%-50% female executive directors/ senior management Percentage of female staff members: 25.1%-50% female staff

SCAN THE QR CODE FOR MORE INFORMATION

CSI INITIATIVES Woman Against Rape Beneficiaries are rape victims, abused and violated children and adults in South African. This monthly donation enables the organisation to bring comfort, care, education and upliftment through its work. Girls & Boys Town Our monthly donation assists to mend the invisible wounds of children who have faced unimaginable challenges, guiding them towards a future filled with promise and possibility.

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ADV ERTO RIAL

ENTELECT

ElevateHER

Empowering women to lead, thrive, and transform

ince 2001, Entelect has driven business transformation through technology, helping our clients go from good to great whilst enabling our people to reach their full potential. From our origins in Johannesburg, we have grown into a global organisation spanning seven countries across four continents, with more than 2 500 experts. Our expertise spans the full technology lifecycle. We build tailored teams that exceed expectations, delivering innovative, measurable solutions grounded in our clients’ real-world challenges. Entelect is more than a technology company; it is a community built on talent, curiosity, and a genuine belief in people. We invest in our people by providing the tools, opportunities, and environment they need to grow, push boundaries, and build meaningful careers. Our commitment to women in tech is central to this belief. As proud partners of GirlCode, Entelect equips girls, students, graduates, and aspiring women in tech with early coding and workplace-readiness skills through exposure, mentorship, hands-on learning, and ongoing support. This enables them to enter, establish themselves, and thrive in the industry.

hrough levate , our agship women’s empowerment initiative, we have created and continue to create lasting change within our organisation. This includes establishing a mentorship programme with more than 60 experienced mentors; creating a dedicated mothers’ room to support breastfeeding mothers returning to work; introducing sanitary products and full-length mirrors in women’s bathrooms; and strengthening policies that address sexual harassment and safety. Whilst proud of these achievements, we recognise that sustainable impact re uires continuous effort. This led to the launch of ElevateHER Her Circle in 2025, in which a select group of 13 women participated in a leadership development programme designed by women within Entelect. The programme created space for participants to explore the challenges faced by women in our organisation and to reimagine how we can provide more effective support. As part of this programme, the women in Her Circle defined an e citing plan that builds on the foundation laid by ElevateHER. This plan is structured around three pillars:

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SustainHER focuses on raising awareness and encouraging open conversations around women’s health through initiatives such as wellness days and expert-led sessions

eart and Voice aim to build confidence and create opportunities for women to lead with authenticity and impact ead focuses on equipping leaders to better support women through key moments such as maternity transitions. The intention is to run a similar programme every two years, continually positioning more women as change advocates who can improve the experience for all women at Entelect.

FIND OUT MORE ABOUT ENTELECT

SERVICES INTEGRATED CAMPAIGNS Through-the-line campaigns across all channels built for maximum impact INFLUENCER & PR INTEGRATION Leveraging press and creator networks for trusted, mass-reach engagement MEASUREMENT & IMPACT Tracking reach, sentiment, and conversions to prove real business value SOCIAL & DIGITAL CONTENT Always-on, platform-first social creative that drives community growth OUTDOOR & EXPERIENTIAL High-impact OOH and brand activations designed to generate talkability STORY-FIRST APPROACH Narrative-driven concepts engineered to connect across every touchpoint AI, DATA & INNOVATION Using real-time data and AI tools to inform fast, trend-led creative

SCAN THE QR CODE FOR MORE INFORMATION

ADV ERTO RIA L

RS SOUTH AFRIC A

CHAMPIONING WOMEN

EMPOWERMENT, SHAPING CULTURE BRIAN ANDREW – MANAGING DIRECTOR, RS SOUTH AFRICA

In a world where progress hinges on inclusive leadership, Brian Andrew, Managing Director of RS South Africa, stands out for his purposeful approach to empowering others, particularly women. Under his guidance, RS South Africa has built a leadership culture where accountability, resilience, and gender equity are more than values, they’re lived realities. LEADING BY EXAMPLE With over 25 years of executive experience, Brian has led high-performing teams through transformation and growth, grounded in a philosophy of extreme ownership, taking full accountability for both wins and setbacks. But what sets his leadership apart is how it creates space for others to lead confidently, especially in an environment where women are enabled to thrive. “At RS, we believe diverse perspectives make us stronger. Empowering women isn’t just the right thing to do, it’s a strategic imperative,” says Andrew.

role is to create the environment that “ My allows leadership to ourish at every level. WOMEN LEADING WITH IMPACT Today, 57% of RS South Africa’s executive committee are women, including key portfolios such as Finance, HR, Customer Experience, and Marketing. These leaders not only shape the company’s growth, but they also re ect the intentional leadership pipeline rian has cultivated. e asked the women in the e ecutive team to re ect on the impact of working under a leader who actively supports women in leadership:

STAND-

”

LEADERSHIP BEYOND THE BOARDROOM Outside of work, Brian’s commitment to endurance cycling re ects the same resilience and purpose he brings to the business. Whether completing ultra-distance events like The Munga or riding in support of social causes, he remains grounded in a bigger vision: pushing limits, giving back, and inspiring others.

AYANDA KOTOBE

JOANNE PERRY

“Being part of a leadership team that encourages women to lead with confidence has been both inspiring and empowering. Intentional support, open dialogue, and a focus on ownership have created space for me to grow and lead authentically.”

“Leadership at RS is about trust, support and impact. Over the years, I’ve been empowered to take ownership, grow, and lead with purpose, not because I had to prove myself, but because I was genuinely backed to succeed.”

DANISE SMIT

PHUMELELE ZULU

“Working within a leadership culture that genuinely supports women has been empowering. It’s inspiring to be part of a team where diverse perspectives are not only welcomed but seen as essential to driving innovation and delivering exceptional experiences for our customers.”

“Contributing to a leadership team that values inclusion and innovation has empowered me to lead with purpose. It’s encouraging to work in an environment where diverse ideas are embraced, and where women are trusted to drive meaningful change.”

Finance Director

Customer Experience Director

People Director

A CULTURE OF EMPOWERMENT As RS South Africa grows across South and Sub-Saharan Africa, Brian is shaping more than just business results, he is building a legacy of empowered, inclusive leadership. The women in his team are not only testament to this legacy, but active contributors to a culture that balances performance with people, and inclusion with innovation.

Scan the QR code for more information

Marketing Director

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Women Across

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the Board

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LEADING WITH PURPOSE: WOMEN SHAPING THE FUTURE OF SOUTH AFRICA’S FINANCIAL SECTOR By Jessie Taylor

A T

ccording to the Banking Association South Africa’s (BASA) Transformation Report 2025, participating banks invested approximately R3.2 billion in skills development for black women, while nine banks have achieved Level 1 B-BBEE status, collectively representing of South Africa’s banking assets. Despite this progress, gender disparities remain most evident at the executive level. ASA’s latest gures sho that while black women account for 62% of junior bank managers, representation falls to 38% among middle managers, 25% among senior managers, and only 11% among top senior managers, highlighting the need for stronger leadership pipelines.

Several institutions have emerged as leaders in gender transformation, increasing female representation in senior leadership while investing in succession planning and leadership development. Standard an ’s oard is chaired by the accomplished Nonkululeko Nyembezi, while women lead several of the country’s largest usiness units across banking, insurance, investment management and capital markets. At the same time, digital banking, ntech innovation and sustaina le nance are creating ne opportunities for women to participate more fully in the economy, both as consumers and as industry leaders. With banks now providing more than 27 million ualifying nancial inclusion accounts

and contributing R136 billion towards empo erment nancing in the sector continues to expand access to nancial services hile supporting inclusive economic growth. The following women exemplify the expertise, vision and strategic leadership that continue to transform South Africa’s nancial services industry. Nonkululeko Nyembezi As the Independent Non-Executive Chair of Standard Bank Group and The Standard Bank of South Africa, Nonkululeko Nyembezi has become one of Africa’s most in uential usiness leaders. Appointed to the board in 2020 and elected chair in 2022, she made history as the rst lac oman to lead Africa’s largest an y assets. In this role

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FI N A N C E

she oversees governance, strategy and long term sustaina ility across a nancial services group operating in more than 20 African countries. An engineer y training Ms Nyem e i’s career began in the telecommunications and energy sectors before she rose to ecome Chief ecutive Of cer of ArcelorMittal South Africa, one of the country’s largest steel producers. She later led Ichor Coal and has served as chairperson of organisations including the JSE and Alexander Forbes, while also holding board positions at Anglo American and several leading South African companies. Ms Nyembezi is recognised for her commitment to ethical leadership, corporate governance and sustainable economic growth. Under her stewardship, Standard Bank continues to invest in digital transformation nancial inclusion and sustaina le nance across the continent. Beyond banking, she is Chairperson of Business Leadership South Africa, where she works with government and the private sector to strengthen economic competitiveness. Her ability to lead across multiple industries has established her as one of South Africa’s most respected corporate leaders and an advocate for increasing omen’s representation in executive leadership and boardrooms. Noorayah Khan As Chief Executive of Liberty Corporate, Noorayah Khan leads one of South Africa’s largest employee ene ts and retirement solutions businesses, helping organisations support the longterm nancial ell eing of millions of employees. With more than two decades of e perience in nancial services she has built a reputation for combining

commercial excellence with a strong focus on customer outcomes and inclusive growth. Ms Khan joined Liberty after holding several senior executive positions across the nancial services sector. er e pertise spans employee ene ts retirement funding, healthcare solutions, investments and client strategy. Throughout her career she has championed innovation, using digital technologies and data-driven insights to improve customer experiences while helping employers respond to changing workforce needs. Under her leadership, Liberty Corporate has continued to strengthen its position as a leading provider of retirement, risk and health ene t solutions. She has een a vocal advocate for improving nancial literacy, increasing retirement savings and e panding access to nancial products for underserved communities. She also believes diverse leadership teams are critical to driving innovation and delivering better outcomes for customers. Ms Khan is passionate about developing future leaders and creating more opportunities for omen ithin nancial services. She regularly speaks about inclusive leadership, transformation and the importance of building organisations that re ect the diverse communities they serve. Wendy Appelbaum Wendy Appelbaum is one of South Africa’s most in uential usiness omen renowned for her contributions to nancial services entrepreneurship and philanthropy. She now serves as Chairperson of the award-winning DeMorgenzon Wine Estate, but esta lished her reputation in the nancial sector through Liberty Group and the pioneering women-led investment

WO MEN L E A D E R S AC R O S S T H E B OA R D

company, WIPHOLD, helping open doors for women in corporate South Africa. The daughter of Liberty Group founder Sir Donald Gordon, Wendy graduated from the University of the Witwatersrand with a degree in psychology before joining the Liberty Group, where she served as a director of Liberty Investors. In 1994, she became a co-founder and deputy chairperson of omen’s Investment Portfolio Holdings (WIPHOLD), the rst omen controlled investment company to list on the Johannesburg Stock Exchange (JSE). WIPHOLD was established to promote the economic empowerment of women by providing investment opportunities and nancial education, becoming a landmark initiative in South Africa’s transformation ourney. Throughout her career, Wendy has served on the boards of numerous listed companies and organisations spanning nancial services mining healthcare and economic development. She has also been a director of Sphere Holdings, an investment company ith interests in nancial services and mining, and has played an active role in strengthening corporate governance across South African business. Wendy Appelbaum has received widespread recognition for her leadership and social impact, including being named among For es Africa’s Most Po erful omen Over M A. Sources usinesswomen s ssociation of South frica, anking ssociation South frica, Financial Sector Con uct uthority Statistics South frica, Stan ar ank orl ank Li e, usiness Lea ership South frica , Li erty, S , orl Fe eration of changes, usiness Lea ership South frica

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RETA IL LEA D E R S D RIV IN G G R O W T H, INNOVATION AND INCLUSION By Jessie Taylor

South Africa’s retail sector remains one of the country’s largest employers and a key driver of economic activity, contributing GDP A consumer expectations evolve and digital transformation reshapes shopping habits, retailers are investing in technology, supply chain

omen play a central role in the industry’s success accounting for . of employment in retail trade hile the roader trade industry employs of all or ing omen ma ing it the country’s second largest source of female employment. etail is also South Africa’s largest employer of young people accounting for . of employed youth. Across the South African economy fe er than of employed omen or in managerial occupations compared ith around of employed men highlighting the need for stronger leadership pipelines and succession planning.

etail trade continued to sho resilience during despite a constrained economic environment. Statistics South Africa reported steady year on year gro th in retail sales driven largely y general dealers hile retailers continued to invest in omnichannel capa ilities store modernisation and data driven customer engagement. Although omen remain underrepresented in senior leadership across the roader South African economy the retail sector has emerged as one of the country’s strongest platforms for female leadership. he sector has also ecome one of South Africa’s strongest incu ators of female leadership ith omen leading several of

the country’s largest listed retailers and serving on the oards of ma or retail companies. hese three omen are helping shape the industry’s future through strategic leadership sound governance and a commitment to sustaina le gro th. Bertina Engelbrecht In ertina ngel recht made history hen she as appointed Chief ecutive Of cer of Clic s Group ecoming the rst lac oman to lead one of South Africa’s largest listed retail and healthcare companies. er appointment mar ed a signi cant milestone for oth the organisation and the country’s retail sector.

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businesses through a rapidly evolving retail landscape. Her priorities include delivering sustainable growth, strengthening the customer experience, advancing digital innovation, and ensuring the business continues to create value for shareholders, employees, and customers alike. She has also maintained a strong focus on ethical leadership, transformation and talent development, recognising that long-term business success depends on investing in people. Wendy Lucas-Bull Wendy Lucas-Bull is one of South Africa’s most accomplished usiness leaders, with a career spanning an ing nancial services and corporate governance. As Independent Chairperson of Shoprite Holdings, Africa’s largest retailer she provides strategic oversight of a business that employs more than 170,000 people and operates thousands of stores across southern Africa.

Ms Engelbrecht joined Clicks Group in 2006 as Human Resources Director and was appointed Group Human Resources Director in 2014. Over nearly two decades, she played a pivotal role in shaping the company’s people strategy leadership development, organisational culture and transformation agenda. Widely recognised as one of South Africa’s leading human capital executives, she has championed diversity, employee wellbeing and skills development while helping to build one of the country’s most admired retail employers. As CEO, Ms Engelbrecht is responsible for leading the Clicks, The Body Shop, Sorbet and United Pharmaceutical Distributors

Before joining Shoprite, Ms Lucas-Bull uilt an e ceptional career in nancial services, serving as Chief Executive Of cer of First and etail an and later as Chair of Absa Group and Absa Bank. She has also held non-executive directorships at several of South Africa’s leading listed companies, earning a reputation for sound governance, strategic insight and ethical leadership. Since becoming Independent Chairperson of Shoprite Holdings in 2020, Lucas-Bull has overseen governance during a period of signi cant e pansion digital transformation and continued investment in customer value. Working closely with management, she has supported the retailer’s long term strategy while ensuring strong oversight of risk, sustainability and corporate performance.

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Tina Rookledge Tina Rookledge is an experienced nance e ecutive helping to steer one of South Africa’s most recognised retailers through a period of strategic transformation. Appointed Chief Financial Of cer of Pic n Pay she rings e tensive e pertise in nance capital allocation business transformation and operational performance to a company focused on strengthening pro ta ility and delivering long-term sustainable growth. Ms Rookledge has built her career in senior nancial leadership roles across large listed organisations. Her experience spans nancial strategy governance ris management, mergers and acquisitions, investor engagement and operational nance e uipping her ith a strong understanding of the complex commercial environment in which major retailers operate. As Chief Financial Of cer Ms oo ledge plays a central role in supporting Pic ’n Pay’s turnaround strategy or ing alongside the executive leadership team to improve operational ef ciency strengthen the balance sheet and drive disciplined capital management. She oversees the group’s nancial reporting treasury investor relations and nancial planning while supporting investments in technology, supply chain optimisation and customer-focused innovation. er appointment re ects Pic ’n Pay’s focus on building a leadership team with the expertise required to navigate an increasingly competitive retail landscape.

Sources: Statistics South Africa, Commission for Employment Equity, Wholesale and Retail Sector Education and Training Authority (W&RSETA) Sector Skills Plan, Clicks Group, Shoprite ol ings, Pick n Pay, South African Institute of Chartered Accountants (SAICA)

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WO ME N B U I LD I N G A MO RE INCLUSIVE PROPERTY SECTOR By Jessie Taylor South Africa’s property sector is evolving, with homeowners, investors, developers and industry leaders. While progress at the executive level remains gradual, women are steadily reshaping the industry by driving transformation, promoting inclusive growth and expanding access to property ownership.

omen now own approximately 39% of residential properties individually, compared with 29% owned solely by men, while the remaining properties are jointly owned. Female ownership has increased consistently over the past decade re ecting greater nancial independence, improved access to credit, and a growing recognition of property as a long-term wealth-creation asset. et signi cant challenges remain ithin the industry itself. Women continue to be underrepresented in senior leadership, commercial property ownership and development, particularly in executive and board positions.

According to the Department of Public Works and Infrastructure, women comprise around 13% of the construction workforce, while women held 21% of construction management positions and 29% of professional occupations in the sector.

development, enterprise support, mentorship and improved access to funding for women-owned businesses.

Women account for 30% of formal uali cations in architecture and the uilt environment, compared with 69% held by men. This suggests the talent pipeline is improving, although women remain underrepresented in senior industry roles.

Kululwa Muthwa Kulul a Muth a is helping to rede ne transformation in South Africa’s commercial property sector. As Chief ecutive Of cer of the South African Institute of Black Property Practitioners (SAIBPP), she leads one of the country’s foremost industry odies dedicated to increasing the participation and advancement of black professionals and businesses across the property

Industry bodies have emphasised that achieving meaningful transformation will require greater investment in leadership

These three leaders exemplify the changing face of South Africa’s property industry.

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of the policy and commercial environments that shape South Africa’s property sector. Since taking the helm at SAIBPP, Ms Muthwa has focused on strengthening the organisation’s role as a catalyst for industry transformation. She has championed initiatives that promote enterprise development, professional training, research and advocacy, while working closely with government, industry leaders and educational institutions to expand opportunities for black property practitioners. Bronwyn Corbett Bronwyn Corbett has established herself as one of Africa’s most in uential property leaders uilding a business that extends far beyond traditional real estate investment. As Chief ecutive Of cer and a founding member of Grit Real Estate Income Group, she has transformed the company into a leading panAfrican impact real estate investor and developer ith a diversi ed portfolio across multiple property sectors.. Her leadership has positioned Grit at the forefront of delivering sustainable real estate solutions that support economic growth across the continent.

value chain. Through her leadership, SAIBPP continues to advocate for a more inclusive, representative and sustainable property industry. An accomplished executive with expertise spanning law, property, governance and strategic leadership, Ms Muthwa has extensive experience spanning law, governance and property. Before joining SAIBPP, she held senior executive positions at the City of Johannesburg Property Company, where she was responsible for strategic property management, governance and operational leadership. Her career has also included roles in legal practice, transformation, compliance and stakeholder management, giving her a comprehensive understanding

Ms Cor ett egan her career in nance before moving into property investment, where she played a key role in the growth of Delta Property Fund. In 2014, she co-founded Grit and has led the business since its inception. Under her leadership the company’s portfolio has e panded signi cantly. She also guided Grit to a Premium Listing on the Main Market of the London Stock Exchange in mar ing a signi cant milestone for African real estate investment. Her achievements have earned widespread industry recognition, including the EY Entrepreneur of the Year Southern Africa Exceptional Category award in 2019, the SAICA Top CA(SA) Under 35 Award, and API Summit’s op Africa C O in eal state award in both 2020 and 2023.

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Jackie van Niekerk Jackie van Niekerk has established herself as one of South Africa’s leading property executives through her vision for creating vibrant mixed-use precincts that integrate commercial, retail, residential and community spaces. As Chief ecutive Of cer of Attac she leads one of the country’s largest listed real estate investment trusts (REITs), overseeing a portfolio anchored by the award-winning Waterfall City development in Gauteng. Ms van Nie er ecame Attac ’s C O in and has since led the company’s strategic evolution, focusing on longterm value creation through precinct development, operational excellence and sustainable investment. Under her leadership Attac has continued to strengthen Waterfall City as a premier mixed-use destination while expanding its focus on smart infrastructure, environmental sustainability and customer experience. A strong advocate for innovation in the built environment, Ms van Niekerk has positioned Attac at the forefront of placemaking, recognising that successful developments must create connected communities rather than simply delivering uildings. nder her leadership Attac has prioritised placemaking, operational excellence and ESG performance while maintaining a disciplined approach to capital allocation and long-term value creation.

Sources: Lightstone Property , BetterBond, South African Property Owners Association (SAPOA) , South African Institute of Black Property Practitioners (SAIBPP) , Attacq , Attacq Integrated Report 2025 , Grit Real Estate Income Group, Grit Real Estate Income Group Annual Report 2025, London Stock Exchange – Grit Real Estate Income Group EY Entrepreneur Of The Year Southern Africa South African Institute of Chartered, Accountants (SAICA), Department of Public Works and Infrastructure, Statistics South Africa

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WOMEN ADVANCING HEALTHCARE THROUGH INN O VATI O N , L E A D ER SHI P A N D RES EARCH By Jessie Taylor S A transformation as it responds to growing demand, an evolving disease burden and rapid advances in medical science and digital health. Women continue to play a vital role across the sector, leading clinical care, medical research, health policy and healthcare innovation while improving access to quality healthcare for millions of South Africans.

he healthcare sector is also becoming increasingly research driven. South African scientists continue to make internationally recognised contributions in areas including infectious diseases, public health, epidemiology, clinical medicine and health systems strengthening. At the same time, digital health technologies arti cial intelligence precision medicine and data analytics are reshaping healthcare delivery, creating new opportunities for women to lead innovation across both the public and private sectors.

delivery nationwide. Despite this progress, the epartment of ealth continues to report vacancies across several critical health professions, highlighting the ongoing need to attract, develop and retain skilled healthcare professionals.

In the epartment of ealth announced funding to recruit 1 200 doctors, 200 nurses and 250 additional healthcare professionals, alongside the permanent employment of 27 000 community health workers. These investments aim to address staf ng shortages and improve healthcare

he orld ealth Organisation ( O) estimates that women comprise approximately 70% of the global health and care workforce, yet they remain underrepresented in senior leadership positions, despite making up the majority of frontline healthcare workers.

According to the ealth Professions Council of South Africa ( PCSA) women now account for almost 47% of registered medical practitioners, a substantial increase over the past two decades as more women enter the medical profession.

Women continue to face barriers to executive leadership, academic advancement and research funding, while balancing demanding clinical and academic careers. Increasing investment in mentorship, leadership development and gender equity initiatives is helping to address these disparities and strengthen the pipeline of future healthcare leaders. The following women exemplify the expertise, compassion, and strategic leadership that are helping shape a healthier and more innovative future for South Africa. Dr Noluthando Nematswerani As Chief Clinical Of cer at iscovery ealth Dr Noluthando Nematswerani is one of South Africa’s leading voices in evidence based healthcare and clinical innovation. She oversees clinical governance across South Africa’s largest private health administrator, providing strategic leadership

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challenges, including the Covid-19 pandemic hile supporting innovations that improve patient outcomes and healthcare afforda ility. r Nemats erani is recognised for her commitment to advancing clinical e cellence and strengthening South Africa’s healthcare system. She regularly contributes to national discussions on healthcare policy, medical innovation and the future of healthcare nancing. Professor Liesl Zühlke Professor Liesl hl e is an internationally recognised physicianscientist hose ground rea ing or has transformed the ght against rheumatic heart disease in Africa. In she received one of the orld’s highest honours in science hen she as named the L’Oréal N SCO For omen in Science International A ard Laureate for Africa and the Ara States in the eld of Life and nvironmental Sciences. he a ard recognised her pioneering research into cardiovascular disease and her commitment to improving outcomes for children ith rheumatic and congenital heart disease across the continent.

in health technology assessment, clinical policy development, disease management and clinical research. A uali ed medical doctor ith more than t o decades of e perience r Nemats erani holds a Master’s degree in Clinical Pharmacology and an MSc in Biostatistics and Clinical Epidemiology. er com ination of clinical e pertise and research training has enabled her to ridge the gap et een medicine healthcare policy and data-driven decision-making. Throughout her career, she has championed preventative healthcare, equitable access to quality medical services and the responsi le adoption of healthcare technologies. She has played an important role in shaping iscovery ealth’s response to ma or pu lic health

Prof hl e is the irector of the Children’s eart isease esearch nit at the niversity of Cape o n and ice President tramural esearch at the South African Medical esearch Council. er research focuses on rheumatic heart disease, congenital heart disease and cardiovascular health in Africa. She has led and contri uted to ma or multinational research collaborations that have strengthened understanding of these conditions informed clinical guidelines and supported efforts to improve prevention, diagnosis and treatment. eyond research she has or ed ith organisations including the orld eart Federation to advance advocacy and policy aimed at reducing the urden of preventable heart disease. y com ining scienti c e cellence ith compassionate clinical care Prof hl e continues to in uence cardiovascular

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medicine on a glo al stage hile ensuring that her research delivers tangi le ene ts for the communities that need it most. rofessor Re lwe haswana af ya Professor e l e Phas ana Mafuya serves as eputy ice Chancellor esearch Innovation and Internationalisation at the niversity of ohannes urg here she provides strategic leadership for one of South Africa’s largest research portfolios. A distinguished pu lic health scientist, she has dedicated her career to advancing health research that improves the ell eing of vulnera le communities across Africa. er academic or spans pu lic health ageing epidemiology, health systems and social determinants of health. Professor Phas ana Mafuya has led and contri uted to numerous national and international research programmes, producing idely cited pu lications that have informed health policy and strengthened evidence-based decision-making across the continent. efore oining the niversity of ohannes urg she held senior leadership positions at the uman Sciences esearch Council ( S C) here she led multidisciplinary research focused on population health I ageing and social development. Throughout her career, she has or ed closely ith government departments, universities and international organisations to translate research into practical policy interventions. As eputy ice Chancellor she is driving research e cellence innovation and international colla oration hile championing greater participation y omen in science technology and academic leadership. She is passionate a out developing the ne t generation of researchers and believes that inclusive, interdisciplinary research is essential to addressing South Africa’s most pressing health challenges. Sources: Health Professions Council of South Africa (HPCSA), World Health Organisation (WHO), Department of Health, Discovery Health, South African Medical Association (SAMA), University of Johannesburg, Human Sciences Research Council (HSRC), South African Medical Journal (SAMJ), News24, Daily Maverick, Business Day, MedicalBrief,Mail & Guardian, National Institute for Communicable Diseases (NICD), University of Cape Town (UCT), South African Medical Research Council (SAMRC), UNESCO

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Mining remains a cornerstone of South Africa’s economy,

A BREAKING GROUND: W O M EN D RI V I N G T H E F UT URE O F SO U T H A FRI C A ’ S M IN IN G IN DU ST RY By Jessie Taylor

ccording to the Minerals Council South Africa’s Women in Mining Strategy 2025–2027, women now account for approximately 21% of the mining workforce, representing more than 77,000 employees across the industry. This marks substantial progress from 2020, when women comprised around 12% of the workforce. The Minerals Council has set ambitious targets to increase female representation across the industry to between 30% and 40% over the next decade, with a long-term goal of achieving 50% representation in management. Women are increasingly shaping the future of mining beyond operational roles. They are leading major listed mining companies, driving environmental, social and governance (ESG) strategies, advancing innovation and digital transformation, and strengthening corporate governance. The industry is also placing greater emphasis on creating safer, more inclusive workplaces through improved facilities, mentorship programmes and leadership development initiatives designed to attract and retain female talent.

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Despite these gains, challenges remain. Women continue to be underrepresented in senior operational and executive positions, while issues including workplace culture, career progression and genderbased violence remain priorities for the sector. Nevertheless today’s female mining leaders are demonstrating that diversity strengthens decision-making, improves business performance and contributes to a more sustainable mining industry. The following women exemplify the leadership, resilience and strategic vision helping shape a more inclusive future for South African mining. Nompumelelo Zikalala Nompumelelo Zikalala serves as Chairperson of Kumba Iron Ore, one of the orld’s leading suppliers of high-grade iron ore. She was appointed Chairperson in 2022 after serving as Chief ecutive Of cer of Kum a from to ecoming the rst oman to lead the Anglo American subsidiary in its history. A uali ed mining engineer Ms i alala graduated from the University of the Witwatersrand before joining De Beers. During a career spanning more than two decades within the Anglo American Group, she held several technical and executive leadership positions, building extensive expertise in mining operations, project development and organisational transformation. Today, she provides strategic oversight of Kumba Iron Ore while championing responsible mining, strong corporate governance and sustainable value creation. She has consistently advocated increasing omen’s participation in engineering and mining, emphasising the importance of mentorship, leadership development, and creating inclusive workplaces where diverse talent can succeed.

Beyond Kumba, Zikalala serves on several corporate and industry boards and is widely recognised for her collaborative leadership style. er in uence e tends beyond mining operations to shaping the future direction of South Africa’s mining sector through a focus on innovation, environmental stewardship and long-term economic growth. Dr Nombasa Tsengwa Dr Nombasa Tsengwa is the Chief ecutive Of cer of aro esources ecoming the diversi ed mining company’s rst female C O hen she assumed the position in 2023. Her appointment marked another milestone for women in South African mining leadership. An engineer with a doctorate in Business Leadership, Dr Tsengwa has more than 20 years’ e perience in mining having oined Exxaro in 2007. Before becoming CEO, she held several senior operational and executive positions, including Executive ead of Coal Operations and Managing Director of Exxaro Coal. As Chief Executive, she is leading Exxaro through a period of strategic transformation as the company balances its traditional coal business with investment in renewable energy, critical minerals and low-carbon technologies. Under her leadership, Exxaro continues to prioritise operational excellence, responsible resource management and innovation while creating long-term value for shareholders and communities. Dr Tsengwa is also a strong advocate for diversity within mining and engineering. She frequently highlights the importance of developing women in technical disciplines, investing in leadership programmes and creating opportunities for the next generation of mining professionals. Her leadership re ects a modern vision of mining that integrates sustainability, technology and inclusive growth.

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Zanele Matlala anele Matlala is the Chief ecutive Of cer of Merafe esources one of South Africa’s leading chrome mining and ferrochrome companies. A chartered accountant by profession, she brings e tensive nancial and strategic leadership experience to one of the country’s ma or mining usinesses. hroughout her career Ms Matlala has held senior nance and e ecutive leadership positions within the mining sector, building expertise in corporate governance, capital management and business strategy. Since becoming CEO, she has focused on strengthening Merafe’s operational performance hile navigating changing commodity markets and increasing global demand for responsibly produced minerals. She has championed prudent nancial management, sound governance and sustainable mining practices, ensuring the company remains competitive in an evolving global market. At the same time, she has emphasised the importance of transformation, talent development and creating opportunities for women to advance into technical and executive leadership positions. Ms Matlala elieves diversity strengthens business performance and supports better decision-making. Through her leadership, Merafe continues to demonstrate ho responsible governance, operational excellence and inclusive leadership can contribute to the long-term sustainability of South Africa’s mining industry.

Sources: Minerals Council South Africa, Kumba Iron Ore, Exxaro Resources, Merafe Resources, Mining Weekly, Business Day Mining Review Africa, Engineering News, Mining Indaba, Johannesburg Stock Exchange

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WOME N STR EN G TH E NING JUSTICE , GOVERNANCE AND THE RULE OF LAW By Jessie Taylor

South Africa’s legal profession continues to evolve as more women assume leadership positions across the judiciary, prosecution, corporate law and regulatory institutions. While the profession has made greater gender equality, women remain underrepresented in senior leadership at many of the legal institutions, particularly in commercial and corporate law.

ccording to the Legal Practice Council (LPC), women now account for more than 40% of practising attorneys in South Africa re ecting steady gro th in female participation across the profession. At the same time, transformation within the judiciary continues, with women occupying an increasing number of senior judicial positions, including the appointment of Mandisa Maya as South Africa’s rst female Chief Justice in 2024. Across the legal sector, women are also leading major law rms prosecuting comple nancial crimes and shaping competition, constitutional and commercial law. The legal profession is increasingly responding to a rapidly changing business and regulatory environment. Digital transformation arti cial intelligence cybersecurity, environmental, social and governance (ESG) regulation, competition law and anti-corruption initiatives are reshaping legal practice, creating new opportunities for women to lead in specialised and strategically important elds. At the same time, growing investment in mentorship, graduate development and transformation programmes is helping build a stronger pipeline of female legal professionals.

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oday’s omen leaders are not only interpreting and enforcing the la ut are also in uencing policy strengthening institutions and promoting ethical governance across South Africa’s pu lic and private sectors. heir e pertise and leadership continue to reinforce the rule of la hile contri uting to economic gro th investor con dence and social ustice. he follo ing omen e emplify the e cellence integrity and leadership shaping the future of South Africa’s legal profession. Sa yya atel Sa yya Patel serves as Managing Partner of e er ent el ecoming the rm’s rst lac female managing partner and one of the country’s most in uential leaders in corporate la . ith more than t o decades of legal e perience she has uilt a distinguished career advising leading local and international clients on comple mergers and ac uisitions corporate restructurings and strategic commercial transactions. aving oined e er ent el as a candidate attorney Ms Patel progressed through the rm’s ran s to ecome a partner efore assuming its top leadership position. er appointment re ects oth her legal e pertise and her commitment to developing one of Africa’s leading full service la rms. nder her leadership the rm continues to strengthen its focus on client service innovation digital transformation and environmental social and governance ( SG) advisory services hile e panding its presence across the continent. Ms Patel is idely respected for her colla orative leadership style and commitment to transforming the legal profession. She has championed initiatives that promote diversity mentorship and leadership development creating greater opportunities for young la yers particularly omen to uild successful careers in commercial la .

eyond her or ith clients Ms Patel is recognised as a thought leader on corporate governance responsi le usiness and the evolving regulatory environment. on o a wai Advocate Mondo Ma ai is Chairperson of the Competition ri unal of South Africa here she leads one of the country’s most important economic regulatory institutions. Appointed as chairperson in she ecame the rst lac oman to head the ri unal overseeing cases that shape competition policy consumer elfare and fair mar ets across South Africa. A highly respected competition la yer and senior advocate Advocate Ma ai has e tensive e perience in regulatory la mergers and ac uisitions a use of dominance matters and mar et in uiries. efore her appointment she practised at the ohannes urg ar and uilt a reputation as one of South Africa’s foremost e perts in competition la appearing in numerous landmar cases efore the Competition ri unal and Competition Appeal Court. As Chairperson Advocate Ma ai is responsi le for ensuring that competition la promotes inclusive economic gro th encourages mar et participation and protects consumers from anti competitive conduct. er or supports South Africa’s roader economic transformation agenda hile providing usinesses ith greater regulatory certainty and con dence. Advocate Ma ai is also a passionate advocate for diversity ithin the legal profession. hrough her leadership she continues to promote e cellence fairness and institutional integrity hile demonstrating the important role omen play in strengthening South Africa’s legal and regulatory landscape.

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Ch a ten wane Advocate Chuma Mteng ane serves as eputy National irector of Pu lic Prosecutions responsi le for the Asset Forfeiture nit (AF ) ithin the National Prosecuting Authority (NPA). Permanently appointed to the role in she leads one of South Africa’s ey institutions in the ght against organised crime corruption money laundering and the recovery of proceeds derived from unla ful activities. ith more than years’ e perience as a prosecutor and legal practitioner Advocate Mteng ane has uilt an impressive career specialising in criminal litigation asset forfeiture and comple nancial crime. hroughout her service ithin the NPA she has held a range of senior leadership positions contri uting to the successful prosecution of high pro le cases and strengthening South Africa’s capacity to com at organised criminal net or s. As head of the Asset Forfeiture nit Advocate Mteng ane oversees the implementation of legislation that ena les the State to recover assets lin ed to criminal activity ensuring that organised crime does not ene t nancially from unla ful conduct. er or supports roader efforts to strengthen the rule of la improve pu lic con dence in the ustice system and protect South Africa’s economy from illicit nancial o s. Advocate Mteng ane is recognised for her integrity legal e pertise and commitment to pu lic service. She has consistently advocated for professional e cellence accounta ility and ethical leadership ithin the prosecuting authority hile mentoring young prosecutors and encouraging greater participation y omen in criminal ustice and pu lic la .

Sources: Legal Practice Council (LPC), Judiciary of South Africa, Webber Wentzel, Competition Tribunal of South Africa, National Prosecuting Authority (NPA), The Presidency of South Africa, Department of Justice and Constitutional Development, Legalbrief Business Day, Daily Maverick, Mail & Guardian News24, ENSafrica, Bowmans

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W O M EN D R I V I N G SO U T H A FRI C A ’ S GLOBAL BUSINESS SERVICES SUCCESS By Jessie Taylor

South Africa’s Global Business Services (GBS) sector, formerly known as business process outsourcing (BPO), has become one of the country’s fastest-growing industries, creating employment, attracting foreign investment and positioning South Africa as a

ccording to Business Process Enabling South Africa (BPESA), the sector now employs more than 300,000 people, with over 100,000 new jobs created since 2018. Women account for an estimated 70% of the industry’s or force re ecting the sector’s important role in advancing female participation in the economy. BPESA aims to build on this momentum by supporting the creation of 500,000 cumulative jobs by 2030, driven by continued investment, digital transformation and global demand for South African business services. South Africa has consistently ranked among the orld’s leading offshore service destinations, recognised for its skilled workforce, English-language

capabilities, strong digital infrastructure, and high-quality customer service. The industry generated an estimated R24 billion in export revenue in 2024, while continuing to expand into higher-value services such as arti cial intelligence robotic process automation, legal process outsourcing nance and accounting, and technology support. Women have played a central role in this growth. Across contact centres, shared services and technology-enabled business services, women occupy leadership positions that are shaping strategy, driving innovation and creating opportunities for thousands of young South Africans entering the workforce. Companies across the sector continue to invest in leadership development, digital skills and entrepreneurship

programmes that strengthen diversity while building a future-ready workforce. he industry’s continued evolution is also creating new opportunities for small businesses and entrepreneurs. Through enterprise development initiatives, skills programmes and public-private partnerships, the GBS sector is supporting inclusive economic growth while helping South Africa strengthen its reputation as one of the orld’s leading outsourcing destinations. The following women exemplify the leadership, innovation and commitment, helping position South Africa’s Glo al usiness Services industry as a driver of economic growth, job creation and digital transformation.

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ith e tensive e perience in usiness strategy sta eholder engagement and organisational leadership Ms Singh has focused on ensuring that South Africa remains glo ally competitive y promoting innovation operational e cellence and inclusive gro th. She has represented the industry at international conferences and trade missions helping attract investment hile sho casing South Africa’s highly s illed or force. A passionate advocate for youth employment and omen’s economic empo erment Ms Singh elieves the G S sector can play a transformative role in addressing unemployment. hrough partnerships ith government and industry she continues to promote initiatives that improve access to training increase opportunities for omen in leadership and prepare young professionals for careers in the digital economy.

Reshni Singh As Chief ecutive Of cer of usiness Process na ling South Africa ( P SA) eshni Singh leads the industry ody representing South Africa’s rapidly e panding Glo al usiness Services sector. Since assuming the role she has een instrumental in strengthening the country’s reputation as one of the orld’s leading outsourcing destinations or ing closely ith government investors and industry partners to drive investment employment and s ills development. nder her leadership P SA has championed initiatives that have created thousands of employment opportunities hile e panding training in digital s ills arti cial intelligence ro otic process automation and customer e perience technologies.

Lynette Magasa Lynette Magasa is the Founder and Chief ecutive Of cer of onis a Corporate Solutions a South African technology and telecommunications company that has gro n into a respected provider of digital infrastructure and engineering solutions across Africa and the nited States. Founded in onis a has e panded from a small enterprise into an international usiness employing hundreds of people and delivering turn ey telecommunications infrastructure re deployment net or optimisation and engineering services. nder Ms Magasa’s leadership the company has earned recognition for its technical e cellence innovation and commitment to uality including multiple industry certi cations and a ards. An accomplished entrepreneur Ms Magasa has uilt her usiness y com ining commercial success ith a strong commitment to transformation and omen’s empo erment. She is actively involved in international policy discussions through the nited Nations the orld rade Organisation and the contri uting to conversations on digital inclusion infrastructure development and sustaina le economic gro th.

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er achievements have een recognised through numerous usiness a ards including honours for technology leadership and entrepreneurship. Lizelle Strydom Pottier As Managing irector of Career o Africa Li elle Strydom Pottier has ecome a leading advocate for impact sourcing youth employment and inclusive economic gro th or ing at the intersection of s ills development and the usiness process outsourcing ( PO) sector. nder her leadership Career o has e panded its reach and impact e uipping young people ith or place digital and life s ills efore connecting them ith employment opportunities through partnerships ith the private and pu lic sectors. he organisation has ecome a recognised leader in impact sourcing helping employers uild inclusive or forces hile addressing South Africa s persistent youth unemployment challenge. aving egun her o n career as a contact centre agent Ms Strydom Pottier or ed her ay through recruitment and human capital roles efore ta ing the helm of the non pro t organisation. She has een a strong voice for the PO sector as a driver of economic development and social mo ility. She regularly advocates greater colla oration among usiness government and s ills development organisations to ensure that young people are e uipped for the future orld of or . er focus on practical training employa ility and long term career development has helped position Career o as a catalyst for inclusive gro th across South Africa and increasingly the African continent.

Sources: Business Process Enabling South Africa (BPESA), BPESA Annual Review and industry reports, Department of Trade, Industry and Competition (the dtic), Harambee Youth Employment Accelerator, Business Process Outsourcing Industry Master Plan, InvestSA Trade & Investment KwaZulu-Natal, Boniswa Corporate Solutions, The Business Place eKapa, International Trade Administration (South Africa), IT-Online, BusinessTech, Engineering News, Daily Maverick, Mail & Guardian

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WOME N T R A N S FOR MIN G ED U C AT I O N TH R OUGH LEADERSHIP, INNOVATION AND LIFELONG LEARNING SERVICES SUCCESS By Jessie Taylor

Education remains one of South Africa’s most powerful tools for social and economic development,

representation across the sector, women remain underrepresented in the most senior academic and institutional leadership positions.

ccording to the epartment of igher ducation and raining’s most recent igher ducation Management Information System (HEMIS), omen no ma e up the ma ority of students enrolled at South Africa’s pu lic universities accounting for appro imately of all enrolments. o ever the Commission for Gender uality (CG ) reports that omen constitute only of permanent academic staff hile ust . of professors and . of associate professors are omen illustrating that gender disparities persist at the highest academic levels. South Africa’s education landscape is also evolving rapidly. niversities and educational institutions are em racing digital learning arti cial intelligence

research commercialisation and international colla oration hile placing greater emphasis on transformation student success and s ills development. At the same time, stronger partnerships et een government academia and the private sector are helping prepare graduates for an increasingly no ledge driven economy. omen are leading many of these changes. From shaping higher education policy and advancing orld class research to promoting entrepreneurship innovation and e uita le access to learning female leaders are rede ning hat education can achieve for future generations. he follo ing omen e emplify the vision leadership and commitment

to help strengthen South Africa’s education sector and e pand opportunities for learners across the country. Professor Puleng LenkaBula Professor Puleng LenkaBula serves as Principal and ice Chancellor of the University of South Africa (UNISA), ecoming the institution’s rst oman ice Chancellor in its nearly year history hen she assumed of ce in . A distinguished scholar of social ethics Professor Len a ula holds a doctorate from NISA and has uilt an academic career e ploring the intersections of ethics social ustice African no ledge systems and pu lic policy. efore oining NISA she served as ice ector for Institutional Change Student Affairs and

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can drive both knowledge creation and meaningful societal change. Dr Precious Moloi-Motsepe r Precious Moloi Motsepe is a medical doctor, entrepreneur, philanthropist and education advocate whose leadership has had a lasting impact on higher education, skills development and youth empowerment in South Africa. Alongside her role as founder and Chief ecutive Of cer of African Fashion International (AFI), she has served as Chancellor of the University of Cape Town (UCT) since January 2020. In this role, she serves as an ambassador for the institution, presides over graduation ceremonies and champions C ’s mission of academic excellence, transformation and global engagement.

Community Engagement at the University of the Free State, where she played a leading role in institutional transformation. Since ta ing of ce Professor Len a ula has focused on strengthening NISA’s academic excellence, governance, digital transformation and research capacity while reaf rming the university’s commitment to widening access to higher education. She has championed curriculum transformation, African scholarship, ethical leadership and inclusive education, ensuring that the institution remains responsive to the needs of diverse student communities. Widely respected for her thought leadership and commitment to social ustice Professor Len a ula continues to shape national conversations on the future of higher education, demonstrating how universities

A uali ed medical practitioner r Moloi Motsepe egan her career in healthcare before establishing African Fashion International, a company dedicated to promoting African designers and the continent’s creative industries on the glo al stage. Her entrepreneurial success has been matched by an enduring commitment to education through the Motsepe Foundation, which invests in schools, scholarships, teacher development and programmes that expand access to quality education for disadvantaged communities. As Chancellor, she has consistently emphasised the importance of innovation, ethical leadership and preparing graduates to thrive in a rapidly changing global economy. She is a passionate advocate for entrepreneurship, creativity and lifelong learning, encouraging young South Africans to use education as a platform for social and economic transformation. Dr Naledi Pandor r Naledi Pandor has devoted much of her public life to advancing education, science and knowledge development in South Africa. As former Minister of ducation Minister of Higher Education and Training, and later Minister of Science and echnology she

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introduced reforms that expanded access to higher education, strengthened research capacity and promoted innovation as a driver of national development. In r Pandor as appointed Chancellor of Nelson Mandela niversity succeeding r Geraldine Fraser Mole eti. The appointment recognises her lifelong commitment to education, scholarship and public service. As Chancellor, she serves as the ceremonial head and ambassador of the university, championing academic excellence, ethical leadership and social ustice values that closely align ith Nelson Mandela niversity’s mission. r Pandor has consistently advocated for education as a catalyst for equality, innovation and economic opportunity. During her tenure as Minister of igher ducation and Training, she championed expanded student access, strengthened universities and TVET colleges, and promoted investment in postgraduate education and research. Today, in addition to her role as Chancellor, she serves as Chairperson of the Nelson Mandela Foundation continuing to promote education, democratic values and ethical leadership in South Africa and across the continent.

Sources: Department of Higher Education and Training (DHET) – Higher Education Management Information System (HEMIS), Commission for Gender Equality – Gender Transformation in Public Higher Education (2023), University of South Africa (UNISA), University of the Free State, Motsepe Foundation, African Fashion International (AFI), Department of Basic Education, Department of Higher Education and Training, DIRCO, University of Pretoria, South African ualifications uthority S , ni ersities South Africa (USAf), News24, Business Day, Mail & Guardian

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WOMEN DRIVING AFRICA’S DI GI TAL T RAN S F OR M AT I O N By Jessie Taylor

South Africa’s technology sector is playing an increasingly important role in economic growth, innovation and global F computing to industrial automation, digital infrastructure and telecommunications, technology is transforming how businesses operate and how communities access essential services. As organisations accelerate their digital transformation journeys, demand for skilled technology professionals continues to grow.

espite this progress, women remain underrepresented across much of the technology ecosystem. According to the IITPSA ICT Skills Survey, women account for 39.5% of employees in South Africa’s IC sector yet they remain signi cantly underrepresented in technical and executive leadership roles. UNESCO estimates that women remain signi cantly underrepresented in science, technology, engineering and mathematics (STEM) education and careers, while The World Economic Forum has also identi ed technology as one of

the sectors where closing the gender gap will be critical to future economic growth. Women account for 39.5% of employees in the ICT sector, while just 5% of ICT company chief executives are women, highlighting the signi cant gap et een workforce participation and executive leadership. The challenge begins early in the talent pipeline, with women comprising only 13% of South Africa’s S M graduates. Encouragingly, women are increasingly shaping the industry’s future at the highest

levels of business. They are leading multinational technology companies, driving digital transformation across industries, and helping organisations harness emerging technologies to improve productivity, sustainability and customer experience. Through engineering excellence, enterprise technology and strategic communications, these women are helping organisations navigate rapid technological change while demonstrating the value of diverse leadership in one of the orld’s fastest-evolving sectors.

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Sabine all’O o Sa ine all’Omo is one of Africa’s most respected technology and engineering leaders. As Chief ecutive Of cer of Siemens Su Saharan Africa she leads the regional operations of one of the orld’s foremost technology companies driving digitalisation electri cation and automation solutions that support sustaina le industrial development across the continent. ith more than three decades of e perience Ms all’Omo has uilt an e ceptional career spanning engineering manufacturing and e ecutive leadership. Since ecoming C O she has championed the adoption of advanced technologies that improve productivity strengthen critical infrastructure and accelerate Africa’s energy transition. er or has focused on helping industries em race digital transformation hile promoting innovation that delivers measura le economic and social impact. eyond her e ecutive responsi ilities Ms all’Omo is a recognised advocate for science technology and engineering education. idely regarded as one of the continent’s leading voices on industrial innovation Ms all’Omo elieves technology must e harnessed to solve Africa’s most pressing challenges from energy security and manufacturing competitiveness to digital inclusion. i esha rooth eera h idesha Proothveera h is leading one of South Africa’s foremost enterprise technology usinesses at a time hen organisations are rapidly em racing digital transformation. As irector of odacom usiness she is responsi le

for accelerating enterprise gro th and positioning the company as a trusted technology partner helping organisations harness cloud computing cy ersecurity arti cial intelligence connectivity and digital services to improve performance and competitiveness. An accomplished technology e ecutive Ms Proothveera h rings e tensive international e perience spanning telecommunications enterprise soft are and digital strategy. er career has een de ned y helping organisations navigate technological change hile delivering commercially sustaina le gro th. Since ta ing the helm at odacom usiness Ms Proothveera h has focused on ena ling digital transformation across oth the private and pu lic sectors. She has championed solutions that help organisations modernise operations strengthen cy ersecurity adopt emerging technologies and unloc ne opportunities through data driven innovation. A passionate advocate for innovation and inclusive leadership Ms Proothveera h elieves technology should ena le organisations of every si e to thrive in an increasingly digital economy. i i alin a Mimi Kalinda has uilt an international reputation for helping organisations communicate ith purpose in an increasingly digital orld. As Group Chief ecutive Of cer of Africa Communications Media Group (ACG) she leads a pan African strategic communications consultancy that advises multinational corporations governments development organisations and

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usiness leaders on reputation management sta eholder engagement and digital communications. Ms Kalinda has e perience across strategic communications pu lic affairs media and rand leadership. efore oining ACG she held senior communications roles ith glo al organisations including the ill Melinda Gates Foundation and he Coca Cola Company here she led high impact communication initiatives across Africa. er career has focused on helping organisations uild trust navigate comple issues and communicate effectively across diverse mar ets. As Group C O Ms Kalinda has overseen ACG’s continued gro th as one of Africa’s leading strategic communications consultancies e panding its advisory capa ilities across corporate affairs digital strategy e ecutive positioning and crisis communications. She is idely recognised for helping organisations understand ho technology and digital media are reshaping sta eholder engagement pu lic trust and organisational reputation. eyond her e ecutive leadership Ms Kalinda is a passionate advocate for African leadership omen’s empo erment and authentic storytelling.

Sources: UNESCO, World Economic Forum, IITPSA ICT Skills Survey, Siemens, Vodacom, Africa Communications Media Group, Forbes Africa, Bill & Melinda Gates Foundation

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WOMEN TRANSFORMING A F RICA’S DI G I TAL M ARKETP L ACE By Jessie Taylor

South Africa’s e-commerce sector has become one of the country’s fastest-growing industries, transforming the way consumers shop, businesses trade, and entrepreneurs reach new markets. Driven by improvements in digital connectivity, online payments, logistics and mobile technology, online retail continues to reshape the country’s commercial landscape while creating new opportunities for innovation and economic participation.

he sector’s gro th has accelerated rapidly in recent years. According to the eCommerce evelopment Programme South Africa’s e commerce mar et surpassed illion in early accounting for more than of total retail sales for the rst time. As more consumers em race digital shopping and usinesses invest

in online platforms e commerce is ecoming an increasingly important contri utor to economic gro th and o creation. he Mastercard Inde of omen ntrepreneurs consistently ran s South Africa among Africa’s strongest environments for omen o ned usinesses. omen o n of

South Africa’s small usinesses. hey also o n of usinesses employing et een one and ve people although their representation declines signi cantly as usinesses gro . At the same time around one uarter of South Africa’s e commerce and retail tech startups have a female founder illustrating the gro ing in uence of omen in uilding innovative digital usinesses. As arriers to entry continue to fall through online mar etplaces digital payments and cloud ased technologies omen entrepreneurs are increasingly using e commerce to reach customers create o s and e pand into ne mar ets. espite this progress challenges remain. he Commission for Gender

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uality has identi ed persistent inequalities in digital access, technology s ills and participation in the digital economy as arriers that continue to limit opportunities for many omen entrepreneurs. Addressing these gaps ill e essential to ensuring that the ene ts of digital commerce are shared more roadly across society. Internet penetration reached . of the South African population in . et omen particularly those in rural and underserved communities continue to face une ual access to digital technologies, digital skills and online economic opportunities. In addition international data sho that omen across Africa remain signi cantly less likely than men to access and use the internet. hese three omen e emplify the innovation and entrepreneurial spirit driving South Africa’s digital economy. Aisha Pandor Aisha Pandor has ecome one of South Africa’s most recognisa le technology entrepreneurs y transforming a simple idea into one of Africa’s leading online home services platforms. As co founder and Chief ecutive Of cer of S eepSouth she has helped rede ne ho households access trusted domestic services hile creating e i le income opportunities for thousands of service professionals. Ms Pandor co founded S eepSouth in after recognising the potential for technology to solve everyday challenges y connecting customers ith vetted domestic or ers through an easy to use digital platform. nder her leadership the company has e panded eyond South Africa into several African mar ets hile roadening its services to include gardening pool maintenance and outdoor cleaning. he platform has ecome one of Africa’s most successful technology startups attracting investment from leading local and international investors.

A computer scientist y training Ms Pandor has consistently championed technology as a tool for economic inclusion. She has spo en idely a out the importance of uilding usinesses that create oth commercial value and social impact particularly through improving employment opportunities for omen or ing in the informal economy. hrough innovation resilience and purpose driven leadership Ms Pandor continues to demonstrate ho digital platforms can improve lives hile reshaping the future of or . Kim Whitaker Kim hita er is helping modernise South Africa’s agricultural value chain through digital innovation. As Chief ecutive Of cer of elloChoice she leads an online livestoc mar etplace that uses technology to connect farmers uyers and sellers more ef ciently ringing greater transparency and accessi ility to agricultural trade. Since oining elloChoice Ms hita er has overseen the company’s gro th into one of South Africa’s leading agri tech usinesses. he platform com ines digital auctions data analytics and logistics solutions to streamline livestoc trading hile e panding mar et access for commercial and emerging farmers ali e. y replacing many traditional trading arriers ith digital tools elloChoice has improved ef ciency and strengthened con dence across the agricultural sector. Ms hita er’s leadership re ects a strong commitment to innovation and customer centred technology. She has championed digital solutions that simplify comple transactions improve mar et information and ena le producers to reach roader customer net or s.

O MME

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er or illustrates ho e commerce e tends ell eyond consumer retail creating opportunities across sectors such as agriculture manufacturing and usiness to usiness services. Rapelang Rabana apelang a ana is one of Africa’s pioneering technology entrepreneurs recognised for harnessing digital innovation to transform education and or force development. As founder of e indle Learning she has developed digital learning solutions that help organisations uild s ills through personalised mo ile rst education platforms. A computer scientist and entrepreneur Ms a ana rst gained international recognition as co founder of eigo one of Africa’s earliest mo ile voice over internet startups hich as later ac uired y elfree. She su se uently founded e indle Learning to help usinesses use technology and arti cial intelligence to deliver more effective or place learning and s ills development. Although operating ithin the education technology sector a ana’s or re ects many of the principles driving successful digital usinesses scala le technology data driven decision ma ing customer centred innovation and cloud ased service delivery. hrough e indle Learning she has helped organisations across Africa improve employee development hile em racing digital transformation.

Sources: eCommerce Development, Programme, World Wide Worx, Mastercard, International Telecommunication Union, Commission for Gender Equality, Statistics South Africa, SweepSouth, HelloChoice, Rekindle Learning, Endeavor South Africa, Forbes Africa, World Economic Forum.

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MAN TRUCK AND BUS

HOME TO AFRICA’S FIRST ZERO EMISSION MANUFACTURING PLANT Sarah Luthuli, Executive Director, People & Culture What does the acronym MAN stand for? It stands for Maschinenfabrik Augsburg-Nürnberg Please provide an overview of the company, including its o ering of goods and services MAN Truck & Bus South Africa is a provider of commercial vehicles. We aim not only to provide transportation but business solutions. As a subsidiary of the globally renowned MAN Truck & Bus, we combine German engineering excellence with a deep understanding of the South African market, terrain, and operating conditions. As pioneers in sustainable transport, we achieved a significant milestone with the launch of the ion’s plorer , the first

locally produced electric bus in South Africa. his innovation e emplifies our commitment to clean energy and reduced emissions. We are also home to Africa’s first ero emission manufacturing plant. ur truck plant in Pinetown, Durban has been operating with ero emissions since . Beyond technological advancements, we are dedicated to empowering local communities. ur evel score is a testament We aim not only to provide transportation but business solutions — combining German engineering excellence with a deep understanding of the South African market, terrain and operating conditions.

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to our focus on youth development and small supplier empowerment. We believe in building strong partnerships and contributing positively to the South African economy. Please unpack MAN’s 3 pillars: ‘Robust Company’, ‘Smart Innovator’ and ‘Strong Team’. a) Robust Company – This pillar focuses on building a financially strong, resilient, and sustainable business that can perform successfully through changing market conditions. b) Smart Innovator – This pillar is about using innovation, technology, and digitalisation to create value for customers and

MAN TRUCK & BUS SA

C L I E N T I N T E RV I E W

As pioneers in sustainable transport, we achieved a significant milestone with the launch of the Lion’s Explorer E, the first locally produced electric bus in South Africa. This innovation exemplifies our commitment to clean energy and reduced emissions. We are also home to Africa’s first zero emission manufacturing plant — our truck plant in Pinetown, Durban has been operating with zero emissions since 2018. the demands placed on it is continuously evolving. MAN thrives on these changing demands, bringing suitable products and services to the various markets it serves. We think globally and act locally. Whilst the first world market of central urope is well poised for transformation in the areas of autonomous, ero emission vehicle types, MAN South Africa must maintain suitable solutions of low emission internal combustion engine technologies serving markets with differing socio economic and geo-political challenges. What does your role as Executive Director People & Culture at MAN Truck and Bus entail? The role focuses on aligning the People and Culture strategies with the high-performance organisational strategies, driving a positive workplace culture, leading transformation, and development of youth to name a few.

strengthen MAN’s market position. MAN makes substantial investments towards ero emission technology, digital services and driver assistance systems including autonomous driving solutions. c) Strong Team – This pillar recognises that long-term success depends on engaged, skilled, and motivated people, from leadership excellence to workplace transformation, to modern workplace enablement, to skills development – MAN values an inclusive contribution from a diverse workforce. The company’s North Star is a fully autonomous, emission-free vehicle by the end of this decade. Please comment. A transforming industry – transport and

You have been with the company for more than 7 years. What are some of the biggest changes you have witnessed? The gender diversity and inclusion - female representation in the company. The transformation of the organisation, moving from evel to evel . eing certified as a op mployer (adopting the best practices) for the years of participation. An increase in the talent pipeline. As an e ecutive with over years’ e perience in the field, in your opinion what have been the most significant advances in people management and how has technology impacted your deliverables?

How do you ensure gender equality is built into the DNA of the company? It is important to always practice what we preach. As a leader I always make sure that I champion the culture of gender equality through fostering practices and creating policies that promote ero tolerance for bias. Having support from senior leaders also makes it easy for gender equality to be embodied in the DNA of our company. What exciting plans do you have on the horizon? Simplifying HR through AI while moving forward with the people. Creating a learning organisation and future skills which talks to the transformed organisation. Please share a message of inspiration with our readers. We are all feeling beings, be mindful of how you make others feel. Being kind to others creates a safe space which allows others to be themselves and push towards the same vision.

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Considering the VUCA world, it is important to lead from the heart. People strongly believe in empathy leadership; to make people feel valued, you must connect with them and create an environment where they will feel valued and appreciated. S TA N D A R D B A N K TO P WOM EN L EAD ER S 157

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BRIDGING & ASSOCIATES

RIDGING & ASSOCIATES

r Antoinette Roberts is the founder and CEO of Bridging & Associates and Managing Director of Ukukubona NPC. Through Bridging & Associates she leads a specialist practice offering customised, fit-for-future capability programmes, co-designed with clients to build leaders who communicate with clarity, reshape culture and lead change with both heart and mind. olding a hD in usiness eadership, she brings more than years across finance, technology, sales and human capital including years at lover SA, where she helped deploy the industry’s first data warehouse, a pro ect director role at epsi o, and roup ecutive for uman apital and ransformation at lue abel elecoms. Antoinette is candid about her early career. itting into a male-dominated world, she made mistakes, tried to be one of them’ and chased performance relentlessly sometimes at the e pense of people, something she is not proud of. er years at lue abel awakened an entrepreneurial spirit, and leaving corporate for the second time, though far from easy, taught her the lessons that shaped who she is today. She rebuilt on her own terms, with a full workplace evolution’ mindset. hree years on, she runs a thriving business measured not only by profit but by people and social impact a purpose that, through kukubona, reaches into township development, connectivity and education, where she also advises non-profit boards including ducation Africa. er competitive edge a fi er who closes the gap between where business and their people are today to where they could be, and a leader who has learned to put people first, leading change with empathy, heart and mind. Five tips on thriving in business

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erform with e cellence, but never at the e pense of your people. ead with empathy engage heart and mind to build trust. wn your mistakes they sharpen focus and build resilience. Don’t only chase profit build people, purpose and impact. Stay open to reinvention let your setbacks awaken the ne t chapter.

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A DV E RTO R I A

RIDGING T E GAP ENGINEERING T E OR P ACE EVO UTION How a women-led South African group turns strategy into measurable results — and carries opportunity from the boardroom to the township high street. A decade of bridging the gap ounded in by Antoinette oberts, Bridging & Associates began as a specialist organisational-development and leadership consultancy built on a single conviction strategy only creates value when it is engineered into the way an organisation actually works. A decade on, it has grown into a Johannesburg-based group of businesses spanning the full arc of what it calls the workplace evolution. At its core, the consultancy e ecutes strategy through rigorous process engineering evaluating, redesigning and optimising the processes and systems that run a business to drive e ciency, productivity and measurable results. ts services range from strategy refresh and e ecution, organisational design and process optimisation, to culture revamp, employee engagement, leadership coaching and scorecard strategy, while its neuropsychology-informed eadership volution programme develops leaders who can anticipate change and lead through it. he group today works through three subsidiary businesses kukubona , its community and social-impact arm rowth oundry, an accredited skillsdevelopment provider and o okal, which takes brands, connectivity and clean energy into the township economy. Milestones and work we are proud of Across its first decade, the group has delivered measurable change for some of South Africa’s best-known organisations Blue Label Telecoms — a deepdive into sales operations that led to organisational change and a new inbound outbound call centre, growing revenue from e isting clients. McDonald Steel — a compelling sales strategy and the upskilling of leadership and sales teams to attract and close new business. Plascon — a full redesign of brandmarketing operations, from brand planning to e ecution. ondel , Adcock Ingram istell — team restructures, succession and reward systems, and streamlined route-to-market.

GoNXT — moved several companies into a group structure with proper financial controls, supporting growth. Growth Foundry — achieved accreditation as a Skills Development rovider, enabling both employed and unemployed learnerships. Diplomat SA – full process reengineering across the business moving the business into o end-to-end process thinking and ways of working, getting ready for the migration to SA A A. Celebrating gender empowerment ridging Associates is proudly womenfounded and women-led, with women in its most senior strategic, organisationaldevelopment and social-development roles. e see gender empowerment less as a campaign and more as how we operate every day mentoring emerging women leaders, building e ible, cocreative teams, and prioritising women in our learnerships and in the SMME spaces created through our community programmes. hrough our eadership volution work, we help client organisations build inclusive leadership pipelines so that more women rise into decision-making roles and stay there. “Growth and dignity belong together. Whether we are re-engineering a boardroom strategy or bringing power and connectivity to a township high street, the goal is the same — to close the gap between where people are and where they could be.” — Antoinette Roberts, Founder & CEO Investing in communities our I approach or us, corporate social investment is structural rather than incidental it is a business of its own. hrough kukubona , we tackle energy poverty and the digital divide together solar-powered microgrids and mesh i i deliver clean, affordable electricity and connectivity to underserved communities through an accessible prepaid system. ocal leadership earn an income as vouchersales agents, while rent-to-own, solar-

powered container malls backed by seed funding, business training and access to financial services through partners such as o give small entrepreneurs a place to trade and grow. e invest in education to stimulate local economic growth, and through o okal we create youth employment across township trade clusters. he ambition is simple but bold to turn marginalised communities into thriving, bankable hubs of opportunity. Exciting plans for the future he ne t chapter is about scale and reach. e are e panding the microgrid, i i and S model into more communities, and growing o okal’s footprint across thousands of township trade points in auteng, orth est, and the astern ape. rowth oundry will widen its accredited learnerships to build stronger talent pipelines for our clients and our communities, while the consultancy deepens its work in automation and digital transformation so that strategy, process and people move as one. hroughout, our purpose stays constant to bridge the gap, engineer lasting e ciency, and prove that doing good and doing business can be one and the same. o partner with us, contact Antoinette Roberts on 062 545 7967 or antoinette@ bridgethegap.site

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PRESCIENT INVESTMENT MANAGEMENT Interview with CEO, Cheree Dyers

Please share an overview of the history of Prescient Prescient Investment Management was founded in Cape Town in 1998 on the belief that investment decisions should be grounded in evidence rather than emotion. We were early adopters of systematic investing in South Africa, using data, quantitative techniques and technology to understand markets and manage risk. What began as a small investment business has grown into one of South Africa’s leading systematic investment managers. We now manage R191-billion for institutional and individual investors and have built capabilities across South Africa and globally. hat has remained constant is our purpose of creating financial certainty for our clients by bringing together data, technology and human expertise to make better-informed investment decisions. What are Prescient’s key products and services? e manage investments across fi ed income, e uities, multi-asset and credit for retirement funds, institutions, corporates, financial advisers and individual investors. Our solutions range from cash and income strategies through balanced and equity portfolios to global investments, credit, infrastructure and clean-energy debt. We also manage bespoke segregated mandates for institutional clients. Across all of these areas, we start with what the client is trying to achieve and use our investment capabilities to build the appropriate solution. How has the company grown in the last 5 years? he last five years have been a significant period of growth for rescient, with assets under management increasing to R191-billion, but the growth is broader than the headline number. As markets and client needs have evolved, we have remained relevant by working closely with clients to develop solutions for an increasingly uncertain investment environment. Growth has been diversified across asset classes, with strong development in fi ed income, multi-asset, global investing, credit, infrastructure and clean-energy debt. We have supported that growth by continuing to invest in our people, data and technology and by broadening the ways clients can access our investment capabilities. What sets Prescient apart from the competition? Investment management can be quite a homogeneous industry, with managers often working with the same market information and looking for opportunities in the same investment universe. hat differentiates Prescient is the way we have built data and technology into our investment process over many years. Today we process around one billion data points every day, but the volume of data itself is not what sets us apart. It is what we are able to do with it. Technology, and increasingly AI, allows us to analyse more

PRESCIENT INVESTMENT MANAGEMENT

information, uncover opportunities that may not be immediately obvious and test our investment decisions against the evidence. Technology is not about replacing investment professionals. It is about combining the power of data and technology with human expertise to make better investment decisions and seek better outcomes for our clients. Please tell us about the Prescient Foundation. The Prescient Foundation is something we care deeply about as a business. Its focus is education and creating opportunities for young people. The Foundation supports scholarships, schools, mentorship and leadership programmes, as well as community and technology initiatives. Our people are actively involved through mentoring, volunteering and contributing their skills. We believe education is one of the most powerful drivers of long-term change. Investing in education and young people is one of the practical ways in which we can contribute to South Africa’s future. As CEO, what do you see as your key focus areas? My role is to make sure Prescient remains relevant not only today, but well into the future, while staying true to our purpose of creating financial certainty in an ever-changing world. We cannot remove market uncertainty, but through disciplined investment processes and a strong focus on risk, we can give our clients greater peace of mind. That means staying close to our clients, investing in our people and continuing to evolve our capabilities. I am particularly focused on how data, AI and technology will shape investment management and ensuring we invest ahead of the curve without losing the discipline that has made us successful. I am equally focused on protecting our culture as we grow. We expect people to be curious, challenge thinking and take accountability. That is fundamental to how we operate. How do you ensure gender empowerment, diversity and inclusion are every day praxis in Prescient? For me, the real test of transformation is not what is written in a policy document. It is who is sitting around the table, who has a voice,

who is making decisions and who has the opportunity to lead. Across Prescient Investment Management, our workforce is approximately 50% women and 50% men. Women represent 46% of our investment team and 67% of our executive committee, with half of our executive committee being Black women. This matters because women are represented throughout the business, including in investment and leadership roles where they have historically been underrepresented. We are deliberate about developing talent and creating opportunities for people to progress. Our Women’s Mentorship Initiative supports this by connecting women across the business and with senior leaders. Diversity is only valuable if people can contribute, challenge ideas and bring different perspectives to the table. hat is what makes inclusion real. What have been your most memorable challenges and successes? Some of the most challenging periods have also been the most instructive. Leading through D and periods of significant market uncertainty, while continuing to grow and transform the business, required clear decisions in circumstances where there were not always clear answers. The successes I value are seeing people we have developed become leaders, seeing ideas become meaningful businesses and watching Prescient grow without losing the entrepreneurial spirit and intellectual curiosity that have always been part of the firm. am particularly proud that we have demonstrated that a transformed South African investment manager can build scale, compete effectively and grow both locally and internationally. Do you have exciting plans on the horizon? Absolutely, but our first priority is to continue strengthening the business we have built. Our clients need to know what to expect from Prescient, so we remain focused on our core investment capabilities and on delivering the consistency and discipline they expect from us. Markets and technology are evolving rapidly, and we need to evolve with them. Our approach is to innovate by leveraging what we already do well, whether through new investment

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solutions, expanding our global capabilities or using data, technology and AI to enhance our investment process. Innovation should not mean disruption for its own sake, particularly when we are entrusted with our clients’ savings. We will continue to move forward, but always with a clear focus on investment outcomes and managing risk. Please share a message of inspiration with our readers. One of my favourite quotes, often attributed to Oscar Wilde, is: “Be yourself; everyone else is already taken.” Over the years I have learnt the value of knowing who you are, what you stand for and what you bring to the table. Leadership e poses you to different opinions and expectations. You need to listen, keep learning and still have the conviction to make decisions in your own way. I also think leadership becomes more rewarding as your focus broadens beyond your own success. Building strong teams, developing people and seeing others grow into their potential creates an impact that is much bigger than any one individual. Disclaimer: Prescient Investment Management is an Authorised Financial Services Provider (FSP 612)

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Anusha Ra m ra j

NUMBERS TELL A STORY

Mine started on a call-centre floor. Twenty-six years and one CFO title later, I’m still the one telling it. By Anusha Ramraj, Chief Financial Officer, CCI South Africa

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umbers don’t lie, and they don’t atter either apply logic to them and you can never go far wrong. ’ve believed that since was an outbound sales agent on a call-centre oor in Durban, headset on, script in front of me, watching the directors walk in wearing suits and telling myself ne day, ’ll be one of them.’ introduced myself. told them to remember my name. wenty-si years later, sit in that boardroom as hief inancial cer of South Africa. his

isn’t a story about luck. t’s a story about numbers, nerve, and refusing to accept that where you start is where you have to stay. FROM THE CALL-CENTRE FLOOR TO THE FINANCE FUNCTION completed a achelor of Social Science ma oring in aw, planning to become a labour lawyer. he market was ooded with graduates chasing the same dream. After a failed stint ob-

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hunting in ohannesburg, came home to Durban and answered an advertisement for a call-centre agent, a decision that was practical, almost incidental, and became the start of everything. sacrificed lunch breaks to learn what administrators and supervisors did. taught myself how to use cel. efore long ’d touched almost every part of the business, and when began reporting to the perations Director, something clicked numbers tell a story. hen international offshoring arrived in

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South Africa, was handed the chance to help start a finance team without a finance ualification to my name yet. said yes, then went and earned it further ualifications and now completing my hartered overnance designation. hether you enter through an entry-level role or a different path altogether, what matters most is your ambition to rise. y advice to anyone starting out be an active agent in your own future. oice your goals to the people who can open doors for you, opportunities rarely come knocking on their own. hen a chance appears, take it a new department, an unfamiliar pro ect, even a short-term assignment. f the opportunity you want doesn’t e ist yet, create it offer ideas, share insights, take on more. very new task is a door that might open une pectedly. “I have ear ned this seat. I am capable, and I am equal to ever yone else at this table.”

all-centre agent to ront ce Administrator, S Administrator, Administration anager, inancial anager, ompany Secretary, oard Director, and in every rung earned on the oor, none of it assumed at the top. still park my car, walk in, and greet the receptionist and the security guards by name every single morning. eadership that forgets where it came from isn’t leadership recognise. he role itself has changed dramatically. t’s no longer simply about managing the numbers, the financial accounting, the annual statements and reporting. t’s about ownership of those numbers guiding, steering, communicating clearly, managing risk, and weaving strategy and business partnership into the story the numbers tell. he goal is always the same drive the business forward while protecting its financial health. WHAT BPO IS, AND WHY I’M PROUD OF IT or anyone unfamiliar with the term usiness rocess utsourcing is the practice of companies entrusting parts of their operations customer service, technical support, back-o ce processing to specialist partners who can deliver that work at scale, with skill, often better than the client could in-house. t is, at its core, a people’ industry. hat’s e actly why

’m proud to be part of it, and why ’ve spent years building a career inside it rather than out. his industry matters far beyond any one company. is one of South Africa’s fastest-growing sectors, and a genuine driver of ob creation, skills development and foreign investment. Since , our group has grown into the largest provider of customer management services across Africa and the aribbean head uartered in the A and now operating globally following our recent merger with Startek. oday we manage a portfolio of more than blue-chip clients across the world. ut the number ’m proudest of isn’t on that list. e call our approach umanitude’ empathy, respect and genuine human connection, built into how we run the business. e identify and upskill previously disadvantaged youth and place them into real, sustainable digital careers, capitalising on Africa’s highly educated, young and multilingual talent pool. mpact sourcing isn’t corporate social responsibility on the side, it’s a model we’ve chosen, and it’s personal to me, because it’s the same door that opened for a call-centre agent twenty-si years ago. eaching this seat isn’t the end of the responsibility, it’s the start of a different one. nce you’re here, the ob is to keep adding value, and to use your position to uplift, grow and support others coming up behind you. ’m a proud sponsor of asakhane e uild ogether, ’s women in leadership programme, and we recently introduced the mpower er ub, which encourages women’s entrepreneurship and financial independence beyond the walls of our business. Alongside my role as , serve as Deputy hair of the SA ational Sector oard and as a board member of Durban alling. use both platforms to keep pushing this industry forward for the people coming after me. CONFIDENCE IN THE C-SUITE now the difference between a mentor and a sponsor. A mentor guides you a sponsor advocates for you in rooms you’re not yet in. ind both, they serve different purposes. arn the seat, then own it. have often been the only woman at the table, and yes, ’ve felt intimidated. remind myself am capable, and am e ual to everyone else in that

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room. nce you adopt that mindset, the concerns become menial. Stay open to hard feedback. he sponsors who told me uncomfortable truths did more for my growth than anyone who simply told me was doing fine. et go of the idea of perfect balance. Some seasons your work leads, some your family does. wn that, don’t apologise for it. omen must own their destiny. FINANCIAL ADVICE FOR YOUNG PEOPLE STARTING OUT reat your own finances like a business unit. now your numbers income, e penses, risk with the same discipline you’d want to see in a company’s books. nvest in your education before almost anything else. t’s the one asset no one can ever take from you, and mine has paid for itself many times over. eep adding ualifications, even later in your career. uild your support structure early. ndependence isn’t only about income it’s the people and systems around you that let you take a real risk on your career without your household falling over. Don’t wait for permission to grow your income. Ask for the raise, negotiate the rate. And when we rise, rise together celebrate other women’s wins as loudly as your own. “You were created for apurpose — whatever you do, step up and pursue it. — Thuli Madonsela”

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AN AM- OVE CONSU TING ngage :: nlighten :: nable

An g ie L anham-L ove, Ch ief Execu tive Officer

Monique Hilton, Head of Consulting

Claire Viljoen, Consultant

Samantha Clar k, Client Relationship Manager

Delight Ndebele, Consu ltant

Miyoba Chitibwi, Consultant

Catherine Hock, Business Development Consultant

Nombulelo Mthem bu, Project Manager

N aledi Ma tsepe, Ra ting Specialist

Senamile Simelane, Ra t ing Specialist

Chelsea-Ann Gr iffith, Project Manager

Kim Hayter, Operations Manager

Samukelisiwe L u ng ile, Project Manager

Siziphiwe Jojo, Business Development Consultant

Chantal Jansen, HR & Finance Manager

Mar ia Kunene, Senior bookkeeper

A brief outline of the history of your organisation and the services you provide. Lanham-Love Consulting is a South African advisory firm dedicated to helping organisations approach with greater clarity, purpose and long-term value. hrough specialist consulting and strategic advisory services, the

firm supports businesses in understanding their scorecards, identifying areas for improvement and implementing solutions that align compliance re uirements with broader business ob ectives. ts work spans key elements of the framework, including wnership, anagement ontrol,

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Skills Development, nterprise and Supplier Development and Socio- conomic Development. ather than viewing as an isolated compliance e ercise, anhamove onsulting works alongside clients to develop practical strategies that can be integrated into the way their businesses

L A N H A M - LO V E CO N S U LT I N G

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from disadvantaged backgrounds, while the ammie on the o oundation helps children access wheelchairs, walkers, prosthetics and orthotics so they can move through school and childhood with independence. e actively encourage our clients to back both as part of their S D strategies.

operate, invest and grow. oday, anhamove Consulting sits at the heart of the Lanham-Love roup, which has grown from a single specialist consultancy into three businesses working as one anhamove onsulting , he Academy A , accredited since , and mpact roup , launched in to back black-owned enterprises with funding, mentorship and market access. ogether, they give clients a oined-up route from strategy to skills, supplier and enterprise development, led by hief ecutive cer Angie Lanham-Love. Major Milestones and Success Projects n , we’re marking how far the anhamove group has grown from a single specialist consultancy into three businesses working as one anhamove onsulting , he Academy A, accredited since and mpact roup , launched . A standout milestone has been growing rocurement, our supplier-vetting platform, into a network of vetted, -compliant suppliers with live compliance dashboards turning what used to be a document-chasing e ercise into something clients can actually see in real time. Alongside that, mpact roup has now backed enterprise partners with funding, mentorship and market access, helping blackowned businesses from logistics to agriculture grow into properly bankable enterprises. itself continues to support clients across sectors in turning compliance into real business value, not ust a scorecard number. eanwhile, the Academy has ust marked a decade of year-on-year growth, guided by women’s leadership, clear structures and a vision of growing the individual to impact the organisation and greater society. n that time it has impacted , learners through accredited SA programmes, ualifications and skills programmes, run outreach programmes, and developed its own interactive learning portal and app. ith ten years of e perience behind it, the

Academy now competes among the country’s top leadership development organisations and was a national finalist for est D ntervention in . eing recognised as a op mpowered omen-led company this year, with Angie anhamove at the helm, feels like a fitting marker of that growth. How do you celebrate gender empowerment in your organisation? At anhamove onsulting, gender empowerment is re ected in the value placed on women’s contribution, e pertise and leadership within the organisation. Across anhamove onsulting, he Academy and mpact roup, si women hold top management positions. he firm recognises that meaningful gender empowerment goes beyond representation it also re uires creating opportunities for women to contribute, develop professionally and have a voice in the work and decisions that shape an organisation. his thinking also connects naturally with anhamove onsulting’s broader work in , where areas such as anagement ontrol and Skills Development can play an important role in creating more inclusive workplaces. As the firm continues to grow, it remains committed to an environment in which women are recognised not simply for being represented, but for the knowledge, leadership and the value they bring. CSI policies n terms, S lives inside the Socioconomic Development S D element of the scorecard support that creates opportunity for black South Africans beyond a company’s own staff and supply chain. or us, that’s not ust a compliance line item the group has built an ongoing relationship with two causes we genuinely believe in. he Strenue rust channels spend into school bursaries, tertiary support and enterprise development for talented learners

Exciting Plans for the Future op of the list is a new anaged rocurement Service we’re rolling out with our partner rocurement the ne t step for clients who want more than an annual compliance check. nstead of scrambling once a year to catch lapsed certificates or ownership changes, clients get an ongoing, data-backed view of their whole supplier base, with our consultants stepping in directly to help at-risk suppliers close compliance gaps before those gaps cost scorecard points. t’s a genuinely new way for us to work with clients less here’s your annual report, more here’s what’s happening in your supply chain right now, and here’s what we’re doing about it. eyond that, we’re growing A ’s course offering so more working South Africans can access accredited ualifications and matric e uivalnce options without stepping away from their obs, and continuing to widen rocurement’s vetted supplier network. S and sustainability reporting re uirements keep evolving, we’re strengthening that side of our own offering too, so our clients are ready ahead of the regulation, not chasing it. he ambition hasn’t changed since started helping businesses treat transformation as a n opportunity for growth, not ust a compliance obligation.

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Me di a C o n t ac t A n g ie La n h a m -L ove , C E O – angi e @ lanh a m- l ove.co o r M o n i q u e H i l t o n , He ad o f Co n s u l t i n g - moni que h@ lanham - love. co

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Nkareng Siwale - Founder (middle) and team

RAINDANCE ASSET MANAGEMENT

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RAINDANCE ASSET MANAGEMENT QUALITY, PATIENTLY APPLIED

ainDance Asset Management is an independent boutique running long-only South African listed equity mandates for institutional clients. Founded by Nkareng Siwale at the end of 2019, we manage over R2.5-billion and are 100% black-owned, with 79% black female ownership. It is a small team: the people who make the investment decisions answer for them, with the singular purpose of delivering institutional quality investment management that is driven by a genuine partnership mindset, disciplined execution, and sound governance. The leadership team, with Siwale at the helm as CEO and CIO, alongside COO Hobs Mojalefa, combines deep investment expertise, operational discipline, and a shared commitment to building something enduring in South Africa’s asset management landscape. They are supported by the investment and operations team, a diverse six-member board of directors, and service providers throughout the operating chain. Our investment philosophy is, in one phrase, ‘Sustainable Quality’. This conviction-driven approach has two halves backed by extensive bottom-up research. The ‘quality’ half is simple to say and hard to do: own businesses that earn a high return on the capital they employ, and can keep earning it. We do not apply one hurdle to every business. A bank’s leveraged balance sheet supports a structurally higher return than a life insurer holding capital against long-dated liabilities; an asset-light technology business should clear a higher bar than a capital-intensive miner. So we score companies sector by sector, against a threshold that fits how the business makes money. That discipline has had a cost. hrough a di cult , when gold and platinum miners had a tear in

markets, a philosophy like ours was always going to lag. Mining does produce quality businesses, just not many, and not many that stay that way through the cycle. We would rather carry that cost than hold an overweight position in a business we could not defend when the cycle turns.

“The other half is sustainability. It was never meant to be a box ticked at the end; it had to sit inside the research itself. In practice, that means looking at the environmental, social and governance pressures a company’s industry faces, and at how well management is dealing with them. Where these issues are poorly handled, we adjust for them in our earnings and cash ow forecasts. It changes what we think the business is worth, and the price we are willing to pay.” The other half is sustainability. It was never meant to be a box ticked at the end; it had to sit inside the research itself. In practice, that means looking at the environmental, social and governance pressures a company’s industry faces, and at how well management is dealing with them. Where these issues are poorly handled, we adjust for them in our earnings and cash ow forecasts. It changes what we think the business is worth, and the price we are willing to pay.

how the year is going. It is learned under a firm hand and today we practice with one. That is not the outcome of a transformation policy; it is the structure of the business. South African asset management does not, on the whole, have a hiring problem. Industry surveys have shown over the years that the gap sits in ownership, and in who holds discretion over capital. Boutiques are where that gap is closed, one business at a time. That same discipline shows in how people are developed. Our analysts get real sector coverage early, defend a view, and are held to it. The industry’s pipeline improves when young analysts are trusted with responsibility years before convention says they are ready. Looking ahead, we want to be part of the fabric of a transformed and inclusive industry with real depth, a shining example of what it means to bring excellence to your craft, and a team that can carry the philosophy well past its founders.

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To us, gender empowerment is not a programme to point to. We would like to think we have something more durable. Black women decide every day what is bought, what is sold, what can wait another month, and what you hold on to no matter S TA N D A R D B A N K TO P WOM EN L EAD ER S 167

Nisha Dharamlall Managing Director, Niche M&A Advisory Deals, Diapers & Due Diligence: Lifting as you climb in M&A 168 STANDARD BANK TO P W O M EN LEADE R S

NICHE M&A ADVISORY

&A is an intense space. It is fast-moving, high-pressured, and requires laser-focus on the numbers and timelines. It’s easy to get caught up in the deal, but behind every transaction are real people. Among those people are women who, like me, have navigated boardrooms and spreadsheets, late nights, and due diligence schedules, often with one eye on the deal, and the other on the school/ family calendar. The phrase “lifting as you climb” has stuck with me throughout my journey. It is not just a slogan; it’s something I’ve come to live by. My career in M&A hasn’t just been shaped by transactions, deadlines, and negotiations. It’s been shaped just as much by early morning school drop offs, late nights, and those uiet moments when was finishing a report at midnight with a toddler asleep on my lap. The juggle behind the journey At the start of my career, in the early 2000s, I was often the only woman in the room. I remember one particularly complex transaction where the timing could not have been more intense. We were nearing the deadline, and I was heavily pregnant and entering my third trimester. I felt overwhelming pressure, partly internal but mostly external, to prove to my male boss that I was still just as capable and committed. There I was, swollen feet, heavily pregnant, in the o ce on a Saturday morning updating sensitivity scenarios. And I remember thinking: Why did it feel like starting a family might mean the end of my career? Like I had to choose between being a mother and being taken seriously at work? Between ambition and motherhood? The truth is we shouldn’t have to choose. But believing that takes seeing others live it. Being seen and then seeing Now, in a more senior role, I get messages from younger women saying things like, “I didn’t realise you could do this kind of work and still have a family and wait, you have two sons in their twenties?”. I always respond consistently: Yes, you can but it takes boundaries, support, and the confi-

dence to ask for support, even when the room isn’t quite ready to hear it. remember blocking off time in my calendar so I could fetch my sons after each of their exams so that I could be there to celebrate when things went well or comfort them when things didn’t go so well. It often meant rescheduling meetings or turning down non-critical ones and being upfront about why. Later, when one of my senior managers became a mum, she said to me, “Thank you for showing me that it’s okay to lead without pretending I’m not a mum.” That message reminded me that showing up authentically doesn’t weaken the work. It strengthens the space for others to do the same. Why this matters M&A wasn’t designed with women, especially mothers, in mind. While representation is improving, it’s not enough to simply be in the room. We need to show up as our whole selves and create space for others to do the same. That means sharing our stories openly and not leaving the personal parts of our lives at the door. When we lift as we climb, we start to reshape what leadership looks like. We normalise conversations about family and e ibility, and we prove that it’s entirely possible to thrive in M&A while also being fully present at home. A few things I try to live by There are a few things I’ve come to live by over the years. First, be authentic. Don’t hide the juggle. When we’re honest about the hard parts, it gives others permission to do the same. Second, lead with empathy. Just because someone leaves early for a school pickup doesn’t mean they’re any less committed. They might still be the sharpest-minded person on the team. And finally, value the whole person. e’re not just M&A professionals, we’re also mothers, daughters, and partners. That full, human perspective matters, and it makes us better at what we do. To the women doing the juggle This work isn’t easy. Doing it while raising a family takes strength, stamina, and more green tea than I’d like to admit. But it also brings depth and a kind of resilience that

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this industry needs more of. If you’re in the thick of managing client calls and school drop-offs, know that you’re not alone. Your journey matters. And if you’re in a position to look back and reach out to someone else, do it. That’s how we change this industry. Not just by climbing, but by lifting.

About Nisha Dharamlall

Nisha Dharamlall is an accredited M&A transaction services expert with over 25 years of experience. A proud mother and mentor, she is passionate about helping women thrive professionally and personally, and believes the best deals are those that make space for humanity. Nisha is the founder of Niche M&A Advisory; an exciting women-led, B-BBEE M&A Transaction Services company providing due diligence to private equity teams; public, private and investment holding companies. Niche Advisory proudly ranked 4th after one year of commencing business, in the Transaction Services Support category by deal value at the FY24 Annual DealMakers Awards, placing alongside industry leaders PwC and Deloitte. The business advised on transactions with a deal value of c. bn in its first year of operations.

CONTACT INFORMATION Tel: +27 (0) 83 452 2981 Email: nisha@nicheadvisory.co.za LinkedIn: Nisha Dharamlall

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ADV ERTO RIAL

N YA M E Z E L A G R O U P

NYAMEZELA METERING

yamezela Metering is a proudly South African, 100% black woman-owned technology and manufacturing company specialising in smart electricity metering solutions. Founded with a vision to contribute meaningfully to Africa’s energy transformation, Nyamezela combines advanced metering technology, local manufacturing capability and innovative digital solutions to support utilities, municipalities, developers and system operators. The company designs, manufactures and supplies a range of smart electricity metering products, including single-phase and three-phase meters and Data Concentrator Units (DCUs). Its technology portfolio supports intelligent energy management, remote monitoring, load management and enhanced revenue protection. Nyamezela has also developed innovative bulk load-limiting smart metering solutions capable of managing loads from approximately 170 Amps to 3,200 Amps.

As a women-led technology business, Nyamezela is particularly committed to using the energy transition as a platform for inclusive economic participation. Through initiatives such as its women-focused smart meter installation programmes, the company is developing new pathways for women entrepreneurs and technicians to participate in the energy value chain.

With a strong commitment to localisation, industrialisation and skills development, Nyamezela is building a sustainable South African manufacturing ecosystem through local assembly, supplier development, technology transfer and the creation of meaningful employment opportunities. The company’s manufacturing operations are supported by international technology partnershipswhile progressively increasing local capability and value addition. Nyamezela has established itself as a trusted participant in South Africa’s evolving smart metering and energy infrastructure landscape. Beyond supplying hardware, the company provides an integrated approach encompassing technology, manufacturing, installation support, training and implementation. 170 STANDARD BANK TO P W O M EN LEADE R S

“With a strong commitment to localisation, industrialisation and skills development, Nyamezela is building a sustainable South African manufacturing ecosystem through local assembly, supplier development, technology transfer and the creation of meaningful employment opportunities.”

Nyamezela’s ambition is to become a leading African smart metering and energy technology company—delivering reliable, innovative and locally manufactured solutions while creating jobs, developing skills and contributing to a more inclusive and sustainable energy future. The company envisions a continent where smart energy infrastructure empowers communities, strengthens utilities, and accelerates Africa’s transition toward a digitally enabled, e cient, and resilient energy economy.

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Smart Metering for the Future Nyamezela is 100% black woman-owned company with three dynamic divisions including Business Advisory, Consulting Engineering and its core business: Smart Metering products and solutions.

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for more information on Nyamezela Group

BLUE CRANE ENVIRONMENTAL BUILT ON TRUST How two women transformed a shared vision into one of South Africa’s most respected environmental consultancies. Some businesses begin with a business plan, Blue Crane Environmental began with a conversation. For more than a year before the company existed, Marélie Botha and Lisa de Lange spoke about the kind of consultancy they wished existed. They weren’t discussing growth strategies or market share. They were imagining something far more enduring: a business built on integrity, technical excellence and genuine relationships. Leaving established careers to build something of their own was never guaranteed to succeed. There was no certainty that clients would follow. What Marélie and Lisa did have was something far more valuable than a business plan – they had trust. Blue Crane is a proudly women-owned and women-led consultancy specialising in Environmental Impact Assessments, environmental permitting and strategic advisory services, with a strong focus on South Africa’s renewable energy sector. The company has grown into an awardwinning team of ten professional women, recognised for its technical excellence, ethical approach and unwavering commitment to quality.

Marélie Botha - Co-founder and Project Manager

Blue Crane has maintained a 100% Environmental Authorisation success record, an achievement the team values not as a statistic but as evidence of consistency, diligence and trust earned over time. Environmental consulting is often seen as a technical profession. Marélie and isa see it differently.

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Lisa de Lange - Co-founder and Lead Environmental Assessment Practitioner

very recommendation in uences decisions that shape landscapes, biodiversity, communities and future generations. That responsibility demands more than technical knowledge. It requires courage, integrity and the willingness to have di cult conversations when necessary. The consultancy comprises ten environmental professionals who are encouraged to grow, lead and support one another. Leadership is entrusted early. Professional development is expected. Accountability is shared. Success is celebrated collectively. In 2023, they took what Marélie describes as “the biggest leap of faith of our careers.” There were no guarantees that clients would follow. What they did have was something more valuable than certainty - a decade spent earning trust. The consultancy has now been recognised by Standard Bank Top Women as a Top Gender Empowered Company for 2026. Yet neither Marélie nor Lisa measures success by awards.

“Our industry is relentlessly demanding,” Marelie says with a laugh. “Lisa and I often joke that it’s not really a project until it has made one of us cry.” Lisa smiles before adding the phrase her team now knows by heart and which is also her motto: “Onwards and upwards.” Behind the humour lies the culture they have intentionally created, one built on resilience, humility and mutual support. Marélie serves on the National Executive Committee of the International Association for Impact Assessment South Africa (IAIAsa) giving back to the industry that formed her, while Lisa continues to provide the technical leadership that underpins Blue Crane’s reputation for excellence.

utside the o ce, both are wives and mothers, roles they consider their greatest accomplishment. Rather than competing with their careers, these experiences have shaped the way they lead: with empathy, perspective and an understanding that every business decision ultimately affects people.

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Together, they remain guided by the same belief that started the business: When integrity, honesty and humility become your foundation, trust follows naturally. And when people trust you, growth becomes a consequence, not the objective.

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DKN TRANSPORT AN AWARD-WINNING LOGISTICS PARTNER BUILT ON 22 YEARS OF EXCELLENCE Nevenka Naidoo, Managing Director

KN Transport has spent more than two decades building a reputation around one simple promise: keep business moving. Established in 2004 as a South Africanowned logistics business, DKN has evolved from its entrepreneurial beginnings into an established logistics partner serving customers across national and SADC markets. Our expertise spans general freight, project cargo, abnormal loads, heavy machinery, dangerous goods, containerised cargo and cross-border transport, supporting the mining, manufacturing, construction, engineering and infrastructure sectors. As a Level 1 B-BBEE business, DKN Transport is committed to creating opportunities in an industry where women-owned businesses have an increasingly important role to play. This commitment was recognised when DKN Transport was named the 2025 Standard Bank Top Women in Business Award winner in the Transport, Logistics and Mobility category, recognition that re ected both business success and a commitment to demonstrating what women can achieve in traditionally male-dominated industries.

From owner-driver to building a business for the future In 2004, Donnavan Naidoo (Founder) made a decision to build a career in transport, starting as an owner-driver with one vehicle doing last-mile deliveries for Hirsch’s Home Store and Massmart. He learned the business from the road up: he understood customers because he moved their cargo, understood vehicles because he maintained them, and understood responsibility because it was personal. That practical knowledge became the foundation on which DKN Transport was built. In 2014, a transformational partnership entered the business. Nevenka Naidoo joined DKN Transport after a 20-year corporate career across employee benefits and financial services with SA Breweries, Momentum, Discovery Health and Fedsure Financial Services. Her roles focused on strategic benefits management, governance, risk, business development and business advisory. She brought structure, frameworks, planning and discipline into DKN Transport. Where Donnavan understood the business from the road up, Nevenka brought experience in building sustainable structure

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around that entrepreneurial foundation. Her role evolved from family participant to strategic leader shaping company direction. This powerful combination of entrepreneurial insight and structured leadership transformed every aspect of the business, from planning and execution to people, processes, financial management and long-term strategy. This transformation helped DKN Transport build a prestigious client portfolio that includes Barloworld Equipment, Barloworld Logistics (Nebula), African Global Logistics, Grindrod Logistics and Bidvest International Logistics. Since 2014, DKN has maintained a solid track record, consistently achieving strong annual client audit results, demonstrating the credibility and operational discipline needed to deliver at scale. Resilience: The foundation of growth Running a business teaches us that plans rarely survive reality intact. Over 22 years, DKN has navigated periods of growth, di cult financial decisions, operational challenges and moments requiring quick adaptation. These experiences shaped DKN’s culture and approach to leadership. “Entrepreneurship teaches you that you cannot always control what happens

DKN TRANSPORT

around you, but you can control how you respond. You have to keep learning, make di cult decisions and keep moving forward, evenka re ects. hat mindset has enabled DKN to survive industry downturns and evolve continuously, demonstrating why Donnavan’s entrepreneurial foundation and Nevenka’s structured approach complement each other in a gender-balanced management team. Building an industry where women lead For Nevenka, the Standard Bank Top omen award was significant for a deeper reason: “It was a reminder that businesses do not have to be the biggest in the market to make an impact. We have to be credible, resilient and agile enough to anticipate market shifts, adapt quickly and keep evolving.” Gender empowerment at DKN is not about having a woman leading a company, it is about creating access. It means giving people opportunities to develop, learn and build confidence. t means demonstrating that women can build, lead and compete in industries traditionally dominated by men. When women see other women making decisions in industries where they have been historically under-represented, it creates possibility. Structured thinking for scale DKN’s track record of operational success opened doors to rigorous business validation and strategic acceleration initiatives designed specifically for established companies ready to scale responsibly. In March 2026, DKN entered the JSE SME RISE Enterprise Accelerator programme, an initiative that helps high-potential SMEs strengthen their growth, governance and funding readiness. The programme introduced world-class structured thinking to DKN’s core architecture, systematically evaluating diversification strategies, growth pathways and scalability requirements. hese insights provided the definitive structural framework needed to transform DKN Transport into a highly sustainable, diversified group. Building on this momentum, Nevenka completed the Cherie Blair Foundation Women’s Road to Growth programme, an intensive hybrid accelerator executed with GIBS Entrepreneurship Development Academy and DHL Express. This equipped her with advanced financial literacy,

operational frameworks and robust commercial networks. She is currently enrolled in the Cherie Blaire Foundation Road to Finance and Women in Business Mentoring initiatives. By June 2026, DKN extended its continental outlook via the 234Finance SME Africa Bootcamp, a two-month pan-African accelerator equipping growth-stage founders with the structural tools and compliance protocols necessary to transition into export-ready, cross-border enterprises. Collectively, these programmes provided external validation of DKN’s long-term strategy. Recognising the transformative power of this ecosystem, Nevenka has committed to mentoring the next generation of female founders: “Empowerment is not about reaching the top alone. It is about reaching back and helping someone else see what might be possible.” What partnerships have taught us DKN Transport’s journey with Edge Growth, which began in 2021, completely changed how the company developed. While capital funding accelerated eet growth, the lasting impact came from working with Edge Growth’s Action ESD Fund team. The partnership brought advanced tools like the Growth Tracker and funded Picortex, an end-to-end management system that provided total, real-time visibility across DKN’s entire operational lifecycle. Building on this digital foundation, AI has become a powerful daily reality at DKN. The company is using AI to automate tasks, eliminate bottlenecks and free up time. Looking ahead, DKN plans to feed its organised Picortex data into advanced A models for accurate financial and logistics forecasting. “Access to capital is important, but access to people, knowledge, the right conversations and tools, can be just as valuable. That relationship changed how we think about partnerships,” Nevenka explains. This experience reshaped how DKN approaches business relationships, seeking true partners who care about long-term growth, technological innovation and making a real difference.

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practices, the DKN Group of Companies is ready to take ight. he company is taking shape in three strategic directions: DKN Energies and Distribution is a new division being developed to broaden the group’s offering in a focused and practical way. Through selected partnerships, the division plans to provide a diversified portfolio of energy, mobility and industrial solutions to customers across the mining, manufacturing and construction sectors. This measured expansion will build on DKN’s existing relationships and operational experience while responding to evolving energy, infrastructure and mobility needs. DKN Business Solutions will share the practical expertise, lessons and growth frameworks gained on DKN’s own journey to mentor and uplift SMEs across industries. DKN Transport remains the foundation, strengthening eet performance through researching a transition to electric vehicles, implementing practical AI tools, enhanced safety measures and sustainable practices, while strategically diversifying into fuel and chemical logistics. For more than two decades, DKN has moved freight, navigated complex logistics environments, managed tight cash ows and invested in smart technology. That hard-earned supply chain expertise is now the foundation of a broader, more impactful business platform.

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Moving business forward: The DKN Group vision With its foundation strengthened by structured thinking and global best S TA N D A R D B A N K TO P WOM EN L EAD ER S 175

CL IENT INTERV IEW

E L L I P S E E X E C U T I V E A PA R T M E N T S

About the Founder & Managing Director Executive Apartment Hotel Group and Lux Leisure Hospitality Group - which include Ellipse Executive Apartment Hotel; One Rosebank Executive Apartment Hotel; and Lux Leisure Apartment Hotel Sandton were founded with a vision to redefine accommodation in South Africa by combining the comfort and space of luxury apartments with the service standards of world-class hotels. More than two decades ago, Pamela Niemand pioneered the Apartment Hotel concept in South Africa, becoming one of the first entrepreneurs to recognise the growing demand for e ible, high- uality accommodation for corporate travellers, executives, families, and long-stay guests. Today, Pamela Niemand has evolved into a leading hospitality management and apartment hotel operator, providing accommodation solutions across premium developments while delivering exceptional guest experiences, investor returns, and operational excellence. The group continues to expand its footprint while driving innovation in hospitality, property management, and real estate investment.

EXECUTIVE APARTMENT OTE GROUP EA G AND LUX LEISURE HOSPITALITY GROUP Pamela Niemand - Founder & Managing Director

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Achievements Pamela Niemand is widely recognised as a pioneer of the Apartment Hotel industry in South Africa, having successfully built and operated apartment hotels for over 25 years. Her entrepreneurial journey has seen her establish and manage multiple hospitality and property businesses, creating sustainable employment opportunities and contributing significantly to the tourism and real estate sectors.

“Having pioneered the Apartment Hotel concept in South Africa more than two decades ago, our experience enables us to deliver exceptional guest experiences while protecting and enhancing investor value.”

E X E C U T I V E A PA R T M E N T H OT E L G R O U P

Under her leadership, Executive Apartment Hotel Group and Lux Leisure Hospitality Group has become synonymous with excellence in serviced accommodation, managing premium hospitality assets and consistently delivering strong returns for property investors. Pamela has successfully navigated multiple economic cycles, industry disruptions, and evolving market trends while continuing to grow her business portfolio. Her achievements extend beyond hospitality into property, investment, and international business opportunities. She has become a respected voice in entrepreneurship, property investment, and hospitality innovation, inspiring women across South Africa and beyond to pursue ambitious business goals. Social Responsibility Initiatives Executive Apartment Hotel Group and Lux Leisure Hospitality Group are committed to creating opportunities for economic participation and skills development. The company actively promotes employment creation, hospitality training, mentorship, and professional development, particularly for women and youth entering the hospitality sector. The organisation provides workplace training, leadership development opportunities, and practical skills transfer programmes that empower employees to build long-term careers within the industry. The company also supports local suppliers and service providers, contributing to sustainable economic growth within the communities in which it operates. Gender policies Pamela Niemand believes that gender e uality is a business imperative. Women occupy leadership, management, operational, and administrative positions throughout the organisation. The company is committed to e ual opportunity employment practices, fair remuneration, leadership development, and creating pathways for women to advance into senior management and executive roles. The organisation promotes a workplace culture built

on respect, inclusivity, merit, and professional growth, ensuring that employees are empowered to achieve their full potential. 5 Tips on surviving and thriving in business 1. Never allow temporary challenges to distract you from your long-term vision. Regardless of the outcome of challenges, keep focusing on the goals and keep working towards them daily. 2. Build strong relationships because business is ultimately built on trust. 3. Adapt continuously and embrace innovation before the market forces you to. 4. Surround yourself with people who see your vision and work with you towards your goals. 5. Be resilient; success belongs to those who persist when others give up. It is easier to give up, than it is to forge forward, pushing through challenges with courage is where the success shows up. How have you implemented gender-driven development in the workplace? We actively create opportunities for women across all levels of the organisation, from operational roles to senior leadership positions. Our focus is on skills development, mentorship, career advancement, and creating an environment where women can confidently pursue leadership opportunities. We believe diverse leadership teams drive stronger business outcomes and foster innovation. What sets your company apart from the competition? ur greatest differentiator is our experience. Having pioneered the Apartment Hotel concept in South Africa more than two decades ago, we possess unmatched operational expertise and market knowledge. We understand both hospitality and property investment, enabling us to deliver exceptional guest experiences while simultaneously protecting and enhancing investor value.

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What have been your greatest challenges and successes? Like many entrepreneurs, navigating economic downturns, industry disruptions, and changing market conditions has presented significant challenges, especially during COVID-19. However, each challenge has strengthened our business model and resilience. Our greatest success has been building sustainable businesses over 25 years, pioneering an entire sector, creating employment opportunities, and establishing a reputation for excellence within the hospitality and property industries. Do you have a message of inspiration for our readers? Never underestimate the power of determination. Whether you are employed or a business owner, every obstacle presents an opportunity to learn, adapt, and grow stronger. As women, we must believe in our capabilities, pursue our ambitions fearlessly, and understand that leadership is not defined by position but by impact. The future belongs to those who are willing to dream boldly, work relentlessly, and remain resilient in the face of adversity.

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Award

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TOP W OMEN B USINESS OF THE YEAR 2025

STANDARD BANK TOP WOMEN

Busin e s s OF THE YEAR 2025 By Fiona Wakelin

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oolworths ty Lt was na e the winner of the Stan ar an o o en siness of the Year at the awar s ere ony whi h too la e on e e ber at the San ton Con ention Centre his was for its o it ent to s stainability, ethi al so r in , an en er e ality

he award is given to an organisation that has a track record of championing gender empowerment and transformation, and is leading the way in making a tangible difference in their female employees’ lives. We caught up with Woolworths Group CEO Roy Bagattini to get some insight into the company’s leadership in championing women empowerment. ow oes oolworths a roa h wo en e ower ent At Woolworths, our vision is to be one of the orld’s most responsi le retailers this vision guides everything we do. It has shaped our business ethos, compelling us to integrate doing good into every facet of our operations, an approach we express through our Good Business Journey. Five years ago, we strengthened this commitment by launching the Inclusive Justice Initiative (IJI), marking a signi cant shift to ards social ustice. The IJI is our pledge to actively contribute towards eradicating marginalisation and discrimination across all areas where we have in uence. One of the central focus areas of the IJI is the advancement of women empowerment and gender equality. Following extensive research, Woolworths took the step to formally adopt the nited Nations omen’s mpo erment Principles ( N Ps) as our guiding framework. This ensures that governance, leadership accountability, implementation, measurement, and reporting are embedded throughout our organisation.

In 2024, we set an ambitious goal to achieve “Achiever” status in the UN omen’s mpo erment Principles gender gap assessment y . e’re happy to share that we met this goal – Woolworths progressed from “Improver” status to “Achiever” – scoring 64 percent against a goal of 50 percent. We believe we are now well on our way to achieving “Leader” status. We are wholly committed to driving gender equality across our business. ow has oolworths a e a tan ible ifferen e to the li es of wo en The impact is visible across our value chain from the women we employ, our supplier base, to our customers. From a workplace perspective, women make up 66% of our total or force re ecting our commitment to equitable representation at all organisational levels. When it comes to leadership, women hold 46% of senior management positions, demonstrating steady progress toward gender parity in leadership. In the last year, we have invested R78 million in female-focused skills development, representing 61% of total training expenditure. We also introduced private medical insurance for more than 24,000 of our employees, largely ene tting the omen ho or in our stores and supply chain. When it comes to suppliers, our commitment to inclusive growth is evident in our procurement spend on micro, small and medium sized enterprises, which grew by over 40 percent and revenues generated for

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black- and black women-owned suppliers exceeded R7 billion. There are a number of examples of women suppliers being supported and empowered throughout our supply chain, each of those partnerships demonstrate how our inclusive value chain model delivers commercial impact while advancing gender equity and transformation. Lastly, our customers see the impact through our brand experience, too. ecently e cele rated omen’s Month and Breast Cancer Awareness month and each of these campaigns were seen and felt in our stores, and online. For example, all takeaway coffee sold at WCafe in October was served in a striking pink cup with a reminder to do a breast check for breast cancer awareness. hat’s ne t on the a en a for oolworths an e owerin wo en in So th fri a At Woolworths, gender empowerment is more than a strategic objective. It is a de ning part of ho e are it shapes how we lead, who we hire, how we communicate, and the way we serve our communities. Through strong leadership commitment, inclusive programmes, supplier empowerment, and the advocacy work of our Inclusive Justice Initiative, Woolworths will continue to cultivate an environment where women not only participate but lead and in uence and thrive. We are proud to be a catalyst for transformation, and we will keep demonstrating that when women rise, our business, our communities, and our nation rise together. Roy Bagattini is the Group CEO of Woolworths South Africa, a division of Woolworths Holdings Limited (WHL) which is listed on the JSE Limited Securities Exchange (JSE) with operations across the southern hemisphere.

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STANDARD B ANK HAL EY FL ETCHER TO P W O MEN BUS I N ES S L EA D ER O F T HE YEA R

“Akhona Qengqe is a force of transformative leadership. One of fri a’s ost in ential b siness trailbla ers who lea s with both heart an i a t s general manager of KFC Africa, she stands at the helm of one of the ontinent’s ost yna i ons er bran s, steerin it towar n re e ente rowth an r ose ri en transfor ation KFC Africa

er visionary leadership earned her the Haley Fletcher Top Women Business Leader of the Year 2025 award sponsored by Standard Bank, for her role in driving inclusive gro th across Africa’s largest fast-food chain.

STANDARD BANK TOP WOMEN

Haley Fletche r

TOP WOMEN BUSINESS LEADER OF THE YEAR 2025 Akhona Qengqe y Sh

irai Chi o be

The award celebrates women who have a track record of exceptional business performance but who also implement innovative policies to empower fellow women. Her achievements were aptly summarised by one of the judges from the adjudication panel who wrote: “Akhona Qengqe is an at-scale, continent-shaping leader whose blend of strategic brilliance and heart-led leadership has transformed KFC Africa into a high-performing, purpose-driven powerhouse. Under her guidance, the business delivered exceptional double-digit growth, expanded into new markets, launched 185 stores in two years, and built a world-class digital ecosystem that rede nes customer experience across Africa. “Beyond commercial excellence, Akhona has engineered one of the most impactful women-empowerment pipelines in corporate Africa - increasing women in senior leadershipby 58%, elevating more than 148

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Heart-led. High-performing. Unstoppable women through the Women on the Move programme, anddriving 60%+ advancement into leadership roles across a 40,000-strong workforce. Her visionary campaigns, from Africa’s Female Firsts’ to Mini to Mighty’ and Friends in High Places, have generated millions in reach and shifted narratives across industries, turning representation into a movement. “As the founder of Women in Franchising Africa, she is expanding empowerment beyond her organisation into the broader economy. A hona’s leadership is old human, transformative — and her impact is felt not only in the numbers but in the thousands of lives elevated through her belief in inclusion, opportunity, and purpose-driven growth.” According to KFC Africa, Akhona is recognised for her “heart-led” and “high-performing” approach to leadership. Her tenure as General Manager has een de ned y Strategic growth: Driving exceptional double-digit growth, expanding into new markets, and implementing a data-driven, digital rst operational ecosystem. Organizational shift: Moving from a “South Africa and rest of Africa mindset to a uni ed One Africa approach to leverage collective intelligence across the continent. Performance results: Achieving consistent growth over three years from 2023–2025, including an 11.1% CAGR (Compound Annual Growth Rate) in revenue and a 30.5%–32.3% market share. Leadership grounded in humanity A hona’s greatest legacy lies in her humanity - leading with heart, empowering people, championing women, and creating inclusive opportunities that elevate communities. Her commitment to equity and empowerment has resulted in a 58% rise in women in senior leadership and about 61% of the workforce being female.

Commitment to inclusion and empowerment Some of the key initiatives that KFC Africa champions under her leadership include: • Women on the Move: a transformative 12-month programme to equip women with tools and resources that will help them leverage their innate leadership qualities and fuel results within the business • Africa’s Female Firsts An annual campaign celebrating trailblazing women across the 22 countries where KFC operates. • Mini to Mighty: A partnership with Cricket South Africa that extended support to the Proteas omen team. KFC’s partnership ith the national omen s side is a natural outcome of the rand s long term commitment to female empowerment and youth potential. Today, nearly 75 % of the Proteas omen’s team egan their ourney with KFC Mini-Cricket “, said Akhona. Mini Cricket is the largest national grassroots sports programme in the country, aimed at introducing girls and boys between three and twelve years old to cricket. • Women in Franchising Africa (WIFA): A 2024 initiative founded by Akhona to drive inclusive economic growth within the franchising sector through education, mentorship, and networking. • Friends in High Places: A collaboration with Open Chair during Loeries Creative Week 2025 that provided mentorship to emerging women creatives in the marketing and advertising industry. So e testi onials fro leadership team

C fri a’s

Nolo Thobejane, Chief People, Culture & Purpose Officer Akhona leads with heart, humility, and immense clarity. She creates spaces where every voice matters, where people feel seen, heard, and valued. One of her greatest strengths is how she opens doors for others. From leadership development, to mentorship, to building seats at the ta le for all A hona doesn’t ust tal

about inclusion, she builds systems that make it possible. Simone Forshaw, Chief Legal Officer A hona’s leadership is characterised y an unwavering commitment to integrity, transparency, and ethical conduct. She fosters trust amongst the leadership team by consistently upholding the highest standards in decision-making and ensuring that open, honest dialogue is the foundation of every collaboration. Across the broader workforce, Akhona ’s courageous and heart led leadership approachability and genuine care for the well-being of those around her creates an environment where people feel respected, valued and where colla oration ourishes. Siya Ngcukana - Chief Operations Officer A hona’s purpose driven leadership and commitment to being African has ensured that we have found opportunities across our business, franchisee partners and suppliers to be inclusive and representative of the communities in which we operate across the continent, creating new economic opportunities and making our brand truly African. Her strategic foresight and people-centric leadership have set a new standard for commercial excellence and social impact. Grant Macpherson, Chief Digital & Marketing Officer A hona’s leadership has een a de ning force in shaping KFC Africa ’s tra ectory. She com ines sharp strategic thinking with a fearless commitment to innovation particularly in ho e ’ve embraced digital and data to strengthen our connection with customers. What truly stands out is her ability to turn big ambitions into tangible results. Whether it ’s entering ne mar ets scaling our digital platforms, or driving operational excellence, Akhona leads with clarity, purpose, and pace.

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TOP W OMEN ENTREPRENEUR OF THE YEA R 2025

Entrepreneur

STANDARD BANK TOP WOMEN

OF THE YEAR 2025

By Shumirai Chimombe

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isha’s areer is a testa ent to the rin i les of e ellen e, in en ity, an inte rity, establishin her as a tr e ins iration within her el er nwa erin o it ent to inno ation an lea ershi has not only ri en the re ar able rowth of her o any b t has also reate a owerf l latfor for en er e ower ent i he Inte rate Sol tions

isha Maharaj, founder and CEO of Niche Integrated Solutions, was the proud recipient of the Top Women Entrepreneur of the Year 2025 Award, sponsored by Standard an for her visionary leadership tangible achievements, and unwavering commitment to gender. empowerment. I am deeply honoured and hum led to receive this a ard said Nisha. his recognition belongs not only to me, but to every woman, colleague and partner at Niche Integrated who believes in innovation, equality and the power of technology to transform lives and businesses.”

This inclusive leadership style has had a profound impact on Niche Integrated Solutions, and has developed a resilient team that is not only dedicated to excellence but also deeply aligned with the company’s core values. In a bold innovative move, Nisha championed the integration of robotics, AI and IoT (Internet of Things) into the company’s core usiness. his resulted in the company eing the rst to go live on an Enterprise Resource Planning (ERP) implementation project within a recordrea ing ve months compared to the traditional 12-18 months cycle - a feat which Nisha is particularly proud of.

Niche Integrated Solutions is a 100% omen o ned tech rm specialising in cutting-edge, scalable technology solutions tailored to meet the evolving needs of businesses across diverse industries. Its expertise spans Enterprise Resource Planning ( P) an ing Fin ech and digital and emerging technologies, enabling businesses to stay ahead in a rapidly evolving digital world. Nisha is a strong advocate for technological innovation and elieves it is ey to solving multiple problems.

E an in an e ire the ower of strate i artnershi s Nisha has developed successful partnerships with global technology leaders to introduce solutions to South Africa, which has resulted in the company winning bids ith ma or South African an s.

ollaborati e, isionary an e owerin lea ershi a roa h As a demonstration of her belief in enabling a culture of shared ownership and continuous learning, where every team member is empowered to contribute to the company’s vision Nisha initiated a cross departmental tas force to address a ey mar et challenge. his strategy to decentralise decision ma ing and empo er the company’s team leads created a sense of ownership that resulted in a 40% increase in pro ect ef ciency and almost a 100% growth in turnover compared to the entire nancial year of .

Billion Systems, which she launched in partnership with Billion Group, is a dynamic enterprise which drives technological advancements and usiness ef ciencies across Africa. Together with founders Dr Sisa Ngebulana and Ayanda Ngebulana, She has helped the company position itself as a ey player on the continent’s tech landscape. illion Systems’ commitment to empowering businesses through tech aligns ell ith Nisha’s o n vision to ridge technology gaps on the continent.

She single-handedly established two companies as subsidiaries of Niche Integrated Solutions. She is a director at Billion Systems and at Heritage Growth Partners

Heritage Growth Partners, which was established in partnership with OptiGrowth,

specialises in growth equity investments. The business focuses on partnering with owner-managers to accelerate business growth. While the primary focus of the rm is on investing in sectors li e industrial, consumer goods and services, Nisha’s directorship role involves guiding investment strategies, particularly in the technology and nancial sectors here she has extensive expertise. Her position with Heritage Growth Partners allows her to support a wider range of businesses, contributing to economic development and transformation. It is a remar a le achievement for a small usiness li e Niche Integrated Solutions to form subsidiaries with such established players, as well as a partnership with the Gauteng African Ex-Political Prisoners(GAEPP), which is part of the Association of Ex-Political Prisoners (AEPP) from Robben Island. It shows that the business brought something of signi cant value to the ta le hether it’s Nisha’s reputation as a tech radical,” specialised technology, or a unique mar et insight. In addition her partnership with groups such as GAEPP indicates that she is not just growing her business but she is also using technology as a tool for social and economic empowerment. Small usinesses often face signi cant challenges, including limited capital, a smaller talent pool, and less brand recognition compared to large corporations. o ever Nisha’s a ility to create these su sidiaries sho s she’s een a le to leverage her personal brand and expertise to overcome these hurdles. This type of achievement is a powerful example of ho a leader’s vision and personal net or can compensate for a company’s small si e.

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TOP W OMEN B USINESS IN DEI

STANDARD BANK TOP WOMEN IN

DEI 2025

By Koketso Mamabolo

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T O P W O MEN BUS I N E SS I N DE I

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heir approach out in the op

omen A ards.

hich made them stand omen usiness in

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omen to

leadership positions institute a

the organisation. A out a third of staff

manufacturing leadership programme

are

and have ust under a third of the

omen and over eighty percent

fall under the ACI category (African

shop oor consist of

omen.

egan

Coloured or Indian). Forty percent of

omen leaders in the

the students in their student pipeline

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are

is not ust altering statistics

ho could facilitate and lead

omen all of

hich are ACI

ith

e elieve that diversity e are

the process of ma ing the organisation

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nurturing a legacy of inclusion a legacy

more inclusive.

udget spent on ACI employees.

that

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or shops Mondi

ill de ne our collective future.

hrough MSA’s lens

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South Africa then identi ed the arriers

long term o ectives for gender

future

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inclusivity are detailed

lived reality

omen in the

or place and internal est practice. igh level research e ternal est practice

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iversity

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S TA N D A R D B A N K TO P WOM EN L EAD ER S 187

How Mondi South Africa is creating an inclusive workplace.indd 187

2026/10/09 10:35

AWARD W INNERS

EMPOW HER ENTREPRENEUR OF THE YEA R 2025

STANDARD BANK TOP WOMEN

Yo ung Achi eve r 2025

Dr Phindile Nkosi By Shumirai Chimombe

188 STANDAR D BANK TO P W O M EN LEADE R S

Young Achiever award.indd 188

2026/10/09 10:35

S TA N D A R D BA N K T O P W O MEN YO UN G A C HI E V E R 2 0 2 5

“My story is not just about ersonal a hie e ent it’s abo t showin what’s ossible when yo ref se to let ir stan es e ne your ceiling.”

r Phindile Nkosi was honoured with the Standard Bank Top Women Young Achiever 2025 award which celebrates the outstanding achievements of young women leaders aged 40 and younger. At the end of 2024 she made history when she as appointed as the rst female director of the Public and Environmental conomics esearch Center (P C) at the University of Johannesburg. When her line manager requested her to lead the research centre, she was surprised as this role is typically held by professors. At the time she was still a PhD candidate. “I was also grieving multiple losses so I did not even think I could lead anything. However I decided to take a leap of faith and accepted the challenge.” The previous director had only served one month’s notice during ecem er hich meant that there was no proper handover. She inherited what she described as a dead centre ith no visi ility even the university P people did not no it existed. In the Centre there were three research associates of which only one was active. In March 2025, just before submitting her PhD thesis, Phindile hosted a German university delegation that was seeking collaboration. “That meeting really opened my eyes,” she said. “We were six people in the meeting and I was the only woman present. I knew that I needed to make a change. That moment made me reali e that if I don’t intentionally create space for women, who will? So when the time came to recruit additional research associates, I made sure that I included women.”

Transformation in ten months By October 2025 the Centre had recruited eight new active research associates across 3 continents - two in the United States, one in Sweden, one in Ghana, one in Egypt, and the rest in South Africa). Two female research associates were recruited intentionally. In addition, Phindile recruited the rst ever P strategist ho as female because she knew that the centre needed to be visible so it could make an impact. ithin months she transformed a dormant center into a global research hu . I didn’t ust revive it I reimagined it. I intentionally recruited women. I hired our rst P strategist. hen a municipality offered a large pro ect ith an insuf cient budget, I declined, protecting our reputation over short term gains. hat’s strategic leadership. I continue to write proposals with my team seeking funding, something I as never taught. I had to nd my way.” Global impact - international recognition and collaboration Phindile continuously seeks collaboration nationally and internationally. In months, her research took her across four continents. Among her many achievements she was selected to be part of the B20 Just Energy Transition Task Force contributing to policy for SA’s G presidency. She as invited to present at top conferences in Italy, Kenya, Spain, Sweden, South Korea, USA, and Tanzania. She is part of a group that is quantifying an index for the Women Energy Empowerment, an international collaboration involving several countries “because women are at the centre of the work that I do”. Lifting others as she rises ight no I am leading ith lifting as you rise so I make sure that everywhere I go I motivate women around me of all ages because I did not have a blueprint generally throughout my life. So I hope that my life can be a blueprint in their lives. No I’m creating the map for others. I mentor young women facing what I faced. Single mothers pursuing PhDs without

AWA R D W I N N E R S

parents to lean on. I gave student assistants opportunities to lecture. One is now at National Treasury, pursuing her PhD with my guidance. This is why I do this work. Looking to the future Phindile graduated in December 2025 with her PhD. But she is not stopping there. She is no pursuing another Master’s degree in Marine and Environmental Law to complement her economics expertise, so the research center can ecome South Africa’s premier environmental economics institution. A trusted partner for government nonpro ts and the private sector bridging research and realworld implementation. “My long-term vision is entrepreneurship in green hydrogen; providing clean energy solutions to the marginalised communities I come from. From ene ciary to provider. From margins to center. Full circle.” “So I believe anything is possible because that happened for me. I didn’t have a lueprint ut I am still here and doing ust ne and I also believe that I will do even bigger things.” Feedback from the judges Phindile’s story is one of rapid acceleration and glo al in uence. In ust months she transformed a “dead” research center into a thriving global hub. Her entry is packed with evidence of international demand for her expertise (invitations to Sweden, Seoul, Tanzania). Her leadership courage - declining a project that was under-budgeted to protect the center’s reputation sho s maturity and strategic foresight rare in young leaders. She grew the team from 3 to 8 associates across 3 continents. Her appointment to the B20 Just Energy Transition Task Force places her at the table of global policy formation. Taking over a irector role hile still nalising a Ph is impressive. She reframed the center’s strategy to focus on inclusive green hydrogen development, positioning the center at the forefront of a new economic sector rather than just doing traditional economics research. Massive output in terms of conferences and proposals. An example of academic entrepreneurship. She is building an institution, not just writing papers.”

S TA N D A R D B A N K TO P WOM EN L EAD ER S 189

Young Achiever award.indd 189

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AWARD W INNERS

TOP W OMEN- OW NED B USINESS SMME

“Our goal is clear and unwavering: to empower women and give them a voice in the workplace. We exist to create opportunities for women to grow, to lead, and to shape the future of work. Every decision we make is guided by our purpose to uplift and develop women in our own business, in our lients’ or anisations, an in the broader community.”

his deep-seated purpose of rede ning the or place y uplifting omen earned the recruitment consultancy uman ind Group the coveted Standard an op omen O ned usiness SMM a ard . he a ards too place in ohannes urg on ecem er. Sponsored y Standard an this a ard cele rates South African SMM s that in addition to recording signi cant gro th over the last three years have successfully given omen a voice and empo ered them in the or place.

STANDARD BANK TOP OMEN-O NED USINESS

SM ME OF THE YEAR 2025

By Shumirai Chimombe

190 S AN A

ANK

Top Women Owned-Business SMME.indd 190

OM N L A

uman ind is a female o ned and female led recruitment and e ecutive search consultancy. At the helm of the usiness is a leadership team of omen ho have e perienced the challenges faced y omen in the or place. his drives their am ition to help other usinesses create an environment here omen are heard recognised and respected and here they can thrive oth personally and professionally. As part of the company’s motivation for the a ard Managing irector essi om inson rote As a female o ned usiness in a traditionally male dominated industry e intentionally focus on giving omen a platform to lead to earn ell and to uild long term meaningful careers. e e ist not only to ll o s ut to transform or places through the placement coaching and elevation of female talent.

2026/10/09 10:36

T O P W O MEN -O W N ED BUS I N E SS SM M E

What differentiates them? The company name, Humankind, is founded on the belief that being both human and kind can rede ne the orld of or . “Our recruitment model combines deep market understanding, emotional intelligence and technology to create a more human, inclusive and values-driven hiring experience. We take the time to understand both company culture and candidate purpose, ensuring long-term matches that create measurable impact.” To supplement its core recruitment offering, the consultancy has developed a suite of innovative tools and services that extend its reach and set them apart: KindlyMeet: A one-way video interview platform designed to reduce bias and empo er omen to intervie e i ly ithout time or travel constraints. EVP & culture blueprints: Bespoke frame or s that help companies de ne their identity, build inclusive cultures, and attract women aligned to their values and purpose, ensuring women have a real voice in shaping company culture. Talent acquisition packages: Flexible, on-demand recruitment support that allow growing businesses, including women-owned companies, to access professional recruitment expertise without restrictive contracts. Championing gender empowerment uman ind’s commitment to gender empowerment is demonstrated by the initiatives they have built and sustained. These include: The Humankind Women in Recruitment Growth Project focused on hiring, training and mentoring women - particularly young Black women - within the recruitment industry. Through clear career progression, many women have transitioned into senior and leadership positions. he uman ind ursary mpo erment Programme which manages bursary funding

AWA R D W I N N E R S

for corporates while running its own internal bursary programme focused on female learners from disadvantaged backgrounds. This has resulted in many bursary recipients progressing to tertiary education or employment.

consistency and conviction compound over time.

he omen’s mpo erment rea fast Series and Roundtables that bring together women from different industries to connect and share their experiences and challenges in the or place and together nd solutions.

Women leaders in South Africa are driving impact in a way that is both commercially sharp and emotionally intelligent. We are seeing more women lead with empathy, accountability and long-term thinking, while still holding high standards and driving measurable results.

The Future Female Leaders Mentorship Initiative mentors university students and early-career professionals and focuses on interview skills and career development, equipping young women with the skills and self-belief they need to step into the world of or ith con dence. Some insights in leadership and entrepreneurship from Jessi We connected with Jessie to gain her perspective on women leadership What does winning this award mean for you and your business? inning the Standard an omen’s A ard for Small Business is incredibly meaningful to me, both personally and professionally. As the founder of Humankind Group, I have built this business with a very clear intention - to create a high-performance recruitment agency rooted in humanity, accountability and culture. This award feels like recognition not just of gro th or nancial success ut of resilience. ntrepreneurship is not linear. here have een moments of dou t dif cult leadership decisions, performance challenges and personal growth that few people see. To e recognised on this platform af rms that building a business with strong values, consistent standards and long-term vision truly matters. For my team, it reinforces that the work we are doing - helping clients hire better, building cultures intentionally and developing recruiters into leaders - has impact. For our clients, it builds further trust. And for me personally, it is a reminder that courage,

In your opinion, how are women leaders driving impact and making a meaningful difference in South African business?

Many women in business are balancing multiple roles - leaders, mothers, partners, community contributors - and that lived experience shapes how they build organisations. They tend to prioritise culture, people development and sustainability alongside pro t. In the South African context especially, women leaders are also creating opportunity. They are mentoring younger women, opening doors in industries historically dominated by men and building businesses that contribute meaningfully to job creation. That ripple effect is powerful. It changes families, communities and the economy. Do you have any words of inspiration for other women entrepreneurs? uild the usiness ut uild yourself rst. Your mindset, resilience and leadership capacity will always be the ceiling of your company. There will be seasons where growth feels effortless and seasons where it feels like everything is testing you. Stay consistent in your standards, even when it is uncomfortable. Do not confuse kindness with lowering expectations. You can be compassionate and still hold people accountable. You can be feminine and powerful. You can lead with heart and still demand performance. Most importantly, do not wait to feel “ready”. Start. Learn. Adjust. Keep going. Success is rarely about one big moment - it is about showing up, again and again, especially when it would be easier not to.

S TA N D A R D B A N K TO P WOM EN L EAD ER S 191

Top Women Owned-Business SMME.indd 191

2026/10/09 10:36

AWARD W INNERS

STANDARD BANK TOP WOMEN BUSINESS IN CONSTRUCTION, INFRASTRUCTURE, RESOURCES & MINING

STANDARD BANK TOP WOMEN IN

C o nst ru c ti on , INFRASTRUCTURE, RESOURCES & MINING 2025 By Koketso Mamabolo

192 STANDAR D BANK TO P W O M EN LEADE R S

Top Women Business in Construction, Infrastructure, Resources & Mining.indd 192

2026/10/09 10:36

STANDARD BANK TOP WOMEN IN CONSTRUCTION, INFRASTRUCTURE, RESOURCES & MINING

Having just celebrated its twentieth anniversary in 2024, SAICE Professional Development and Projects (SAICE-PDP) marked another milestone last year when the NPO was recognised at the Standard Bank Top Women awards for its success in empowering women in the engineering sector.

AWA R D W I N N E R S

his recognition re ects our un avering commitment to driving transformation and professional development within the engineering and built environment sectors,” said SAICE-PDP in a statement. “Being named a leader in such a competitive and vital category underscores the impact of our work across South Africa.” Over eighty percent of the organisation’s

ormed in 2004 by the South

employees are women, including

African Institution of Civil

Managing Director Siphathisiwe

Engineering (SAICE),

Masimirembwa, who was one of the

a section 21 company

nalists for Standard

which handles capacity

Leader in STEM category for 2025.

omen

development in the industry, SAICE-PDP offers training, development programmes,

Siphathisiwe is a civil engineer with

and technical support for engineers

more than two decades of experience

through the Municipal Academy and

in housing developments and municipal

the Candidate Academy. heir af liates

infrastructure, and as a leader in both

include Municipal Infrastructure Support

the private and public sectors in SA and

Agent (MISA), Cogta, Royal Academy of

Zimbabwe. A seasoned mentor who has

Engineering, and Consulting Engineering

guided numerous candidates, she is also

South Africa.

a developer of technical courses and a mem er of SAIC ’s committee.

The organisation was awarded the Top Women Business in Construction,

“This recognition celebrates her

Infrastructure, Resources & Mining

outstanding leadership and commitment

Award, sponsored by RS South Africa,

to driving technical excellence within

another victory following the achievement

the South African engineering sector.

of Level 1 B-BBEE status for 2024/25.

At SAICE-PDP, Siphathisiwe continues to be a driving force in mentoring the

SAICE-PDP offers 48 courses which

next generation of professionals and

cover areas such as wastewater

enhancing technical capacity across the

treatment plant operations and

industry.

maintenance. Between 2010 and March

in these national a ards re ects her

of this year, the NPO trained 17 650

dedication to professional development

delegates. In 2025, 27% of training

and her role as a vital advocate for

course attendees were women.

women in STEM.”

er achievement as a nalist

S TA N D A R D B A N K TO P WOM EN L EAD ER S 193

Top Women Business in Construction, Infrastructure, Resources & Mining.indd 193

2026/10/09 10:36

AWARD W INNERS

EMPOW HER ENTREPRENEUR OF THE YEA R 2025

STANDARD BANK TOP WOMEN

E mpo wHE R ENTREPRENEUR OF THE YEAR 2025

By Shumirai Chimombe

194 STANDAR D BANK TO P W O M EN LEADE R S

EmpowHER Entrepreneur of the Year (1).indd 194

2026/10/09 10:37

EMPO W HER EN T R EPR EN EUR O F T HE Y E AR 2 0 2 5

Ozel Group is committed to empowering young women in the industry. The business has artnere with the non ro t Siyafunda Education Foundation to introduce young girls from disadvantaged schools to robotics and coding, and to inspire their interest in engineering. “I want them to think out of the box. If I can do it as a woman in the elevator industry, they can also do it.” - Nokwanda Dlamini

okwanda Dlamini is the Founder and CEO of Ozel Group, a 100% Black womenowned company specialising in the design, supply, installation and maintenance of elevators and escalators. With a team of eight employees the company operates across the entire lift and escalator lifecycle, servicing locations such as shopping malls, airports, train stations, and other commercial and public spaces. Based in Durban, Ozel Group has a team of highly experienced technicians and mechanics with over 35 years of industry e perience and certi ed lift specialists ho are trade tested and can ef ciently or across diverse elevator and escalator brands. The company specialises in innovative SMART technology which is powered by IoT (Internet of Things) solutions. This enables real-time monitoring, automated fault detection and predictive maintenance to prevent problems before they occur. This comprehensive approach ensures that people keep moving safely in line with the company’s commitment to putting safety rst. O el Group’s clients include the Moses Mabida Stadium, Transnet Durban and Richards Bay, eThekwini Metropolitan Municipality and the KZN Shark Board.

Last year in the Pitching Den during the KZN leg of the EmpowHER series where ten entrepreneurs pitched their businesses before an expert judging panel, Nokwanda shared that she was born in rural Pietermaritzburg. She is the only woman in the second generation of a lineage of men who have been working in the lift industry, and she drew her strength from her grandmother. Through her courage and determination she has managed to rise in a male-dominated industry with major players such as Schindler and Otis. Her inspiring story and business plan led her to win the Pitching Den competition. Following this, an external panel of judges evaluated the pitches from the regional winners from Johannesburg, Cape Town and KZN. Nokwanda emerged as the overall winner of the Top Women EmpowHER Entrepreneur of the Year 2025 award sponsored by Standard Bank. At the awards ceremony she took home the grand prize of R100 000. Nokwanda has received recognition at other prestigious awards ceremonies such as the cidb Empowerment and Recognition of Women in Construction Awards (ERWIC Awards) and the Forty under 40 awards. She aims to e pand O el Group’s footprint beyond South Africa. The company had the opportunity to exhibit at events in China, u ai gypt and Mo am i ue. It’s an achievement for us to exhibit in other African countries to see how they are doing. I also saw the potential for my business to expand into Africa”, explained Nokwanda. Ozel Group is committed to empowering young women in the industry. In this regard, the business has partnered with the non pro t company Siyafunda ducation Foundation to introduce young girls from disadvantaged schools to robotics and coding, and to inspire their interest in

AWA R D W I N N E R S

engineering. “I want them to think out of the box. If I can do it as a woman in the elevator industry, they can also do it.” Asked what she would do with the R100 000 prize if she won it, Nokwando responded that she would use it to market Ozel. “Since I am a woman-owned business in the lift industry, I am competing with well-known brands like Otis and Schindler, so I need to expose the company and raise brand awareness.” hese testimonials from O el Group’s clients illustrate its success and impact. “The lifts at Transnet Port Terminal Richards Bay were not working for two years. Ozel Group did major repairs for both lifts and they are running very well. On behalf of ransnet e appreciate O el Group’s outstanding services.” Nhlanhla Tembe - Technical Manager “Ozel Group serviced lifts for various municipality buildings for eThekwini Municipality. Callout response is on time, the lift maintenance was properly done, and the service was excellent.” Maphum Nzama - Manager Feedback from the judges Nokwanda leads a 100% Black woman-owned lift and escalator company that has broken into a highly technical, male-dominated sector. Her journey from rural Bulwer into civil engineering and then into founding Ozel shows clear resilience and leadership, reinforced by multiple industry and women-in-business awards and international exposure. The business has evolved from subcontracting into full design, supply, installation and maintenance ith Io ena led solutions. O el’s commitment to gender empowerment is strong and tangible, particularly through its work with Siyafunda Youth Elevation to introduce young girls to robotics and coding.

S TA N D A R D B A N K TO P WOM EN L EAD ER S 195

EmpowHER Entrepreneur of the Year (1).indd 195

2026/10/09 10:37

CO M PANY PR O FILE

P R I VAT E C L I E N T T R U S T

Private Client Trust’s

Top Women Fiduciary Team er combined legal background, specialised fiduciary knowledge, and ongoing advancement in financial planning give her a distinct competitive edge, enabling her to navigate comple estate matters with precision, professionalism, and a client-focused approach.

(From left to right) Sarah Love, CFP® FPSA® TEP, Elmien Pols, CFP® FPSA® TEP, Bettina Williams Arend, FPSA®, Kirsten Francis, Junior Fiduciary Administrator SARAH LOVE, CFP® FPSA® TEP Sarah Jane Love is a registered Fiduciary Practitioner of South Africa (FISA) and a registered Trust and Estate Practitioner with the Society of Trust and Estate Practitioners S ,a ertified inancial lanner and a iduciary ractitioner at rivate lient rust, where she works closely with clients, families and trustees in the areas of estate planning, trust administration and fiduciary governance. er work re uires both technical understanding and practical udgement, particularly where family wealth, succession planning and long-term decision-making are involved. She is detail-oriented and values clear communication, thoughtful planning and consistent follow-through. er approach is to make comple fiduciary matters easier to understand and to help clients make informed decisions with confidence. Sarah’s strength lies in her ability to combine careful technical work with a practical understanding of people, families and the responsibilities that come with preserving wealth for future generations. ELMIEN POLS, CFP® FPSA® TEP lmien ols is a iduciary ractitioner of South Africa, a ertified inancial lanner , and a egistered rust and Estate Practitioner with the Society of Trust and state ractitioners S , a globally recognised professional body advising families across generations. She has e tensive e perience in the fiduciary industry, having worked in both private and corporate environments, and is particularly passionate about

estate planning and ill drafting as essential components of effective wealth creation and preservation. lmien adopts a professional, client-centric approach which is central to the rivate lient rust offering, ensuring that clients receive tailored and practical solutions aligned with their long-term ob ectives. She is also a leader and mentor, committed to developing talent within the industry. lmien has played a significant role in guiding and empowering a number of women in advancing their fiduciary careers. BETTINA WILLIAMS AREND, FPSA® ettina illiams Arend is an admitted Attorney of the High Court of South Africa, holding an degree from the niversity of the estern ape. She began her legal career by completing her articles at a full-service law firm in ape own, where she gained valuable e perience in estate and trust administration. n anuary , ettina oined rivate lient rust as an state Administrator, where she has continued to build on her strong foundation in fiduciary services. ecognising her passion for this specialised field, she transitioned from legal practice into the fiduciary space, where her skills are particularly well aligned. ommitted to continuous professional development, ettina has further enhanced her e pertise by ualifying as a iduciary Practitioner of South Africa (FPSA). She is currently furthering her education by completing a postgraduate ualification in inancial lanning, with the aim of obtaining the ertified inancial lanner designation.

196 STANDARD BANK TO P W O M EN LEADE R S

KIRSTEN FRANCIS, JUNIOR FIDUCIARY ADMINISTRATOR irsten rancis is an emerging professional in the fiduciary services sector, currently serving as a Junior Fiduciary Administrator within the rivate lient rust team. She has developed a strong foundation in client service, enabling her to e ciently and accurately manage the administrative aspects of wills, trusts, and estates while maintaining a client-focused approach. As part of Kirsten’s commitment to continuous professional development, she successfully completed her rofessional ertificate in Estate and Trust Administration through the a aculty, where she achieved third place. his ualification has strengthened her technical e pertise and deepened her understanding of fiduciary practice. irsten’s key strengths include attention to detail, strong organisational ability, and the capacity to navigate comple processes within a highly regulated environment. er competitive edge lies in her enthusiasm for learning, adaptability, and commitment to delivering high- uality client service. irsten is passionate about growing within the fiduciary profession and contributing to trusted, client-centric solutions.

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N AT I V E C H I L D

A DV E RTO R I A L

NATIVECHILD A LABOUR OF LOVE

Sonto Pooe Founder, nativechild

ativechild is a plant-powered hair and body care brand created to address the underserved needs of people of colour, particularly when it comes to clean, non-toxic products. This normally comes at a high cost, but not for Nativechild. ! Our quality products are affordable and accessible. We are passionate about both hair and health. We develop and locally manufacture naturally powered hair and body care products infused with herbs, botanical ingredients and essential oils, without known carcinogens. ur products are especially beneficial for coily and kinky hair types, which tend to be more fragile and prone to dryness than other hair types. Our formulations help provide optimal moisture, strengthen and nourish the hair, and support healthy length retention. Our Story Nativechild was born from our founder, Sonto Pooe’s, own experience. Sonto struggled to find naturally derived products that could properly care for and help grow her Afro. Many of the products she tried either disrupted her hormones or caused skin reactions. Frustrated by the lack of suitable alternatives, she set out to create her own solution.

That journey became Nativechild. A journey that started in her kitchen and now sits on shelves across South Africa, Namibia, Swaziland, Botswana and now available in the US . We strongly believe that Mother Nature is far superior to many man-made synthetic substitutes. This philosophy remains at the heart of how we formulate our products today. We use plant-based, natural, safe and sustainable ingredients of the finest grade in the production of our products, and wherever possible, we make use of food-grade oils. Our products are formulated without harsh chemicals, sulphates, parabens or petroleum, and we are proudly cruelty-free. Celebrating Our Hair, Our Beauty & Our Diversity Nativechild celebrates diversity. We want people of colour to feel beautiful and confident in their natural hair, and we want to do this with a clear conscience by choosing to create products powered by plants. We want to see more women, men and children proudly wearing and celebrating their natural hair. We love the beauty and incredible range of our textures, curls and coils.

materials, contributing positively to global sustainability efforts, and doing our part to create a better and more sustainable future. Our Founder Our Founder and CEO, Sonto Pooe, has been a member of the Society of Cosmetic Chemists of South Africa for the past 19 years and served on the Society’s Education Committee from 2007 to 2011. Her longstanding involvement in the cosmetic industry, together with her passion for natural ingredients, hair health and product development, continues to shape the philosophy behind Nativechild. Join the thousands of happy Nativechild customers and become part of a brand that genuinely cares — about your hair, your health and the world we all share.

SCAN THE QR CODE FOR MORE INFORMATION

But our responsibility goes beyond hair and beauty. We care deeply about the world we live in. As Nativechild continues to grow, we are committed to ethically sourcing our raw S TA N D A R D B A N K TO P W OM EN L EAD ER S 197

FAMILY LAW SPECIALISTS

MILLER DU TOIT CLOETE INC - FAMILY LAW ATTORNEYS

iller du Toit Cloete Inc is a leading national and international specialist family law firm that has participated innovatively in the development of all aspects of family law. he firm continues to develop its strong e pertise, strategic thinking and negotiation skills. Our team consists of specialist family law attorneys with over years of combined knowledge and e pertise in all aspects of South African and nternational amily aw as well as nternational AD - including related constitutional law issues, crossborder work, comparative law, international cases, ague onventions, high end financial disputes, trusts, A , AD , A s As, children’s interests and A matters. e are not ust practitioners - we actively contribute to the legal landscape by regularly commenting on

Draft ills relating to family law participate in further training courses and webinars maintain active memberships and close professional relationships with the world’s leading legal bodies are involved in leadership roles for various relevant international organi ations and attend conferences and present at international expert forums across the world to remain up to date on recent family law developments. e regularly publish articles, chapters and papers, and one of our Directors co-edited a te tbook on amily aw. iller du oit loete nc, with the niversity of the estern ape, annually presents an interdisciplinary lobal amily aw onference, with special reference to Africa. his will be held in ape own from to arch . he conference presents a uni ue opportunity to network with lawyers from across the world and role players in

198 STANDARD BANK TO P W O M EN LEADE R S

the various fields of interest to family lawyers, against a background of evolving family law. ver countries were represented at the conference in and we anticipate a growing representation next year. Scan The QR Code For More Information

Email: enobia mdtcinc.co. a Call:

PNS GROUP

A DV E RTO R I A L

BUILDING PEOPLE WHO BUILD BRANDS THROUGH COMMITMENT TO GENDER EMPOWERMENT

(From left to right) Glenn Brauns – CEO; Anne Phasha – Non-executive Director; Maureen Mboshane – Non-executive Director; Melanie Brink Chief Mar eting Of cer Michelle Chandler Chief People Of cer and Theresa Nel – Chief Commercial Director

At the PnS Group, gender empowerment is embedded in the way we attract, develop and advance talent across our business. As a people-centred organisation operating within South Africa’s unique context, we believe that creating meaningful opportunities for women is fundamental to building sustainable businesses, stronger communities and a future-fit country. Our approach begins with access. Through structured and inclusive recruitment practices, we work to ensure that opportunities are available to talented individuals from diverse backgrounds. Recruitment processes are designed to be objective, transparent and bias-resistant, supported by diverse sourcing channels, standardised assessment methodologies and robust governance. nternal-first career progression practices further create pathways for growth, enabling employees to advance in line with their aspirations. reating opportunities is only the first step. Equally important is ensuring that women have the support, development and leadership exposure needed to thrive. Across the Group, talent management, succession planning and leadership development are integrated into a single people strategy aimed at identifying potential, accelerating growth and preparing future leaders. his commitment is re ected in our continued investment in learning and development, with an average of R30-million invested into employee training and development initiatives annually. he impact of these efforts can be seen in the opportunities created throughout the organisation. During the most recent reporting

period, the Group created close to 700 new positions and facilitated more than 100 internal promotions over the past 5 months. We have also continued to invest significantly in long-term capability building through learnerships and leadership development programmes. Since 2021, more than 7 600 learnership opportunities have been implemented, spanning 6 levels of learning, supporting both existing employees and unemployed individuals entering the workforce. These programmes provide valuable experience, skills development and pathways into meaningful careers. Representation matters, and we continue to focus on building a workforce that re ects the communities we serve. Women comprise close to half of our workforce, supported by targeted initiatives that promote equitable opportunity and career progression. Our Employment Equity and Inclusion & Diversity frameworks provide clear accountability for advancing representation, overcoming barriers to progression and creating environments where all employees can contribute and succeed. A key part of this journey is the LeadHERS Circle, a dedicated platform that brings together women leaders from across the business. Through networking, peer learning and leadership development, the programme creates opportunities for women to share e periences, build confidence and strengthen their leadership capabilities. The focus is on areas such as authentic leadership, resilience, career growth and navigating leadership challenges, helping participants build both professional skills and meaningful support networks.

Beyond policies and programmes, empowerment is ultimately about culture. We strive to create an environment where women are respected, supported and encouraged to realise their full potential. By investing in inclusive leadership, fair opportunity, skills development and career advancement, we are building a workplace where talent can ourish regardless of gender. In our milestone 50th year of operation, as we look to the future, our ambition extends far beyond representation. We are committed to creating an environment where every woman has the opportunity to lead, grow and make a meaningful impact. Because true empowerment is not measured by the positions women hold today, but by the opportunities we create for the generations that follow. At PnS Group, we are not simply building careers, we are shaping a legacy of leadership, inclusion and possibility that will endure for years to come.

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P. G M AT S H E K A I N CO R P O R AT E D

P.G MATSHEKA INCORPORATED

alesa Matsheka is an admitted Attorney, Notary Public and Conveyancer of the High Court of South Africa and Managing Director of P.G Matsheka Incorporated. Her experience includes acting for financial institutions and corporate clients on mortgage bonds, notarial bonds and specialised registrations. Palesa founded P.G Matsheka Incorporated to build a client centered, transformation driven legal practice, delivering practical and commercially sound legal solutions. Under her leadership, the firm has grown into a black woman-owned, evel practice recognised as a Top Gender mpowered ompany in egal Services for . or alesa, the practice of law is about expanding access to justice, building confidence and leaving every client better informed than when they first walked through the firm’s doors. About the firm P.G Matsheka Incorporated is a Sandton based, evel and black woman-owned law firm providing client centered legal services across South Africa. Its practice areas include conveyancing and notarial services, litigation and dispute resolution, debt recovery, commercial compliance and advisory, mining law, and forensic investigations. ounded in , the firm serves individuals, businesses, financial institutions, public-sector entities and corporate clients through one o ce, combining legal expertise, commercial insight and technology enabled service delivery.

mpowerment policies and practices he firm advances empowerment through black woman ownership, female leadership, equitable access to opportunity, structured practical training, mentorship and continuous skills development. Its predominantly black female team includes legal interns, candidate attorneys and paralegals. he firm also intentionally procures HR, business strategy, accounting and audit services from female owned businesses. mpowerment-related I initiative he firm’s egal ducation and ommunity mpowerment nitiative provide pro bono legal education in underserved communities across auteng, with a particular focus on empowering women through practical legal knowledge on property ownership, title deeds, lawful transfer processes, a davit misconceptions and estate planning. This continues as an ongoing outreach programme aimed at expanding access through community education. ective empowerment and I strategies . atsheka ncorporated combines workplace development with community education. Junior professionals receive supervised e posure, feedback and responsibility, while community members receive accessible legal information. This approach develops confident legal talent, supports women owned suppliers, improves legal literacy and e tends the firm’s impact beyond client mandates into communities where practical legal guidance is needed most. ive tips on thriving in business . Protect your purpose, success should never cost it 2. Guard your reputation, it opens doors marketing cannot 3. Invest in people before prestige 4. hoose growth over comfort, challenge reveals capacity 5. eep your fuel up. Don’t let self-doubt decide when you’re finished

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“P.G Matsheka Incorporated is building more than a legal practice. It is building future legal professionals, expanding access to justice and proving that deliver sophisticated legal solutions, without compromising on purpose, personal accountability, or meaningful client relationships. “

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AGR-SMART TECH

A DV E RTO R I A L

AGR-SMART TEC

TRADITIONAL WISDOM MEETS CUTTING-EDGE TECHNOLOGY

gr-Smart Tech is a Johannesburg-based agricultural technology company redefining how farmers make decisions in a changing climate. Founded in , the black-owned, woman-led enterprise specialises in precision agriculture, environmental sensing, and data-driven advisory services designed to improve productivity, sustainability, and profitability across South Africa’s farming sector. At the heart of Agr-Smart Tech’s innovation is its advanced soil and atmospheric monitoring technology. By integrating o -enabled pedology sensors, and environmental gas monitoring systems, and real-time data analytics, the company provides farmers and research institutions with accurate, actionable insights. hese insights support smarter irrigation scheduling, optimised fertiliser application, improved soil health management, and better climate risk mitigation. Agr-Smart Tech serves commercial farms, hydroponic operations, research institutions, and emerging farmers, translating complex environmental data into practical strategies that can be implemented on the ground. Unlike traditional advisory models that rely on periodic sampling, the company delivers continuous monitoring solutions that allow clients to respond proactively rather than reactively. perating with a focused team of permanent staff supported by specialist engineers and designers, Agr-Smart Tech remains agile, research-driven, and impact-oriented. ts strength lies in bridging scientific rigor with practical agricultural application, ensuring that technology is not only innovative,

but accessible and results-driven. As part of its BEE strategy, Agr-Smart Tech prioritises inclusive procurement, skills transfer, and opportunities for young professionals, particularly women in S and agriculture. The company actively promotes mentoring and coaching initiatives, providing technical exposure and practical project-based experience for engineers, designers, and emerging agricultural professionals. Skills development is central to the organisation’s empowerment approach, with a focus on building capacity in environmental technology, data analytics, and precision agriculture. Agr-Smart Tech encourages continuous learning through industry programmes, innovation challenges, and entrepreneurship development platforms. As climate pressures intensify and food security becomes increasingly critical, Agr-Smart Tech is positioning itself as a leader in environmental agricultural intelligence. With a strong emphasis on sustainability, data transparency, and farmer empowerment, the company is committed to enabling smarter farming decisions that secure both yield and long-term environmental resilience. Agr-Smart Tech represents the future of precision agriculture in Africa, where science, technology, and sustainability converge to cultivate smarter farms.

op winner in the SA nnovation hallenge , a finalist in lue cean orners South Africa, and a participant in the mLab AgriTourZA programme. aroline was selected as a semi-finalist in the US Department of State Professional ellows rogram supporting young women agribusiness innovators and participated in a student e change with ichigan State University’s Department of Biosystems and Agricultural Engineering. She earned recognition in the Innovation Pioneers rogramme SA Alumni. A graduate of the Future Females Business School and participant in the SOFI-2 programme (TIA & UK Innovate), Caroline’s competitive edge lies in her ability to integrate science, technology, and entrepreneurship to deliver practical, scalable agricultural solutions.

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Agr-Smart Tech’s Top Woman aroline atenchi is the ounder and of Agr-Smart Tech. Born and raised in Limpopo, she holds a BSc in Life Sciences and is currently pursuing a Postgraduate Diploma in anagement. ombining scientific e pertise with technological and business acumen to drive precision agriculture innovation, her career is marked by notable achievements, including being a S TA N D A R D B A N K TO P WOM EN L EAD ER S 201

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A K L I N S P E C T I O N AU T H O R I T Y

AKL INSPECTION AUTHORITY SETTING THE STANDARD OTHERS FOLLOW oday, Alaina is the , ounder and echnical Signatory of A nspection Authority, a overnment Approved nspection Authority A A specialising in pressurised e uipment, compliance and third-party uality assurance across marine, petrochemical and energy sectors. er competitive edge lies in combining legal precision, technical depth and strategic vision to deliver impartial, standards driven inspection services.

laina Lloyd, at just 17 years old, entered South Africa’s refineries as one of the nation’s first female welding inspectors. n a male-dominated industry and environment, she confronted entrenched racism and se ism. er career became a ourney management plan defined by sacrifice, e clusion, and relentless perseverance. here most inspectors complete their ualifications within two years, Alaina’s path stretched into a decade. Denied the training opportunities routinely afforded to her male colleagues, her career progression was deliberately limited by systemic gender-based notations. et she refused to be deterred. hrough resilience and determination, she studied with the South African nstitute of elding SA , completing elding nspection evels and and advanced her e pertise with the American Society of echanical ngineers AS codes and the ational oard nspection ode . After ten years of persistence, she achieved the milestone of ualifying as an nspector of ressurised uipment , proof that perseverance can overcome systemic barriers and that true success is forged through struggle.

ecognised by Standard ank as a op oman in ender mpowerment, Alaina continues to champion fairness, e cellence and transformation, giving a voice to the voiceless and reshaping South Africa’s industrial and training landscape. Five lessons from a Top Woman in business . uild resilience through every setback . Invest continuously in technical competence . Master your craft relentlessly . Diversify income streams to safeguard sustainability . ead with fairness, vision, passion and empowerment to transform industries ounded in ,A nspection Authority operates under South Africa’s ressure uipment egulations . he team provides independent inspection, verification and certification services for pressure vessels, piping systems and storage tanks, both onshore and offshore. A is more than an inspection authority, it is a benchmark. very report, weld check and shutdown re ects a culture of precision, integrity and strategic foresight. A nspection Authority enforces robust empowerment policies, including employment e uity and strategies, structured mentoring for women and youth, accredited skills development

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programmes and e ible working arrangements. omprehensive maternity leave and wellness initiatives ensure inclusivity, while leadership pathways actively advance female representation across technical, operational and e ecutive levels. hrough the ichards ay Skills Development arine raining nitiative, A addresses critical shortages in artisan, welding, non-destructive testing and inspection skills across ’s growing marine, oil, gas, paper, pulp and energy sectors. his initiative creates employment pathways, uplifts communities and strengthens regional industries. A ’s most effective strategies include forging partnerships with SA , , the Department of ducation, S A and . y embedding accredited training into community programmes and prioriti ing women in technical mentorship pipelines, A has advanced gender e uity, built sustainable skills capacity and positioned itself as a driver of transformation.

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LO M A S - WA L K E R AT TO R N E Y S

OMAS- A

A DV E RTO R I A L

ER ATTORNE S

SIVANNAH PADAYACHEE LAWYER WITH AN ENTREPRENEURIAL MINDSET Alaistair gave her an opportunity and she grew from there, living up to the potential he saw, with the resilience, willingness to learn and evolve, and the kind of empathy that makes for a great leader.

“I

have never been interested in building a law firm simply for the sake of being big’. y goal has always been to build a respected, authentic practice where reputation, relationships and substance matter more than appearances, says Siveshna Sivannah adayachee, the owner of omas- alker Attorneys. believe success is about the value you deliver and the trust you build, not simply the si e of your business. he seasoned attorney, with almost three decades of e perience, began her ourney with the law firm as an associate in . he firm’s founder, Alaistair omas- alker saw her potential and it was not long until he offered her an e uity partnership. Sadly, Alaistair passed away a few years later and Siveshna subse uently purchased his share of the practice, having to develop simultaneously as a businesswoman and as a lawyer. Alastair taught me invaluable lessons about running a business, the importance of being authentic, building relationships, and understanding that a successful business is ultimately built on integrity, client trust and the ability to deliver consistent value.

can safely say that do lead with my heart as genuinely care about people around me and recognise that employees are individuals with lives and responsibilities beyond the workplace. As a mentor, Siveshna is able to share what she has learned and encourages women to not only work on their professional skills but also on their personal growth and sense of self. y approach to women’s empowerment is practical, visible and opportunity driven. ather than simply encouraging women verbally, create an environment where women around me are given the confidence, support, responsibility and opportunities to prove their capabilities and develop professionally and where they feel safe to speak, e press their views and be heard.

true success is not measured solely by professional achievements but also by the difference we make in the lives of others. uilding and leading my own legal practice has taught me invaluable lessons in leadership, resilience, business, people management, and the courage re uired to make di cult decisions while navigating comple challenges. Above all, it has a rmed my belief that empowering women is not simply about achieving success for ourselves it is about using our e perience, in uence, and opportunities to help make the ourney a little easier for those who follow. y opening doors, offering support, and leading by e ample, we can help other women believe in their own potential and pursue their ambitions with confidence. am incredibly proud and grateful to have created an environment where women can ourish, and hope that impact continues long into the future.

er empowerment philosophy applies outside of the business as well, to the surrounding community. She believes that

“I have never been inter-

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hese are principles she has carried throughout her career which has re uired her to combine the rigour of a lawyer with the mindset of an entrepreneur. S TA N D A R D B A N K TO P WOM EN L EAD ER S 203

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BAHLAPING MASH TRADING

REDEFINING LEADERSHIP THROUGH WOMEN EMPOWERMENT IN MINING AND ENGINEERING In the civil and construction space, the company specialises in turnkey projects, including residential and commercial developments, road construction, dam building, and bridge infrastructure. Their integrated approach from design and planning to execution and project management ensures e ciency, uality, and long-term sustainability. A legacy of resilience and innovation Bahlaping Mash Trading, Mining and Projects is a proudly South African, black woman-owned enterprise that has steadily positioned itself as a formidable force within the mining, engineering, and construction sectors. Established in 2016 and headquartered in the Mapela district near Mokopane in Limpopo, the company was founded with a bold vision: to challenge and transform the deeply entrenched gender norms within traditionally male-dominated industries. With over nine years of cumulative experience, Bahlaping Mash has evolved into a multidisciplinary organisation that delivers high-quality, innovative, and sustainable solutions across a diverse range of services. The company holds a evel status, re ecting its strong commitment to inclusive economic participation, transformation, and empowerment within South Africa’s industrial landscape. From its early beginnings, Bahlaping Mash identified a critical gap in the industry both in terms of gender representation and the need for agile, client-focused service delivery. Through strategic growth and a clear purpose-driven approach, the company has expanded its footprint across South Africa and the broader Southern African region, becoming a trusted partner to clients in mining, construction, and engineering.

Within electrical engineering, Bahlaping Mash has demonstrated significant capability in managing complex systems such as cable pit reticulation and high-voltage networks. Their implementation of a four-shift operational system ensures continuous service delivery on 6.6KV electrical reticulation networks, particularly within open-pit mining environments. This includes critical cabling work for electrically driven machinery such as shovels, drills, and pumps. The mechanical engineering division further strengthens the company’s offering by providing specialised solutions tailored to mining operations and industrial requirements. This multidisciplinary capability allows Bahlaping Mash to deliver fully integrated solutions that meet the evolving demands of modern industry.

Gender empowerment at Bahlaping Mash is not merely a policy, it is embedded within the organisation’s culture, operations, and strategic vision. The company prioritises the recruitment, development, and advancement of women across all levels, from technical roles to leadership positions. Through mentorship programmes, skills development initiatives, and inclusive workplace practices, Bahlaping Mash fosters an environment where women are empowered to excel. The organisation recognises that diversity drives innovation and that empowering women contributes to stronger, more resilient businesses. The company actively promotes gender equality within its project teams and supply chain, ensuring that women-owned businesses and female professionals are given meaningful opportunities to participate and grow. y breaking barriers and redefining leadership in mining and engineering, Bahlaping Mash serves as an inspiring example of how women can lead transformative change within challenging industries.

Championing gender empowerment in a male-dominated industry At the heart of Bahlaping Mash lies a powerful commitment to gender empowerment. As a black woman-owned business operating within industries traditionally dominated by men, the company actively challenges stereotypes and creates opportunities for women to thrive.

omprehensive service o ering across key industries Bahlaping Mash operates through three core divisions: Civil and Construction, Electrical Engineering, and Mechanical Engineering. Each division is supported by a team of highly skilled professionals who bring technical expertise, innovation, and a strong commitment to excellence.

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“Our success is built on resilience, innovation, and the belief that empowering women strengthens industries, businesses, and the communities we serve.”

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DR SHEENA GENESS

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DR SHEENA G AESTHETICS GENESS FOUNDATION EMPOWERING HEALTH. ELEVATING CONFIDENCE. TRANSFORMING COMMUNITIES

n an era where leadership is increasingly defined by purpose, innovation and gender empowerment, Dr Sheena eness has built more than a medical brand she has created an ecosystem dedicated to wellness, empowerment and meaningful social change. hrough the growth of Dr Sheena eness ractice, Dr Sheena Aesthetics and the eness oundation, her vision e tends beyond medicine into advocacy, innovation, community development and creating opportunities that empower women to lead and thrive. ounded on the belief that healthcare should be holistic and transformative, Dr Sheena eness established her practice to bridge the gap between medical e cellence and personalised patient care. he practice provides comprehensive healthcare services, while Dr Sheena Aesthetics offers advanced aesthetic and regenerative treatments integrating science, technology and artistry. he philosophy has always remained clear enhancing not only appearance, but confidence, wellbeing and uality of life. ver the years, the organisation has achieved significant milestones that have positioned it as a leader within healthcare and aesthetics. hrough continual investment in innovation and patient-centred care, Dr Sheena Aesthetics has introduced advanced technologies and evidence-based treatments that continue to transform patient outcomes and build a reputation founded on e cellence and trust. Dr Sheena eness’s impact has also been recognised

through prestigious accolades celebrating leadership, philanthropy and social impact. She has been honoured as a recipient of the ’ r al aris oman of orth, recognised as a uture eader in hilanthropy, named among the anache op lobal cons and celebrated as a oman of onder. hese achievements re ect not only professional e cellence, but an ongoing commitment to uplifting and empowering others. ne of the organisation’s proudest milestones remains the establishment of the eness oundation a platform dedicated to uplifting communities and creating sustainable impact. hrough the oundation, several meaningful pro ects have re ected a commitment to education, women’s empowerment and health advocacy. nitiatives have included providing bursaries for young scholars attending the prah infrey eadership Academy for irls, supporting educational opportunities for future leaders. Dr Sheena eness also volunteered her e pertise as doctor-on-call on an SA television show, offering breast cancer education and awareness at no charge to improve public health accessibility. Additional initiatives include the successful emininity air, a women’s empowerment workshop that raised funds in support of the reast ealth oundation, as well as mentoring and empowering aspiring young women participating in iss ndia South Africa.

historically underrepresented and previously disadvantaged communities, the organisation has intentionally created pathways for leadership, professional development and growth. ore than a workplace, it is an environment designed to support, inspire and empower women to realise their potential. ooking ahead, e citing plans include continued e pansion of aesthetic and regenerative medicine offerings, growth of eness oundation initiatives and strengthening partnerships that advance healthcare and empowerment. or Dr Sheena eness, success is measured not only by services delivered or milestones achieved, but by lives transformed.

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ender empowerment remains embedded within the organisation’s culture and values. he practices proudly maintain evel status, re ecting a commitment to meaningful transformation and inclusive economic participation. ith a workforce composed entirely of women, many from S TA N D A R D B A N K TO P WOM EN L EAD ER S 205

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T TL TAX AND AC C OU NTI NG

TTL TAX AND ACCOUNTING

MEET JENNIFER LOPES

TL Tax and Accounting was founded by Jennifer Lopes who is a registered Business Accountant in Practice and Master Tax Practitioner, who started her career in accounting in 1996. After managing the tax departments for a few firms, she started her own practice in . We are passionate about partnering with businesses that view integrity and excellence as part of their culture, just as we do; when both sides of a partnership share the same values, everyone benefits. hen we take care of the accounts and the compliance, it frees our clients to focus on their own fields. is female owned and managed and is made up of women who love what they do and are committed to keeping their clients compliant in all statutory matters, with ethics and integrity at the forefront of everything they do. As most of our staff are mothers, we endeavour to e tend e ibility to staff that ennifer created for herself when she first started on her own, allowing them to work and study, while creating space for family commitments. TTL is made up of women who have built

their careers studying while working, raising families and balancing life, so we know how taxing, but also rewarding, that can be. A big part of our ethos is offering staff the opportunity to e pand their skill set while working with us, through in-house supervision, formal training, and courses endorsed by recognised controlling bodies. Our goal is to continue to grow and provide formal training alongside real work e perience, with the intention of releasing ualified, skilled women into the business world and equipping brave learners with the entrepreneurial skills to become future business owners. It is our hope that they will eventually employ others and help transform South Africa’s economy from the ground up. o make this vision a reality, we are calling on businesses with available Corporate Social Investment funding to partner with us to fund the studies of promising students, who would otherwise be unable to become accountants and tax practitioners, and to provide stipends for mentorship that fosters an entrepreneurial mindset in the next generation.

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A D B OT

A DV E RTO R I A L

ADBOT

MARKETING IS YOUR BEST SALESPERSON, NOT YOUR BIGGEST EXPENSE An A tool can run your ads around the clock. hat it cannot do is build the engine underneath that gets you customers. hat gets you customers is three things working as one. A website built to convert. racking wired in. And ads that put you in front of people at the moment they are already searching for what you sell, regardless of the media channel A or search .

still remember the fifth client who left. ot the first. he fifth. he first four could e plain away. rong fit. ad month. told my team those things with a confidence did not feel. Si years ago built Adbot to do one thing well automate oogle Ads. his was before tools like penA and laude could do a similar ob, and was proud of what we built. hen a competitor arrived out of nowhere and automated ads ust like we did. here were nights lay awake doing the maths on how long we could last. f automating ads was all we sold, we were finished. So asked a harder uestion hat did my clients actually want t is humbling to admit the product you love is not what people were paying for. he answer was painfully obvious once stopped avoiding it. obody ever wanted ads. hey wanted customers. What I learnt about changing an expense to a revenue generator hen you sell automation, you are selling a cost someone is trying to shrink. hen you sell customers, you are selling revenue. he moment marketing becomes revenue rather than an e pense, every decision around it changes. An e pense is something you minimise. evenue is something you invest in.

onnect those three and your website becomes the single source of truth, built in the language the ad platforms read. oogle recognises every conversion, learns who your buyers actually are, and finds you more of them for less. Automation only works as well as the data you feed it. uilding that data signal is the skill that differentiates us.

he businesses that win never lose sight of the only number that matters. ot clicks. ustomers.

“I built Adbot to automate Google Ads. Then a competitor arrived and did the same thing. If automating ads was all we sold, we were finished. Nobody ever wanted ads. They wanted customers.”

We started doing it for our clients and it worked Racketlon turned R7 000 into R700 000 – y connecting website performance to ad spend, they turned a month into in sales. checked those numbers twice. he spend stayed modest. he return did not. Plaisir holds a 1:6 return in a declining industry – Si rand back for every one invested. hat one means the most to me. hen the engine is right, marketing keeps paying even when conditions are against you, and know what that feels like.

IS YOUR WEBSITE YOUR SINGLE SOURCE OF TRUTH? FIND OUT WITH A FREE SCAN AT

either result came from a big budget. oth came from getting the engine right before scaling the spend. What you need to do right now Stop treating marketing as a cost to defend at month end. t is the most reliable salesperson you will ever hire, and it does not sleep. he tools will keep changing. ine changed under my feet, and am grateful they did.

Michelle Geere is the founder and CEO of Adbot, which gets businesses more customers by building the revenue engine underneath their ads. Adbot works with more than 2,000 businesses across South Africa

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THE SHARD

THE SHARD (PTY) LTD BOLD IDEAS, MEANINGFUL IMPACT

ounded by Chief Executive Smangaliso Mkhabela in 2013, The Shard began with a bold idea: unite the complementary skills of actuaries, accountants, auditors, and data analysts to offer the financial industry a new kind of consulting partner. We saw an opportunity to break silos and provide an integrated approach to risk, finance and data challenges. Starting as a small team in Johannesburg, The Shard has grown over the past decade into a dynamic firm serving both private and public sector clients across South Africa and beyond. While we have expanded, our approach is to remain committed to a personalised, hands-on service that defined our early days. Today, The Shard stands as a testament to what a diverse and empowered team can achieve. We are driven by innovation, collaboration, and a commitment to excellence. We partner with organisations to create meaningful and lasting impact. Our vision is to be a trusted force for innovation, delivering solutions that not only solve today’s challenges but unlock tomorrow’s opportunities. Achievements bali’s career re ects both the calibre of leadership The Shard was built to cultivate and our commitment to empowering women to succeed. As Managing Partner for the Accounting division, she combines technical excellence with a

“We imagined a business where integrity would never be compromised, technical excellence would always outweigh commercial pressure, and people would always come first. passion for developing future leaders. Under her leadership, the majority of her management team comprises accomplished female Chartered Accountants, creating meaningful opportunities for women to grow and lead. Her journey is a testament to what can be achieved when talent is nurtured, and women are empowered to thrive. She is currently pursuing an MPhil in Corporate Strategy at GIBS, sharpening the strategic lens where she leads finance transformation pro ects for her clients, helping them build AI enabled finance functions. What products and services do you o er onsulting firm providing actuarial, risk assurance, accounting and data science and analytics services across the world. How have you implemented genderdriven development in the workplace We believe that meaningful transformation begins with creating opportunities where talent can thrive. Our approach to gender-driven development is centred on fostering an inclusive workplace where women have equitable access to recruitment, professional development, mentorship, and leadership opportunities. We encourage continuous learning, support career progression, and cultivate an environment where every individual is empowered to contribute with confidence.

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We believe the best outcomes come from collaboration, where different perspectives are valued and every voice has the opportunity to contribute. What have been your greatest challenges and successes One of our greatest challenges has been navigating an increasingly complex and evolving business landscape while remaining agile, innovative, and responsive to our clients’ changing needs. This has strengthened our ability to adapt and continuously deliver excellence. Our success has been building The Shard into a trusted multidisciplinary consultancy and strategic partner. Our collaborative culture empowers diverse talent to grow and lead, while creating meaningful and lasting value for our clients. Do you have a message of inspiration for our readers Stay curious, remain adaptable, and never stop investing in your growth. Success is not about having all the answers, it’s about having the courage to keep learning, embracing diverse perspectives, and creating opportunities for others to thrive.

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NEBÜ

Helen Viljoen, Founder and CEO at Nebü

A DV E RTO R I A L

continued to redefine the relationship between bullion and luxury, creating an entirely new way for individuals to own physical precious metals. Helen has become a respected voice within the industry, regularly sharing insights on entrepreneurship, innovation and the future of precious metals ownership through podcasts, interviews and industry discussions. Her leadership combines long-term strategic thinking with a deep commitment to transparency, authenticity and creating meaningful value for customers. She believes the most impactful businesses are those that solve problems others have accepted as fi ed. This philosophy continues to drive Nebü’s innovation, from transparent weight-based pricing to creating portable wealth through wearable precious metals. Whether acquired as a store of wealth, a family heirloom, a meaningful gift or a personal statement, every Nebü piece represents tangible ownership of one of the world’s most enduring assets. The result is portable wealth—physical precious metals that can be worn, enjoyed and carried across borders without losing sight of their intrinsic value. Today, Helen remains focused on building a globally recognised brand while continuing to challenge convention and reshape how future generations think about owning physical precious metals.

BEAUTY MEETS PRACTICALITY

HOW NEBÜ IS REDEFINING PRECIOUS METALS OWNERSHIP

As global demand for tangible assets continues to grow, Nebü remains committed to challenging convention and making physical precious metals ownership more accessible, more versatile and more relevant for a new generation.

ounded by Helen Viljoen, Nebü was built on a simple belief: owning physical precious metals should be as practical as it is beautiful. Rather than limiting gold and platinum to vaults or safes, Nebü enables clients to wear, own, and enjoy their precious metals every day while preserving the integrity of investment-grade bullion. very eb piece is crafted from . fine gold or . fine platinum and is transparently priced by precious metal weight rather than conventional jewellery pricing. Clients know exactly how much precious metal they own, with independently verified purity providing confidence and transparency in every purchase.

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Founded by Helen Viljoen, what began in South Africa has evolved into an internationally recognised business, with Nebü expanding into the United States and establishing strategic partnerships across the global precious metals industry. Under Helen’s leadership, the company has

S TA N D A R D B A N K TO P WOM EN L EAD ER S 209

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M O N D I A H E A LT H

LEADING BEYOND THE HOSPITAL: BUILDING MEASURABLE, SUSTAINABLE MENTAL HEALTH CARE THAT HELPS PEOPLE THRIVE purpose. Strong healthcare leadership requires both as we move beyond mental health towards mental wealth.

Marisa Henderson, CEO of Mondia Health, leads an interdisciplinary mental health organisation providing a continuum of services across multiple locations in South Africa. With a background in occupational therapy, she combines clinical understanding with operational discipline and believes sustainable change requires more than access: people must be equipped, supported and trusted to participate fully. This philosophy shapes Mondia’s approach to care, leadership and empowerment. Your career began in occupational therapy. How has your clinical background shaped the CEO you have become? Occupational therapy taught me to look beyond a diagnosis and ask: What does this person need to function, participate and live meaningfully? That perspective still shapes how I lead. In healthcare, it is easy to focus on structures, numbers and symptoms and lose sight of the person at the centre. At Mondia, we believe people are not their diagnoses. They have identities, relationships, responsibilities, strengths and environments in which they need to function and thrive.

What does gender empowerment mean within Mondia Health? Gender equality creates equal access and opportunity; empowerment ensures that people have the skills, authority, confidence and support to use those opportunities meaningfully. Many leadership, facility and clinical portfolio roles at Mondia are held by women. While I am proud of this, our greatest strength lies in people of all genders working together, valuing different perspectives and remaining jointly accountable for our purpose and performance. What does meaningful empowerment look like in practice? Meaningful empowerment moves from doing for people to building their capacity to choose, participate and take responsibility. For patients, treatment should not only reduce symptoms but strengthen coping, relationships, purpose and functioning after discharge. For employees, empowerment means meaningful work to own, exposure to decisions, mentorship, honest feedback

I apply the same thinking to the organisation. Strategy only becomes meaningful when people translate it into daily behaviour, systems and decisions. My role is to create clarity, accountability and support so others can contribute effectively. Clinical care and sound business leadership are not opposites. Compassion without structure becomes unsustainable, while structure without compassion loses its 210 STANDARD BANK TO P W O M EN LEADE R S

“Meaningful empowerment moves from doing for people to building their capacity to choose, participate and take responsibility. Equality opens the door, equity recognises the support required, and empowerment enables people to walk through it and contribute

and space to learn. Equality opens the door, equity recognises the support required, and empowerment enables people to walk through it and contribute confidently. How do you balance compassionate leadership with accountability and commercial discipline? Compassionate leadership means seeing the person while still addressing the issue. Accountability creates clarity around ownership, expectations and follow-through. In healthcare, both are essential because we are accountable to patients, families, employees, clinicians, funders and the commitments we make. We need reliable systems, measurable outcomes and people who take ownership. My leadership journey continuously involves moving from carrying and solving too much myself to enabling others to think, decide and lead. Empowerment must be matched by accountability: responsibility without authority is unfair, while authority without accountability is dangerous. My hope is to build a workforce that feels safe to speak, supported to grow and responsible for making quality care central to every interaction.

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N E W - D AW N E N E R G Y

C O M PA N

PROFI E

NE -DA N ENERG

HELPING MAKE COMMUNITIES MORE STABLE AND PRODUCTIVE

ew-Dawn nergy’s history re ects steady growth built on professionalism, integrity and strong customer relationships. Founded over a decade ago in malahleni, pumalanga, with a vision of becoming one of South Africa’s most reliable and customer-focused bulk fuel solutions providers, the company has grown into a trusted partner for municipalities, commercial clients and industry operations by consistently delivering high- uality fuel products and dependable transport services. ur core service is the supply of bulk fuel, including diesel, petrol and lubricants delivered reliably to large scale end users, says hum ile wane, Director of ew-Dawn Energy. “Beyond fuel distribution, we provide pre and post operational chemical cleaning of industrial and commercial fuel tanks, ensuring that clients maintain safe, compliant and e cient infrastructure. e also specialise in digital pump installation and maintenance for fuel stations of all si es, offering full technical support to keep operations running smoothly. ogether these services allow us to deliver turnkey energy solutions tailored to diverse operational needs.” lient testimonials point to the company’s competitive pricing, e cient problemsolving and professional conduct as what sets them apart.

and participate across operational, administrative and logistics roles. e support ongoing skills development and promote a culture where merit, competence and professionalism guide advancement.

“New-Dawn Energy strives to deliver ‘on time-every time’ o ering not ust fuel but comprehensive energy solutions including tank cleaning and digital pump maintenance.

or hum ile the energy sector is filled with opportunities for those willing to persevere, despite how demanding it is. She encourages people to believe in the value they can bring even if the environment is unfamiliar.

New-Dawn Energy strives to deliver “on time-every time offering not ust fuel but comprehensive energy solutions including tank cleaning and digital pump maintenance. ur commitment to service e cellence, safety and customer satisfaction ensures that we consistently outperform e pectations, says hum ile. his commitment to e cellence e pands to making a socioeconomic impact through ob creation, skills development and providing reliable services which support municipal operations. he company helps make communities more stable and productive by employing locals, ensuring infrastructure is maintained and delivering essential energy products.

hether you are entering a male-dominated field or building a business from the ground up, consistency, integrity and courage will carry you forward. very challenge is a chance to innovate and every success is built of resilience. f you stay committed, stay teachable and stay true to your vision you will create impact no matter where you start.”

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ew-Dawn nergy also promotes ethical business behaviour and responsible operational practices as part of its commitment to social and economic upliftment, continues Phumzile. e are committed to fostering an inclusive and empowering workplace, especially for women in a traditionally male-dominated industry. New-Dawn Energy ensures that women have opportunities to lead, grow S TA N D A R D B A N K TO P WOM EN L EAD ER S

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ADV ERTO RIAL

H O P E 1978 M I N I N G A N D E N G I N E E R I N G

HOPE 1978 MINING AND CONSTRUCTION

FORGING NEW PATHS THROUGH INNOVATION, EXCELLENCE AND PURPOSE

About Hope 1978 At Hope 1978, we believe we have a critical role to play in shaping tomorrow. We are guardians of the lives and futures of others.

s. Rosina Pontsho Liebenberg, a native of Marakana Village, leads Hope 1978 Mining and Construction. She prides herself on being dynamic and driven; committed to innovating and growing with the clients her business serves. Holding a Bachelor’s Degree in Science (Biochemistry) from UKZN, Rosina is a sea-soned entrepreneur with extensive e pertise having first entered the space in 2006. Her leadership extends across several successful ventures, including: Hope Mining: specialising in secondary support applications such as Shot Crete,Thin Spray Liner and Dura packs installation at Impala Platinum Mines since 2018. Hope Construction: specializing in construction of Haulage, Refuge bay mock up’s on surface at Impala and Construction of Refuge bays and equipping. Hope Hygiene: Supplying toilet paper and accessories, with contracts at Impala Platinum and Sibanye-Stillwater Vision Signs & Printing: manufacturing and installing strategic signage applications She also formerly owned a SignARama Franchise between 2006 and 2017.

Our work in the mining and construction space keeps others safe. We lay the foundations and secure the pathways that they follow. This makes us partners in their progress. Our commitment to our clients, our com-munities, and our people is real and purpose-driven. We unlock opportunities through the quality of our work and the safety of our practices. We know that every challenge is an opportunity to innovate, every interaction is a chance to build trust, and every day is an invitation to improve. We are here to create sustainable value, nurture talent, and leave a legacy of positive impact.

Our commitment to sustainability, precision, and safety ensures that we deliver longlasting, environmentally friendly solutions tailored to our clients’ needs. Our purpose At Hope 1978 Mining and Construction, our purpose is to drive excellence, innovation, and diversity in every aspect of our operations. We are committed to being a leading diversified company in the mining industry and a trusted supplier of choice. Our aim is to build and maintain our customer service base by delivering superior products and services that meet the evolving needs of both core and non-core mining activities. We strive to create sustainable value for our clients, our employees, and the communities we serve through our dedication to quality, safety and continuous improvement.

We are Hope 1978. We forge new paths of possibility. What we do Hope 1978 specializes in Secondary support (Shotcrete , Thin Spray Line (TSL), Dura Packs technology, delivering innovative and cost-effective solutions for a wide range of industries, including Mining, roads and transportation, building construction, and industrial facilities. Leveraging years of expertise in underground mining applica-tions, we are now expanding our services to the surface, offering durable, high-quality results that meet the unique demands of each project.

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CASTROL SOUTH AFRICA & SADC

A DV E RTO R I A L

CASTROL SOUTH AFRICA & SADC: A NEW MAP, DRAWN FROM COURAGE, NOT COMPLIANCE

M ela nie van Straa te n, CEO of C astrol South Afr ica & SADC

o me, disruptive DEI goes beyond black and white, it means valuing the full spectrum of gender, race and culture. It means investing meaningfully in people, not because compliance demands it, but because humanity deserves it. Projects like Castrol’s container-based Project Gear-Up, which supports mechanics through infrastructure, skills development and ownership transfer, illustrate what empowerment looks like when it is rooted in dignity and sustainability rather than box-ticking. Building an industry that celebrates every contributor What would South Africa’s economy look like if every company placed equal value on the human being and the balance sheet? If success was measured not only in margin, but in the quality of lives impacted along the way? Industry has treated drivers, technicians, warehouse teams and service staff as invisible backbones for too long. But businesses grow because people show up – with their skill, their commitment, their resilience, their hope. If we want loyalty, excellence and long-term sustainability, we must honour that reality.

“Industry has treated drivers, technicians, warehouse teams and service staff as invisible backbones for too long. But businesses grow because people show up - with their skill, their commitment, their resilience, their hope. If we want loyalty, excellence and long-term sustainability, we must honour that reality.”

And it is brave enough to build an industry where every journey ends safely, every voice is valued, and every person has the opportunity to rise. Because when we lead with humanity, we don’t just change companies – we change lives. The legacy I want to leave I want to be remembered not just for growth targets or titles, but for creating a legacy of unlocked doors. A legacy where safety is a standard, not a benefit. A legacy of people-first decision-making. A legacy where everyone – regardless of gender, role, or race – feels valued, seen, and empowered to rise.

This is why disruptive leadership must be rooted in consistency, visibility, authenticity and accountability; the pillars I believe any leader must embody if they were running not only a company, but a country.

Disruptive leadership is not about breaking things for the sake of it. It’s about building better – with courage, empathy and the unwavering belief that business can be a vehicle for equity, dignity, and human progress.

And this is why we must be willing to challenge the belief systems that maintain inequity. Victimhood narratives do not create new futures; creator mindsets do. Don’t shrink to fit the culture. Shape it.

Let’s not just lead companies; let’s lead people and let’s lead change. Let’s lead lives that matter.

A future defined by courage, not constraints South Africa is filled with radical possibility – untapped skill, unrealised potential and talent waiting for platforms that see them, hear them and value them. As leaders, our responsibility is to unlock those doors, not guard them. I hope the legacy we build – in transport, in manufacturing, in corporate South Africa – is not just one of achievement, but one of wholeness. A legacy of open doors, courageous voices and meaningful change.

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Disruptive leadership is not loud. It is not reckless. It is not self-serving. It is deliberate. It is human. It is accountable. S TA N D A R D B A N K TO P WOM EN L EAD ER S 213

Tips &

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NETW ORKING

BUILDING STRONG NETWORKS A CRUCIAL BUSINESS ASSET

any entrepreneurs spend years focusing on products, services, marketing plans and nancial forecasts. hile all of these are important one of the most overloo ed gro th drivers in usiness is often something far less tangi le relationships. As most successful usiness o ners a out the opportunities that changed their tra ectory and very fe ill point to a single advertisement or marketing campaign. More often they ill tell you a out a conversation an introduction a recommendation or a relationship that opened a door they could not have opened alone. For women entrepreneurs in particular, networking is often discussed as a usiness activity rather than a usiness

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asset. et the right connections can in uence everything from revenue gro th and mar et access to mentorship con dence and long term sustaina ility. he reality is that usinesses rarely gro in isolation. Relationships create access One of the iggest misconceptions a out net or ing is that it is simply a out collecting contacts. In reality meaningful net or ing is a out uilding trusted relationships that create access to information, opportunities and people. usiness gro th often happens through introductions. A potential client hears a out your usiness through a mutual connection. A supplier recommends you to a ne mar et. A mentor introduces you to someone ho can help solve a challenge you have een struggling ith for months.

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By Nicole Mirkin, Founder of AURA hese opportunities rarely appear through cold outreach alone. he strongest usiness net or s function as ecosystems here knowledge, expertise and opportunity circulate et een people ho trust one another. For entrepreneurs operating in highly competitive mar ets access can often e as valua le as capital. he on en e fa tor unning a usiness can e isolating. Many entrepreneurs carry the eight of decision ma ing nancial pressure and gro th e pectations ithout having a sounding oard to help them navigate uncertainty. Strong professional net or s create more than commercial opportunities. hey provide perspective. Connecting ith other usiness o ners allo s entrepreneurs to learn from shared

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experiences, avoid common mistakes and gain con dence during dif cult periods. Sometimes the most valua le outcome of a net or ing event is not a sale or a lead. It is discovering that another entrepreneur has faced the same challenge and found a ay through it. hose conversations uild resilience. hy wo en owne b sinesses bene t fro stron networ s omen entrepreneurs continue to play a signi cant role in South Africa’s economic development yet many still face arriers hen it comes to accessing funding procurement opportunities and esta lished usiness net or s. his is here intentional relationship uilding ecomes particularly po erful. Networks can provide access to decision ma ers industry e perts strategic partners and opportunities that might other ise remain out of reach. Importantly strong net or s also create visi ility. Many usiness opportunities are a arded ased on reputation and trust. People prefer to or ith usinesses they no understand and feel con dent recommending. isi ility ithin the right professional circles increases the li elihood of eing considered hen opportunities arise. r st is the real rren y he most effective net or ing is not transactional. People can immediately recognise hen someone enters a room loo ing only for sales opportunities. Genuine relationships are uilt differently. rust develops through consistency credi ility and a illingness to contri ute efore as ing for something in return. he strongest usiness relationships often egin ith a simple e change of ideas support or insight.

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Over time these interactions uild professional trust and trust ecomes one of the most valua le forms of usiness capital.

relationships that open doors ecause hen omen are given meaningful access to opportunity they do not simply participate in the economy they truly transform it.

hen people trust you they are more li ely to recommend you advocate for you and create opportunities on your ehalf.

hen large organisations invest in developing smaller usinesses they are not simply providing funding. hey are creating path ays into commercial net or s that can accelerate gro th and unloc opportunities that might ta e years to develop independently.

he role of entorshi Many entrepreneurs underestimate the value of connecting ith people ho are further along in their ourney. Mentors can provide guidance that shortens learning curves and helps usiness o ners avoid costly mista es.

Networks can provide access to decision-makers, industry experts, strategic partners and opportunities that might otherwise remain out of reach For omen entrepreneurs mentorship can e particularly impactful ecause it provides access to lived e perience and practical insights that cannot e learned from te t oo s or usiness courses alone. A single conversation ith the right mentor can change ho a usiness o ner approaches gro th leadership or decision ma ing. he ower of enter rise an s lier e elo ent One of the greatest misconceptions a out entrepreneurship is that funding alone determines success. In my e perience many omen entrepreneurs already possess the capa ility resilience and vision re uired to uild e ceptional usinesses. hat they often need is access. Access to decision ma ers procurement opportunities strategic mentors and esta lished corporate net or s. ffective S programmes provide e actly that. hey create the

For omen entrepreneurs this can e particularly valua le. Many continue to face challenges hen it comes to accessing esta lished usiness net or s securing contracts and uilding relationships ith larger organisations. S programmes can help ridge these gaps y creating direct connections et een emerging usinesses and e perienced corporate leaders procurement teams and industry e perts. he most successful S initiatives understand that gro th is not driven y funding alone. Capital may help a usiness survive ut relationships help a usiness scale. ntrepreneurs ho participate in strong S programmes often gain access to mentorship mar et insights operational guidance and commercial introductions that continue delivering value long after the programme itself has ended. In many cases the greatest ene t is not the initial support provided ut the long term relationships that emerge from it. A mentor may ecome a trusted adviser. A corporate partner may ecome a customer. A procurement introduction may open the door to an entirely ne mar et. hese connections create momentum. Importantly S programmes also help uild credi ility. eing associated ith respected organisations can strengthen a usiness’s reputation and increase con dence among prospective clients suppliers and investors. his trust

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NETW ORKING

attending every event or meeting as many people as possible. In reality, effective networking is far more intentional. Quality matters more than quantity. Entrepreneurs should focus on building relationships with people who share similar values, possess complementary expertise or operate within industries relevant to their growth ambitions. Networking should e approached as a long term investment rather than a short term strategy. The goal is not to leave an event with twenty business cards. The goal is to build relationships that continue long after the event ends.

often creates opportunities that extend well beyond the scope of the original programme. I have itnessed rst hand ho these opportunities and relationships can become catalysts for extraordinary growth. In our own business, the relationships we cultivated within the industry led to an opportunity to work with a global multinational technology company. That experience and credibility unlocked further opportunities with other multinational organisations, enabling us to grow our business sustainably, without any external funding, while creating new and meaningful job opportunities for others to oin our rm. This is why ESD really matters: when omen o ned usinesses are integrated into larger commercial ecosystems, the impact extends far beyond the founder herself because she will undoubtedly create more networks of opportunity that continue generating value over the long term. When women entrepreneurs gain access to the right rooms, relationships

As South Africa continues to focus on entrepreneurship as a driver of economic growth and job creation, ESD programmes have an increasingly important role to play and opportunities, they do not just build businesses, they build economies. As South Africa continues to focus on entrepreneurship as a driver of economic growth and job creation, ESD programmes have an increasingly important role to play. Their true value lies not only in supporting usinesses nancially ut in helping entrepreneurs become part of larger ecosystems where opportunity, knowledge and trust can o more freely. For many omen o ned usinesses that access can be transformative. Building a network with purpose Many people assume networking requires

Small connections can create si ni ant o t o es One conversation can lead to a new client. One introduction can lead to a partnership. One mentor can change the direction of a business. The challenge is that entrepreneurs rarely know which connection will become important in the future. That is hy relationship uilding remains one of the most valuable investments any business owner can make. hile strategy operations and nancial management remain critical to business success, relationships often determine how quickly opportunities emerge and how effectively businesses can seize them. For omen entrepreneurs uilding businesses in a rapidly changing economy, networking is not simply a professional skill. It is a growth strategy. The businesses that thrive in the future will not necessarily be those with the largest budgets. They will be those with the strongest ecosystems of trust, support and meaningful connections around them. Because in business, who you know is rarely enough. What truly matters is who knows you, trusts you and is willing to open a door when opportunity arrives.

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MEN T ORSH I P

M EN TO R SH IP F I R ST K NOW W HO YOU A RE

entorship is more than a or place initiative. It is a career strategy that transforms potential into progress. Mentorship has been the bridge between aspiration and achievement for many women, including myself. he right mentor doesn’t ust guide your path; they challenge your thinking, open doors you didn’t no e isted and remind you that you are capable of more. Over the years I’ve ene ted profoundly from mentors who saw beyond my current role and helped me see myself as a leader. ually I’ve atched omen I’ve mentored nd their voice ta e old steps and lead ith greater con dence. hese e periences have reinforced a simple truth — mentorship works hen it’s intentional. Before seeking a mentor, start with selfre ection. Kno ho you are hat you stand for and here you’re trying to go. A mentor can’t chart your path for you that clarity must come from within. Take the time to identify your growth areas, your ambitions, and the kind of support you truly need.

By Zandile Mposelwa

Once you have that clarity de ne your objectives. What do you hope to gain from mentorship Is it leadership development strategic exposure, or navigating complex workplace dynamics? When you can articulate your goals clearly, you increase your chances of connecting with the right mentor — someone whose experience aligns with your journey. When you approach a potential mentor, do so with intention and respect. A meaningful introduction could e I’ve followed your leadership journey and admire ho you’ve uilt teams and navigated gro th. I’m see ing guidance in developing those same capabilities.” Authenticity opens doors far faster than attery. And once the relationship begins, take ownership of your development. Come prepared for every discussion — bring your uestions updates and re ections. Mentorship isn’t a passive process it’s an active partnership. Show your mentor that you value their time by implementing their advice and sharing the outcomes. S AN A

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One of my most powerful lessons is that mentorship is reciprocal. While your mentor offers wisdom, you bring a fresh perspective, energy, and curiosity that eep the e change dynamic and ful lling. When both parties are learning, the relationship thrives. Finally, remember to pay it forward. As you grow, create space for another woman to rise. There is something deeply ful lling a out guiding someone through challenges you once faced. hat’s ho we build sustainable pipelines of women leaders — by lifting as we climb. Mentorship is not an act of generosity; it’s a deli erate strategy for gro th. It sharpens your perspective, strengthens your con dence and helps you step into leadership with purpose and clarity. When approached with preparation and accountability, mentorship becomes one of the most valuable career investments a woman can make — for herself and those who will come after her. ANK

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5 KEY L EADERSHIP SKIL L S

5 KEY LEADERSHIP SKILLS DRIVING INNOVATION, RESILIENCE AND SUSTAINABLE SUCCESS

By Dr Linda Meyer, MD, Rosebank College

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ntrepreneurship demands courage, strategic thinking, and an unwavering commitment to growth. For female entrepreneurs, these demands are often accompanied by additional challenges linked to historically male-dominated industries, access to networks, and societal expectations. However, these realities also create an opportunity for women leaders to develop distinctive leadership capabilities that drive innovation, resilience, and sustainable success. Several leadership skills are particularly important for women who are building and leading their own ventures. e elo in on en e an self belief Con dence and self elief form the foundation of effective leadership. Female entrepreneurs often face pressures that can sha e their con dence. eveloping a strong sense of self-belief empowers them to trust their judgement, take calculated risks, and make decisive strategic choices. Con dence does not emerge overnight it develops through preparation, competence, and experience. Entrepreneurs who invest in continuous learning, mentorship and re ection strengthen their a ility to ma e sound decisions and lead with authority. hen leaders demonstrate con dence in their vision and capabilities, they also inspire con dence among employees investors, and stakeholders. a i atin often ale o inate en iron ents Many industries, particularly in sectors such as nance technology and infrastructure remain predominantly male. Female entrepreneurs must learn to navigate these environments while staying authentic and maintaining professional authority, which fosters trust and reassurance. This requires a combination of strategic awareness and strong professional presence. Women leaders who are well-prepared, knowledgeable, and assertive can establish credibility and in uence. It is e ually important to recognise that leadership styles need not conform to traditional models. Inclusive

collaborative, and emotionally intelligent leadership approaches often strengthen organisational culture and contribute to long-term business performance. By remaining focused on competence, results and strategic impact, female entrepreneurs can successfully lead within environments that may initially appear challenging. il in resilien e an the ri ht in set Entrepreneurship is rarely a linear journey. Setbacks, uncertainty, and pressure are common. For female entrepreneurs, resilience becomes a vital strength that helps them persevere through challenges and stay focused on long-term goals, inspiring con dence in their persistence. Resilience involves more than simply enduring dif culties it re uires maintaining a constructive mindset that views challenges as opportunities for learning and growth. Leaders who cultivate resilience can remain composed under pressure, recover quickly from setbacks and guide their teams through periods of change. eveloping this mindset also involves building strong support structures, including mentors, advisors, and professional networks. These relationships provide valuable perspectives and encouragement during demanding periods. Stron inter ersonal an networ in s ills Successful entrepreneurship relies on strategic networking. Strong interpersonal and relationship-building skills enable female entrepreneurs to develop meaningful connections that support business growth, partnerships, and access to opportunities. Networking should be viewed as a strategic leadership activity rather than a transactional exercise. Effective leaders cultivate authentic connections, demonstrate genuine interest in others, and build trust over time. These relationships often open doors to collaboration, mentorship, and new markets. Equally important are interpersonal leadership skills within the organisation

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itself. Leaders who communicate clearly, listen actively, and create inclusive environments are better positioned to motivate teams and build high-performing organisations. a tability an a ility in a onstantly han in wor la e The modern business environment is characterised by rapid technological change, evolving market dynamics and shifting customer expectations. Female entrepreneurs must therefore develop a high degree of adaptability and organisational agility. Adaptive leaders remain open to new ideas, continuously evaluate emerging trends and are willing to adjust strategies when necessary. Agility enables businesses to respond effectively to disruption and to identify opportunities within changing circumstances. Entrepreneurs who foster a culture of learning and innovation within their organisations are particularly well positioned to thrive in dynamic environments. By encouraging experimentation and continuous improvement, leaders ensure that their businesses remain competitive and relevant. Female entrepreneurship continues to gro glo ally contri uting signi cantly to economic development, innovation, and social impact. While challenges remain, developing strong leadership skills equips women to navigate complex business landscapes ith con dence and strategic insight. new eneration of in l si e, forwar loo in b siness lea ershi Self-belief, resilience, adaptability, networking ability, and the capacity to lead effectively in diverse environments are essential not only for individual success but also for building organisations that are sustainable and impactful. As more women step into entrepreneurial leadership roles, these capabilities will continue to shape a new generation of inclusive, forward-looking business leadership.

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B USINESS L EADERSHIP

3 ANCHORS FOR AN AGILE BUSINESS PLAN CLARITY, CAPACITY AND COURAGE

omen leaders are no strangers to uncertainty. We lead teams, households, businesses, and communities often simultaneously - while navigating economic pressure, shifting markets, and personal responsibilities that rarely pause.

Yet many annual plans are built as if life and business will behave predictably. hey on’t. The most effective leaders today are not those with the most rigid plans, but those with the greatest agility - the ability to respond, recalibrate,

By Diana Rodrigues

and rise without losing sight of their long term vision. Agility is not a lack of structure. It is a different kind of strength. ro e lans to e ible Intentions Traditional planning often focuses on control:

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ed targets tight timelines and linear gro th e pectations. hile clarity remains important rigidity can uic ly ecome a lia ility hen circumstances change. Agile planning egins ith clear intentions rather than in e i le outcomes. Instead of as ing this year

hat must I achieve

As ho must I ecome to lead ell through hatever this year rings his shift changes everything. hen your plan is anchored in values priorities and capacity not ust num ers you create space to adapt ithout feeling li e you have failed. The three anchors of an agile 12-month plan o uild agility into your plan focus on three anchors clarity capacity and courage. 1. Clarity: Know what truly matters Agile leaders are ruthless a out priorities. Not everything deserves e ual energy. Clarify our top three usiness or leadership goals he values you refuse to compromise he non negotia les that protect your ell eing hen uncertainty arises these anchors help you decide hat to ad ust and hat to protect.

When your plan is anchored in values, priorities, and capacity - not just numbers, you create space to adapt without feeling like you have failed

2. Capacity: Plan with the human in mind omen leaders often overestimate hat they can sustain and underestimate the cost of constant resilience.

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recovery support and margin into your year is not ea ness it is strategic leadership. 3. Courage: Make room for recalibration Agility re uires the courage to pivot ithout shame. his may mean Changing a gro th target ede ning success Letting go of a strategy that no longer ts Strong leaders do not cling to plans that are rea ing them. hey listen learn and lead differently. Leading from the inside out In my or ith leaders and through my o n ourney documented in he Phoeni ithin A Practical Path hrough Life’s ardest Seasons one truth consistently emerges e ternal success is unsustaina le ithout internal alignment. Agile leadership is deeply personal. It as s Are my goals aligned ith ho I am no Am I leading from fear or from intention o my plans allo me to remain present grounded and decisive hen leaders uild plans that honour oth am ition and humanity they lead ith authenticity and others follo . ifferent e nition of s ess Success in uncertain times is not perfection. It is

esponsiveness isdom he a ility to rise recali rate and continue ithout losing yourself along the ay

rue agility honours capacity motional Mental Physical Financial

As omen leaders and entrepreneurs our greatest strength is not ho tightly e hold our plans ut ho consciously e lead through change.

Planning ithout ac no ledging e haustion leads to urnout not gro th. uilding

And that is the ind of leadership our future demands.

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RESIL IENCE

R E S I L I EN C E : HO W TO M OVE F RO M SU RVI VI N G T O TH R I V I NG

ncertainty has ecome part of modern leadership. Mar ets shift overnight teams face urnout and employees are e pected to adapt faster. As omen leaders many of us are carrying oth usiness pressures and the emotional responsi ility of helping people feel safe and motivated hen things feel unsta le.

move from surviving to thriving in times of uncertainty.

I have learned that resilient teams are not uilt during calm seasons. hey are uilt in the moments hen leaders choose transparency over perfection empathy over fear and adapta ility over control. hen your team trusts you uncertainty ecomes something you navigate together instead of something everyone fears alone. omen leaders can help their teams

uring dif cult periods your energy sets the tone. If you communicate panic your team ill a sor it. If you communicate honesty and steadiness people feel more capa le of handling change.

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Lead with calm, not certainty One of the iggest misconceptions a out leadership is that you must al ays have the ans ers. In reality teams respond etter to leaders ho stay grounded even hen outcomes are unclear.

I remem er leading a team through a period of restructuring here everyone orried a out their future. Instead of

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Eleanor Hecks, Editor-in-Chief of Designerly Magazine

pretending everything as ne e created ee ly chec ins here people could as uestions openly. I did not al ays have complete ans ers. o ever I made sure they ne e ould navigate challenges together. hat consistency uilt trust far more effectively than forced optimism ever could. esilient leadership often loo s less li e perfection and more li e emotional steadiness. Create psychological safety One of the most po erful things you can do as a leader is create an environment here your team feels safe spea ing honestly. Psychological safety means employees no they can share concerns challenge ideas and admit mista es ithout fear of humiliation.

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R ESI LI E NCE

Teams facing uncertainty often stay silent out of fear of being seen as negative or resistant. As a leader, you can shift that culture by actively inviting feedback and listening without defensiveness. The need for this kind of leadership is growing. According to a recent workplace survey, only 31% of U.S. employees reported being actively engaged at work in 2025. When employees feel uncertain, engagement naturally suffers. Leaders who create an emotionally safe environment are far more likely to build resilience within their teams. Simple habits make a big difference: • Ask quieter team members for their perspective. • Normalize learning from mistakes. • Reward initiative, not just outcomes. • Encourage collaboration instead of competition. Communicate more than you think you need to In uncertain times, silence creates anxiety. When communication disappears, employees often ll in the lan s ith worst-case scenarios. Strong leaders communicate consistently, even when there are no major updates to share. Frequent communication reassures teams that they are not being left in the dark. That does not mean overwhelming people with endless meetings. It means being intentional about clarity. Share what you know, what you are still guring out and hat the ne t steps look like. Repeating key messages is also important because people absorb information differently during stressful periods.

One lesson I learned early in leadership is that your team does not expect you to know everything, but they do expect honesty. Invest in leadership development Even experienced leaders need support during periods of transformation. Seeking outside training or guidance is not a weakness. It is often one of the smartest investments a business can make. Today, there are various courses speci cally designed for leading teams through change. For example, he Center for Leadership Studies’ Situational Change Leadership™ course equips leaders to guide teams through transition by adjusting leadership styles based on team readiness and strengthening alignment and communication, while Dale Carnegie’s Leadership raining for Managers focuses on improving interpersonal skills, teamwork and change management. Programmes like these guide leaders in strengthening communication and improving management skills.

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more stress for themselves and their teams. Instead, resilient teams are built when leaders empower people to adapt, experiment and problem-solve independently. Women leaders are often exceptionally skilled at collaborative leadership, which becomes a major advantage during uncertain periods. Teams tend to perform better when employees feel included in decisions rather than managed through fear. Adaptability also means recognising when old systems are no longer working. Sometimes resilience comes from letting go of processes that no longer serve your people. This factor matters because workplace engagement continues to decline globally. Gallup found that employee engagement dropped 20% in 2025, to the lowest level recorded since 2020, costing about $10-trillion in lost productivity. In uncertain environments, leaders ho encourage e i ility trust and adaptability have more chances to keep teams motivated and connected.

What makes curriculums like these valuable is not just strategy, but the outside perspective they provide. Sometimes leaders need frameworks to better understand both their own ehaviors and their teams’ emotional needs. Strong leadership is rarely instinct alone. It is a skill that grows through learning and re ection.

Remember that resilience starts with you Your team watches how you handle stress, boundaries and recovery. When you model healthy leadership habits, you give others permission to do the same. That may mean taking breaks, delegating more effectively or admitting when you need support yourself.

Focus on adaptability instead of control Thriving in times of uncertainty re uires e i ility. Leaders ho try to control every variable often create

Resilience is about showing your team that challenges can be faced with courage, adaptability and humanity. And in uncertain times, that kind of leadership matters more than ever.

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TIPS AND ADVI C E

STAR TING A B USINESS

START I N G A ND G R OWI N G A BU SI N ES S L E S S O N S L EARN E D

ntrepreneurship is often framed as a story of growth, opportunity and success. Those moments are real, but in my experience, the journey has been shaped just as much by uncertainty, steep learning curves and personal transformation. hen I re ect on hat has sustained my business over the years, three lessons stand out. They are lessons I wish I had understood earlier and lessons I hope will encourage other women building businesses of their own.

1. A small number of relationships can open big doors One of the most important lessons I learned as an entrepreneur is that you do not need an extensive network to build a sustainable business. In my case, fewer than ten key relationships opened the door to most of the clients and opportunities that sustained the business over the years. These were not always clients. More often, they were people who knew my work, trusted my capabilities and were willing to make introductions, recommend

Annelies Nel, CA(SA), Master Coach

me or advocate for me when opportunities arose. Time and again, those relationships created access to organisations and decision-makers I would not have reached on my own. There were seasons when the future felt uncertain and I wondered where the next opportunity would come from. More often than not, new work emerged because someone believed in me enough to make a connection, share my name or open the door to a conversation. Those few relationships became a powerful multiplier, creating opportunities far beyond their number.

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S TA R T I N G A B U SI NE SS

Looking back, I realise I spent less time building a large network and more time building trust. Every project became an opportunity to strengthen my reputation and deepen relationships that could lead to future work. My advice to other women entrepreneurs is this: focus on cultivating genuine, trusted relationships rather than simply expanding your contact list. A small group of people who truly understand your value and are willing to advocate for you can have a far greater impact than hundreds of super cial connections. Business is built on trust, and trust often becomes the bridge to opportunity.

Over time, I realised that if I wanted my business to grow, I needed to invest in systems as deliberately as I invested in delivering excellent work. Creating repeatable processes, strengthening nancial discipline and building operational structure became just as important as serving clients. For many small businesses, this is where sustainability is won or lost. For women entrepreneurs, this is a critical lesson: your expertise may win the opportunity, but your systems determine whether you can sustain and scale it.

2. Your expertise may start the business, but systems keep it running Like many entrepreneurs, I started my business because I was skilled in my eld. hat I as not prepared for as the reality that expertise and business ownership are two very different things.

3. Knowing yourself as an entrepreneur matters as much as being a specialist The most profound lesson I have learned has little to do with business mechanics and everything to do with self-awareness and inner resilience. Before becoming an entrepreneur, I knew who I was as a professional.

I quickly found myself competing with organisations that had established systems operational processes nance teams, marketing support and years of organisational maturity behind them. Meanwhile, I was trying to build all of that while still delivering client work.

I understood my expertise, my uali cations and my a ility to perform within an organisation. Entrepreneurship challenged me to understand something much deeper: who I was when there was no organisational structure around me.

My days were focused on client delivery; my evenings ere spent guring out contracts invoicing cash o pricing proposals and business processes. At times, it felt as though I was building the plane hile ying it.

hen you o n a usiness every decision carries weight. There is no one else to absorb the uncertainty, make the dif cult calls or ta e responsi ility for the outcomes. I discovered strengths I did not know I had, particularly resilience and adaptability. I also uncovered areas where I needed support, growth and greater self-awareness. At times, I had to confront my own fears around risk, con dence and decision ma ing.

hat made it even more challenging was that many of my clients were sophisticated organisations with well-developed systems and high expectations. They expected professionalism and ef ciency from day one, while I was still learning how to build the infrastructure needed to support my expertise.

One of the most important shifts for me was recognising that being an expert did not automatically make me an

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entrepreneur. Entrepreneurship required me to understand how I responded under pressure, what motivated me, where I added the most value and when I needed help or collaboration. The more deeply I understood myself, the better decisions I made for my business. Instead of trying to build a business around other people’s e pectations I egan building one that aligned with my strengths, values and purpose. For women entrepreneurs, self-awareness is not a luxury; it is a necessity. The better you know yourself, the better equipped you are to navigate the inevitable challenges of business ownership. Final thoughts If entrepreneurship has taught me one thing, it is that success is rarely built alone. It is built through trusted relationships that create opportunity, through systems that turn expertise into a sustainable business, and through the courage to understand yourself beyond your professional identity. My business was sustained by a small circle of people who believed in me. It grew because I learned that expertise needs structure. And it continues to evolve because entrepreneurship has required me to know myself more deeply than any corporate role I held before. To every woman building a business: nurture your relationships, strengthen your systems and invest in understanding yourself. Those three things may not make headlines, but they are often the difference between surviving and thriving.

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INTEGRATED INTEL L IGENC E

or decades, leadership as narro ly de ned. Performance meant pro t. Strength meant certainty. Intelligence meant logic. Success meant delivery at all costs. Women leaders are quietly — and now visibly — changing that narrative. Across industries and geographies, women are reshaping what effective leadership looks like by leading with integrated intelligence: the ability to draw simultaneously on mind, heart, courage, wisdom, relationships, and action. his shift is not soft. It is strategic. And it is proving to e one of the most powerful drivers of inclusive, sustainable, high-performing organisations.

LEADERSHIP INTELLIGENCES L E A D I N G SE LF, P E OPL E AN D P E R F O RMA N CE

My work with leaders over many years led me to articulate what I call the 13 Leadership Intelligences — a frame or that re ects ho women, in particular, lead holistically across four critical dimensions: leading self, leading people, leading for ard and leading performance. ogether these intelligences e plain why women leaders are having such a profound impact on company culture and results. Leading self: The inner architecture of sustainable leadership Sustainable businesses are built by leaders who are sustainable themselves. omen leaders tend to invest deeply in Inner Leadership Intelligence — not as an abstract ideal, ut as a daily practice. • •

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IQ (Mind) ensures clarity of thin ing and sound udgement. EQ (Emotion) enables emotional literacy, self-regulation, and empathy. HQ (Heart & values) anchors decisions in ethics, purpose, and humanity.

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•

PQ (Personality & character) re ects authenticity integrity and consistency. ( isdom) integrates e perience re ection and long term perspective.

leaders tend to invite contri ution rather than command compliance.

In uncertain and volatile environments this inner architecture matters. Leaders ho are self a are values led and emotionally intelligent ma e etter decisions under pressure. hey are less reactive more grounded and more trusted.

he usiness impact is signi cant. Inclusive teams are more innovative ma e etter decisions and adapt faster to change. hen people feel safe to spea up organisations gain access to collective intelligence a competitive advantage no algorithm can replicate.

•

Research consistently shows that organisations ith high trust cultures outperform those ithout them. omen leaders contri ute directly to this y modelling congruence ho they are hat they say and ho they act are aligned. his creates psychological safety hich is no recognised as one of the strongest predictors of team performance. Leading people: Inclusion as a strategic advantage Inclusion is not a diversity initiative it is a leadership capa ility. omen leaders often excel in Relational and Social Leadership Intelligences hich shape culture at its deepest level •

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C (Conversation intelligence) the a ility to listen as po erful uestions and create meaning through dialogue. S (Social intelligence) a areness of group dynamics po er and elonging. ( elationship intelligence) the capacity to uild trust repair rupture and sustain connection. IC (Intercultural intelligence) navigating difference ith curiosity respect and competence.

hese intelligences directly in uence engagement retention and colla oration. In inclusive cultures people feel seen and heard not managed or marginalised. omen

hey create spaces here different voices can emerge particularly those historically e cluded.

Leading forward: Vision with courage and imagination here omen leaders truly shift the future is in ho they lead for ard. •

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( ision intelligence) allo s leaders to see eyond immediate results to long term value sustaina ility and impact. ( oldness intelligence) provides the courage to challenge outdated systems spea truth to po er and ta e principled ris s.

omen leaders are increasingly rede ning success to include social impact environmental responsi ility and human ell eing not as trade offs ut as drivers of enduring value. ision hen grounded in purpose mo ilises people far more effectively than targets alone. oldness in this conte t is not ravado. It is moral courage. It is the illingness to as uncomforta le uestions to redesign systems that no longer serve and to lead transformation ith oth strength and compassion. Leading performance: Execution that delivers results he myth that omen leaders are strong on people ut ea on performance is ust that a myth.

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Performance e cellence emerges hen insight is translated into disciplined action. Women leaders ring this to life through Performance Leadership Intelligences •

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A (Applied intelligence) turning strategy into e ecution aligning systems priorities and resources. ( as e pertise intelligence) credi ility competence and attention to detail. When performance is rooted in clarity accounta ility and purpose results follo . omen leaders often focus not ust on hat must e delivered ut ho it is delivered ensuring sustaina ility rather than urnout.

his approach drives long term pro ta ility. Organisations led ith integrated intelligence e perience lo er attrition higher engagement stronger employer rands and more resilient performance over time. The leadership shift businesses can no longer ignore he future of leadership is not a out choosing et een empathy and e ecution inclusion and results humanity and performance. It is a out integration. omen leaders are demonstrating that holistic leadership is not a ea ness it is the ne strategic advantage. he Leadership Intelligences offer a lueprint for the ind of leadership today’s comple orld demands leadership that is self a are relational visionary old and results driven. Leadership that uilds cultures here people thrive and organisations endure. As usinesses face unprecedented disruption the uestion is no longer hether omen’s leadership styles elong at the ta le ut hether organisations can afford to lead ithout them.

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TIPS AND ADVI C E

EMOTIONAL INTEL L IGENCE STRAT EG I ES

SUCCEEDING AT NEGOTIATIONS 5 KEY EM O T I ON A L I NT EL L I G EN CE ST RAT E GI E S Yael Geffen, CEO of Lew Geffen Sotheby’s International Realty 230 STANDAR D BANK TO P W O M EN LEADE R S

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EMO T I O N A L I N T EL L I GEN C E S T RATE G I E S

hen we enter into a negotiation hat’s naturally foremost in our minds is hat e want to achieve, what is important to us and ho our internal sta eholders ill react to the outcome ut focusing solely on our o n agendas ill almost al ays e counter intuitive. All too often the patriarchal system regarded negotiation as a attle of ills a deadloc et een t o aggressors here the rst one to lin loses and although there ill often e one party ho compromises more this style of negotiation seldom results in t o inners ho oth feel satis ed hen they leave the ta le. hat’s generally lac ing in these scenarios is a higher level of emotional intelligence hich is an essential leadership uality and invalua le in negotiations as it helps negotiators to etter gauge and assess the needs and motivations of those around them. And as omen are li ely to possess high emotional intelligence uotients this ma es having a oman at the negotiation ta le crucial to a favoura le outcome. he ve most important components of emotional intelligence in negotiation are: Self-awareness his is the a ility to not only understand your o n mood and emotions ut also ho they affect other people hich helps a negotiator to realistically assess a negotiation situation. omen are generally e pected to e press their emotions more freely than men in society therefore ma ing them more self a are. Self-regulation Self regulation allo s a person to etter control their responses and ehaviours hich ena les them to e regarded as more trust orthy hich is crucial in negotiation.

Internal motivation nli e e ternal motivation hich focuses on re ards such as recognition money and stature internal motivation refers to the values and passions that drive us to etter ourselves. Empathy omen are generally empathetic and are therefore etter a le to understand the positions of other people and uild relationships ased upon a common understanding. mpathy is also empo ering ecause if you can understand the emotions and perceptions that are driving someone’s actions then you’re more e uipped to in uence their ehaviour in an organic and lasting ay. Social skills In a negotiation social s ills can help you esta lish rapport dra insight from your environment ease tension pic up on other nonver al cues and even add an element of humour which ill diffuse tense moments and smooth the ay for ard. omen are also sensitive to peer feed ac and in negotiations it’s critical to listen and understand feed ac in order to nd a solution that ene ts oth parties. If you’re not listening to the other party and ta ing their positions seriously you’re often engaged in a stand off rather than a negotiation. hat said it can e tric y to understand ust hat is e pected of us around the negotiation ta le as e don’t ant to come across as too emotional ea or a push over ut if e stic to the follo ing rules e have every chance of success .

Never s ip the small tal this esta lishes rapport from the get go and puts all parties at ease. And people ho have the emotional intelligence to e patient

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and develop a rapport over inconse uential matters are far more li ely to get hat they ant. ry to visualise the other side’s emotional motivations ta e the time to thin a out and anticipate hat the other parties ould li e to see as an outcome and then imagine what their emotional motivation for wanting that outcome might e. ou no hat has brought you together, but people are also often motivated emotionally for instance y a desire to feel li e their suggestions are ta en seriously. se the rst person plural herever possi le use e’ instead of I’ as this highlights what you have in common, signalling to the other side that there are areas of agreement and that you can envision a future or ing together. etermine if the other side can actually reach an agreement negotiations often fall apart ecause one side is only there to tal ut doesn’t actually have the authority to reach an agreement. Such time asting is li ely to cause animosity and unnecessarily damage the relationship.

motional cues are often su tle particularly hen the social conte t ma es them dif cult to convey e plicitly yet effective negotiation very much depends on recognising and managing non ver al cues and personal and social iases in order to develop trust. At the end of the day you don’t get hat you deserve you get hat you negotiate and if there is a oman at your ta le chances are you’ll achieve ust that.

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LEADERSHIP AND FOSTERING A SUPPORTIVE WORKPLACE MENTAL HEALTH CULTURE WHERE EMPLOYEES CAN THRIVE By Eleanor Hecks

uilding a mentally healthy workplace is about creating an environment where people feel supported, respected and able to do their best work, even during challenging seasons.

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As leaders e set the tone. I’ve learned that the way we respond to pressure, communicate with our teams and prioritise well-being shapes the culture more than any policy ever could. People pay attention to what we model, not just what we say. If you want mental wellness to become part of your company’s NA it needs

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to be woven into everyday leadership decisions rather than treated as a separate initiative. Start by making psychological safety the standard One of the biggest shifts I made as a leader was becoming more intentional about creating space for honest conversations. Instead of assuming everyone was coping, I started asking

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W E LLB E I NG

simple questions during one-on-one meetings like “How are you really doing?” and “Is there anything making work harder than it needs to be?” Not every employee opened up immediately, and that was okay. Over time, consistency built trust. Team members became more comfortable sharing concerns before they became bigger problems. Psychological safety means creating an environment where people can ask questions, admit mistakes and share ideas without fearing embarrassment or punishment. When people feel emotionally safe, they’re more engaged colla orative and resilient. Lead by example, not by expectation Many leaders unintentionally reward unhealthy work habits by praising constant availability or celebrating people who never seem to switch off. I’ve caught myself sending emails late at night simply because it suited my schedule. Even without expecting an immediate reply, I realised the message it sent. If I wanted my team to establish healthy boundaries, I needed to demonstrate them myself. That meant scheduling emails for the next morning, taking annual leave without apologising for it and talking openly about the importance of rest. These small actions showed my team that ell eing asn’t something they had to earn after working themselves to exhaustion. Culture is built through repeated behaviours, especially those demonstrated by leadership. Recognise that uncertainty affects everyone oday’s or places operate in a rapidly changing world. Economic shifts, technological advances and evolving employee expectations all contribute to increased stress. In fact, uncertainty was the dominant theme of 2025. That statement resonates because many leaders are navigating constant change while trying to support their teams. During uncertain periods, I communicate

more frequently rather than waiting until all the answers are available. Even saying ere’s hat e no today and here’s hat e’re still or ing through,” helps reduce unnecessary an iety. People don’t e pect leaders to have every solution. They appreciate transparency, honesty and consistency. Equip managers to support mental wellness A company’s culture often depends more on frontline managers than on e ecutive leadership. Managers don’t need to become therapists, but they should know how to recognise signs that someone may be struggling, respond with empathy and connect employees with available support. One lesson I’ve learned is that good intentions aren’t al ays enough. e need to equip managers with practical communication skills, guidance on reasonable workplace adjustments and con dence to have dif cult conversations respectfully. When managers feel prepared, employees are more likely to feel supported. Celebrate sustainable success It’s easy to cele rate long hours and heroic efforts, especially during busy periods. But if those moments become the norm urnout often follo s. I’ve started recognising different kinds of wins: effective collaboration, thoughtful problem-solving, healthy delegation and teams that deliver excellent results ithout sacri cing their ell eing. Celebrating sustainable performance sends an important message that success isn’t measured y e haustion. It also reminds people that looking after themselves isn’t separate from high performance. It’s one of the reasons high performance becomes possible over the long term. Make well-being part of everyday conversations Mental ellness shouldn’t only come up after someone is struggling. Build regular check-ins into team meetings

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and one-to-ones, and ask simple uestions a out or load or stress. I’ve found these conversations often uncover practical ways to improve the day-to-day experience before small issues become bigger ones. Research highlights a disconnect across organisational levels. While 85% of executives and senior leaders say they are living their purpose at work, only 15% of frontline managers and employees say they feel the same. Regular, open dialogue helps bridge that gap by turning your values into everyday actions rather than words on a page. Keep listening and adapting Building a mentally healthy workplace isn’t something you complete once and move on from. Teams evolve, businesses grow and employee needs change. hat’s hy regular feed ac matters. Anonymous surveys, listening sessions and informal conversations all provide useful insight into hat’s or ing and where improvements are needed. Some of the est ideas e’ve implemented have come directly from employees. Flexible meeting schedules, protected focus time and clearer communication guidelines all started as suggestions from the team itself. When employees see their feedback leading to meaningful change, trust grows even stronger. A healthier workplace starts with leadership Mental wellness is a leadership responsibility. Every conversation, decision and daily interaction contributes to the culture you’re creating. hile no workplace will ever be completely stressfree leaders have tremendous in uence over whether people feel valued, supported and able to thrive. I’ve learned that uilding a culture of mental ellness doesn’t re uire perfection. It requires consistency, empathy and a willingness to keep learning alongside your team. When leaders prioritise people as much as performance, they create workplaces here oth can ourish.

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TIPS AND ADV ICE

B USINESS AND FRANC HISING

FRANCHISING A POSSIBLE PATH TO OWNING YOUR OWN BUSINESS

he rise of female entrepreneurship is reshaping the business and franchising landscapes. Although full equality remains elusive, women are steadily claiming their place as leaders. Data from Bizee (formerly IncFile) highlights that women-owned

businesses in the U.S. have risen by 114% over two decades. Additionally, female entrepreneurship growth outpaces men by 22% annually. The World Bank reports that globally, a third of businesses are female-owned, with this share rising in middle- and high-income countries. In the U.S., 31% of small businesses and franchises are female-owned.

By Janet Gericke

Genevieve Allen, Founder of Club Engage, notes that women often leave corporate o s due to limited e i ility and hierarchical barriers. “Owning your business gives you control over your time and destiny,” she says. The Franchise Association of South Africa (FASA) 2023 database shows a 43% increase in franchise systems since 2019, opening more opportunities for women.

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BUS I N ES S A N D FR A N CH I SI NG

Allen emphasises growth potential in sectors like childcare, education, and training, which currently account for 7% of the franchise market. Despite progress, only 30% of franchisors are omen a gure unchanged since 2019. However, women hold 29% of top management roles in South Africa, surpassing the global average. Franchising offers an appealing model for women, with 89% of franchisees rea ing even ithin their rst year well above the average timeline for new businesses. Allen believes women thrive in franchises when they leverage their strengths in leadership, business development, and effective delegation. FASA’s report highlights increasing franchise ownership among previously disadvantaged groups: 32% African, 10% Indian, and 9% Coloured ownership. Though gaps remain, particularly in funding, women are steadily driving innovation and sustainability. Lucette Kanyama, a Club Engage franchisee, shares that her maternal instincts positively impact her business, though she faces unique challenges, such as assumptions about offering services for free. Such perceptions underscore the resilience and professionalism required of women entrepreneurs. Sasha-Lee de Bod Smith, Director at Franchising Plus, stresses that franchising thrives on adaptability. “Good franchisors rely on entrepreneurial air to overcome challenges,” she says. Franchising provides proven models and brand recognition, offering a relatively low-risk path for women. Organisations like the Public Investment Corporation (PIC) are committed to increasing funding for women-led businesses and fostering executive-level

inclusion. Women now lead about a quarter of businesses in Africa, playing a crucial role in driving economic growth and innovation.

Franchising offers an appealing model for women, with 89% of franchisees breaking even within their first year

Allen concludes, “Representation matters. Once successful examples are in place, perceptions shift, paving the way for more women to thrive.”

South Africa’s franchise industry is highly developed, with popular brands spanning fast food, retail, beauty, and business services. Major examples include homegrown success stories like Pick n Pay, and Spur Steak Ranches alongside glo al giants li e Mc onald’s. The South African franchise landscape offers diverse opportunities depending on your budget and sector focus: 1.

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Fast Food & Quick Service Restaurants (QSR) This is the most dominant sector in South Africa, as local consumer demand remains resilient. Homegrown Brands: Debonairs Pizza and Steers (both under the Famous Brands umbrella), and global powerhouses like KFC. Investment Range: Varies signi cantly y location and rand with setup costs typically starting at R2.5 million for Wimpy and often exceeding R10 million for hightraf c KFC locations. Retail & Grocery Grocery and convenience retail franchises offer stable, recurring revenue, making them among the safest long-term investments. Examples: SPAR and the Pick n Pay Franchise Division. Investment Range: Costs vary heavily depending on whether you are opening a small convenience store or a full supermarket.

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Health, Beauty & Wellness Service ased franchises ene t from strong customer loyalty and repeat business. Examples: Sorbet (including Sorbet Salons and Sorbet Man) and Beauty Express. Investment Range: Usually more affordable than food, requiring an initial investment between R450,000 and R2 million. Business, Courier & Printing Services Driven by the e-commerce boom and the need for business outsourcing, these franchises require lower overhead and fewer staff. Examples: PostNet and InXpress Investment Range: Generally an entry-to-mid level investment, costing between R850,000 and R1.1 million for a PostNet. Education & Tutoring Parents in South Africa highly prioriti e their children’s education, making this sector notably resilient during tough economic times. Examples: Kumon and Master Maths. Investment Range: Tends to be highly accessible with lower entry costs compared to quick service restaurants.

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22-23

SANDTON CONVENTION CENTRE, JOHANNESBURG

SEPT

2025

POST EVENT REPORT

2025

EMPOWERING TOP WOMEN IN

Africa

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Welcဩe Note

RALF FLETCHER CEO of Topco Media

Each year, the Standard Bank Top Women onference offer a o en o re ec on how far we’ve come in advancing gender empowerment – and the work that still lies ahead. What began as a “women’s issue” has become widely recognised as a key driver of growth, diversity, resilience, and innovation across every sector of society. Our mission remains clear: to amplify the voices of women leaders and to support organisations that are breaking barriers and building a more inclusive economy. Today, we are proud to be Africa’s most dynamic and fastest-growing platform for women who lead. For over 12 years, Standard Bank has been at the heart of this movement, helping us grow a powerful nationwide network of Top Gender Empowered Companies and trailblazing women entrepreneurs. By empowering women, we are not only accelerating Africa’s growth but also shaping a more equitable and sustainable future. This year, our theme is “Her Power. Africa’s re re ec o r e ief a en o en rise, Africa rises – and that empowering women is central to unlocking the continent’s full potential. We are proud to introduce new tools that make this event a catalyst for growth: from Expresso, our live networking platform helping delegates connect and collaborate in real time, to business matchmaking designed to help female entrepreneurs access markets and build strategic partnerships. In addition, through our partnership with Hopin, we are thrilled to welcome over 50,000 past attendees of our online conferences into the virtual experience, enabling women across Africa and beyond to network, learn, and exchange ideas without borders. In 2025, our reach extends far beyond the physical event. Whether in Johannesburg or online, our goal is to ensure that this conference

is not only a space for inspiration but also a practical platform for collaboration and business growth. One insight remains constant: the most successful women lift as they rise. Organisations that embrace gender empowerment consistently o§utperform their peers, and men who mentor, advocate for, and invest in women remain vital allies in the journey toward true parity. The Standard Bank Top Women Conference 2025 is more than an event – it is a catalyst for actionable insights, meaningful conversations, powerful connections, and real opportunities to create lasting impact in your career, company, and community. We are proud to walk this journey alongside a coalition of leaders, including Standard Bank, Topco Media, and our partners, all committed to driving gender empowerment and sustainable economic growth. Over the next two days, we invite you to engage, connect, and be inspired. Let us challenge assumptions, push boundaries, and support one another on the shared path toward equality, sustainability, and opportunity. Welcome to the Standard Bank Top Women Conference 2025. We are honoured to have you with us.

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Elevating Perspectives: Our Speaker Lineup

Visionaries and Trailblazers Leading the Conversation at the Standard Bank Top Women Conference

Dr. Nomusa Dube-Ncube Deputy Minister of Higher Education and Training

Simone Cooper

Head, Business and Commercial Banking South Africa, Standard Bank Group

Hon. Mmapaseka Letsike Deputy Minister of Women, Youth, and Persons with Disabilities

Kaone Lekalake

Executive Vice President, Client Coverage, Corporate and Investment Banking, KwaZulu Natal, Standard Bank Group

Lisel Engelbrecht CIO SA: Data, Analytics & AI at Standard Bank Group

Jenine Zachar

Head Value Propositions & Client Experience; Business & Commercial Banking SA

Naledzani Mosomane

Head Enterprise and Supplier Development, Business and Commercial Banking, Standard Bank South Africa

Lindi Monyae

ive

ead, or ora e eneﬁ , i er Group South Africa

Rachel Kolisi Co-Founder, Kolisi Foundation

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EMPOWERING Top Wဩen in Africa

Dr Urishanie Govender

Nolo Thobejane

Summer Clifford Kotzé

Reshni Singh

Charlotte Kepadisa

Akhona Qengqe

ief

aina i i Ofﬁcer, ar on Go d

CEO, BPESA

Sall

hlanhla

Sa ree illa ine erc an

re and Africa

Managing Executive/ Big Data, AI &RPA, Vodacom

O, e ind e earnin

rinci e

ief eo e, r o e Ofﬁcer,

Natasha Perold

ine

eve o er, rand A a ador, o Africa e i ina i

Disa Mpande ead,

irec or, enna

Genera

ifford

ana er,

Africa

Ntokozo Maseko

di or n

ief, o Africa

e or

Philippa Feher ead of

ar e in ,

rice

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Bron

n brahams

Manager: Western Cape, merSETA

Jackie Motsepe

COO, KwaZulu-Natal Tourism And Film Authority

hona Ma alima

Kume Luvhani

Noelene Kotschan

Sundrie Naidoo

Chriss D be

Co-Founder & Executive Director, Vaxowave

Head of People, Discovery Vitality

CEO & Founder, Pink Drive

Chief Stakeholders, Projects & Advocacy Ofﬁcer, Good Governance Africa

Zandile Mkwanazi

Mia De Lange

Founder, SheRef Her Legacy Foundation

CEO, GirlCode

General Manager, Guerbet South Africa

Pareen Rogers

ebo etsoalo

Executive/ Employment, ENS

Global Supply Chain Coach

Mmanaledi

Matabo e Mashetla News Editor, ENCA

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EMPOWERING Top Wဩen in Africa

Adv Nthabiseng Sepanya Mogale Chairperson, Commission For Gender Equality

Zanele Gigaba

Transformation Manager, South African Insurance Association

Caroline Nhlane

Eteboheng Llale

Dr Sarah Babb

Antoinette Roberts

Head of Communications, Enel Green Power South Africa

Co-Founder and MD of Stimm

Vice President Finance, Merchants

CEO, Bridging & Associates

Takalani Netshitenzhe

Mpho Letlape

Kirtida Bhana

Director External and Regulatory Affairs & Chairperson/ Vodacom Foundation, Vodacom South Africa

HR Executive, South African Airways

Head of the Academy for Learning and Development, Plastics SA Join the #SBTopWomen family and be part of the movement! Whether it’s through our Conferences, Awards, or Publications, we celebrate trailblazing leaders and organisations making an impact. Scan the QR code below to connect with us on social media and stay updated on the latest news,

insights, and success stories.

Keﬁlwe Mabote Entrepreneur and Digital Content Creator

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Fatima Collins

Project Manager for women in mining, Sibanye-Stillwater

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O U R

P H E N O M E N A L

SPONSORS & PARTNERS We extend our gratitude to our esteemed sponsors and partners for their invaluable support in making the conference a resounding success

MIGRAINE WELLNESS CLINIC

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EMPOWERING Top Wဩen in Africa

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The Conference IN NUMBERS: 1,082

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23 SHOWCASE

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SPEAKERS

60 DELEGATES

VIRTUAL DELEGATES

4,459

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EMPOWERING Top Wဩen in Africa

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7 COMPETITIONS ACTIVATIONS

VOLUNTEERS

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B-BBEE Transformation towards an Equitable South Africa B-BBEE specialist organisation focused on serving your business needs

Scan the QR code for more information on Morar Incorporated

I ndex 2026 PRIMARY R E S OUR CE S C OA L Inayo Mining (Pty) Ltd Thungela Resources Limited

G O L D M I NING AngloGold Ashanti Limited DRD Gold Limited Gold Fields Limited Harmony Gold Mining Company Limited

AngloGold Ashanti Limited

Senwes Limited

Bahlaping Mash Trading

Servicios Empresariales Holdings (Pty) Ltd

EBJ Holdings (Pty) Ltd

TWK Agri

Exxaro Resources Limited

VKB Group

Fraser Alexander (Pty) Ltd

OI L GAS & I NTEGRATED

Hope 1978 Kumba Iron Ore Limited KwaNgwane Holdings (Pty) Ltd MEGA Nungu Diamonds (Pty) Ltd Palabora Copper (Pty) Ltd

P L AT INUM

Sibanye Stillwater Limited

Impala Platinum Holdings Limited

South32 Limited

Northam Platinum Holdings Limited

Stenda Group (Pty) Ltd

Valterra Platinum

Tailing Technology (Pty) Ltd

OT H E R M I NE RAL E XTR ACTOR S & M INES

The Particle Group (Pty) Ltd

Kumba Iron Ore Limited Women of Africa Fuels & Oils cc

G E NE R AL M INING

AG RICU LTU RE AGR-Smart Tech KAL Group Limited Omnia Holdings Limited

Anglo American South Africa Limited

248 STANDARD BANK TO P W O M EN LEADERS

BP Southern Africa (Pty) Ltd Caltex Gateway (Pty) Ltd Engen Petroleum Limited ISOL Petroleum (Pty) Ltd KZN Oils (Pty) Ltd Mazondo Gas My Fuel Orders New Dawn Energy Petroleum Agency SA Petroleum, Oil and Gas Corporation of South Africa (PetroSA) Puregas (Pty) Ltd Strategic Fuel Fund (SOC) Ltd Transnet Pipelines (Pty) Ltd WOA Fuels and Oils CC Women of Africa Fuels & Oils CC

INDEX

SECONDARY

Grinaker-LTA (Pty) Ltd

KS Projects (Pty) Ltd

Kopano Business Services CC

Lion Match Products (Pty) Ltd

Kopano Ke Lesedi

Multineed Trading (Pty) Ltd

Raubex Group Limited

Nyamezela Group (Pty) Ltd

SE Holdings

Pamodzi Unique Engineering (Pty) Ltd

CH E M I CAL S & SPE CIAL IT Y

SIZO Projects (Pty) Ltd

PepsiCo South Africa

AECI Limited

Sue Phalane Trading and Projects (Pty) Ltd

Procter & Gamble Sub-Saharan Africa

Sasol Limited

Tailor Made Trading & Projects (Pty) Ltd

Quality Crates (Pty) Ltd

CH E M I CAL S M ANUFACTURING

VEA Road Maintenance and Civils (Pty) Ltd

Reapsew (Pty) Ltd

Zingezethu Construction

The SteelXperts (Pty) Ltd

Riverside Sustainable Solutions

Lumoss Mouldings (Pty) Ltd

BASIC I ND USTRIES CH E M I CAL S & CO M M O DITIES Air Liquide

CJP Chemicals DSM Firmenich (Pty) Ltd Henkel South Africa (Pty) Ltd Kersia South Africa The Care Co

B UIL D ING & CO NST R UCTIO N M AT E R IAL S Afrimat Limited Atlas Copco SA (Pty) Ltd

DI REC T HEAVY C ONS TR U C TI ON C ONTRAC TORS Aveng Limited Boshard Construction (Pty) Ltd Motheo Construction Group (Pty) Ltd TEMI Construction (Pty) Ltd WBHO Construction (Pty) Ltd

I R ON & S TEE L Merafe Resources Limited Macsteel Service Centres South Africa (Pty) Ltd

FORES TRY Emvelo Quality and Environmental Consultant (Pty) Ltd Nsovo Environmental Consulting OMI Solutions (Pty) Ltd

Makgetsi Construction Enterprise CC

OTHER MANU FAC TU RI NG

Noleo Projects (Pty) Ltd

AEL Mining Services (Pty) Ltd

Triplo4 Sustainable Solutions

Pretoria Portland Cement Company Limited (PPC)

AVI Products (Pty) Ltd

Teamwork RL (Pty) Ltd

BBF Safety Group (Pty) LTD

GENERAL I NDU S TRI ALS

Veld Architects

Enermous Tapes (Pty) Ltd

OT H E R CO NST R UCTIO N

hearX SA (Pty) Ltd Isanti Glass (Pty) Ltd

South African National Biodiversity Institute

I NDU S TRI AL , EN ER GY & ENGI NEERI N G S OLU TI ONS Aleng Group

Avenir Holdings (Pty) Ltd S TA N D A R D B A N K TO P WO M E N L EAD ER S 249

Cape Town Stainless Steel CHEP South Africa (Pty) Ltd Ecochem Pumps (Pty) Ltd G7 Renewable Energies Gabs and Maps Multi Purpose (Pty) Ltd RS South Africa SA Fuel and Lubricants (Pty) Ltd Schneider Electric South Africa (Pty) Ltd

ENG INEERI NG & M ACHI NERY Artisan Zone (Pty) Ltd Khonzi Engineering Services MOC Engineering and Skills Development

CO M MER C I AL V EHIC LES & TR U C K S UD Truck and Bus (Pty) Ltd

Trans-Africa Projects (Pty) Ltd TurboRep (Pty) Ltd

Artisan Zone (Pty) Ltd

AE R O SPAC E & D E F E NCE

Barloworld Equipment Limited

D I V E R S IF I E D I N D UST R I AL S Barloworld Limited Curro Holdings Limited Imperial Holdings Limited Kap Industrial Holdings Limited The Bidvest Group Limited

E LE C T R ICA L E Q U IPM E NT ABB South Africa (Pty) Ltd ACTOM (Pty) Ltd CBI-Electric: low voltage Unidrive Electrical Solutions

ISU Engineering (Pty) Ltd Mariswe (Pty) Ltd SMEC South Africa (Pty) Ltd Tshepa Basadi Group (Pty) Ltd WSP Group Africa (Pty) Ltd Zutari (Pty) Ltd

Volvo Trucks SA

ENG INEERI NG & CO NTRAC TORS

Armaments Corporation of South Africa (ARMSCOR)

GIBB Proprietary Limited

AU TOMOBI LES Kia South Africa Glass Group (Pty) Ltd Isuzu Motors South Africa (Pty) Ltd

Siyanqobangamandla Engineering Services (Pty) Ltd

MAN Truck & Bus South Africa (Pty) Ltd

Ernest Lowe, a division of Hudaco Trading (Pty) Ltd

Motus Corp Pty Ltd

The Dawn OHSE Consultants (Pty) Ltd

ENG INEERI NG & G ENERAL Fasbuilt (Pty) Ltd Handel Street Upholsterers & Motor Trimming (Pty) Ltd M & C Consulting Engineers (Pty) Ltd Max Scott Engineering Sales cc Valve Specialists CC IDS Industry Service and Plant Construction Africa (Pty) Ltd

CO NS U LTI NG ENG INEERI NG Atana (Pty) Ltd Bigen Africa Services (Pty) Ltd

250 STANDARD BANK TO P W O M EN LEADERS

Nissan South Africa (Pty) Ltd Toyota South Africa Motors (Pty) Ltd Volkswagen Group South Africa

AU TO PARTS Deutz Dieselpower (a division of Hudaco Trading(Pty) Ltd) Midvaal Motor Engineers and Auto Services cc

T YRES & R U BBER Continental Tyre South Africa (Pty) Ltd Michelin Tyre (South Africa) (Pty) Ltd Royal Tyres SA (Pty) Ltd

INDEX

V E H I CL E D I ST R I BUTIO N UD Trucks (Pty) Ltd

H OUSE HO L D APPL I ANCES & C ONSUM ER E L E C T R O NICS Defy Appliances Hisense South Africa Homechoice Holdings Limited Samsung South Africa

RCL Foods Limited

POLMED

Senwes Limited

Medihelp Medical Aid

TWK Agri

HOS PI TAL MANAGEMEN T & LONG-TERM CA RE

Omnia Holdings Limited

Life Healthcare Group Holdings

FI S HI NG

Maponya 911 Rescue

Amawandle Hake (Pty) Ltd

Medi-Clinic Southern Africa

Oceana Group Limited

FOOD PR OC ES S ORS

Netcare Limited

Astral Operations Limited

MEDI CAL EQU I P MEN T & S U PPLI ES

AVI Limited

Arjohuntleigh South Africa (Pty) Ltd

B E V E R AG ESB R E W E RIES

Excellent Meat Corporation (Pty) Ltd

OTHER HEALTH CA RE

Diageo South Africa

Illovo Sugar (Pty) Ltd

AfroCentric Investment Corporation Limited

South African Breweries (Pty) Ltd

Kellanova

AKL Inspection Authority

B E V E R AG ES & D I ST I L L ERS & V INT N E RS

Nestlé South Africa (Pty) Ltd

Centre of Medical Imaging SA

PepsiCo Inc.

Davhadumela Trading (Pty) Ltd

Aqua Air Africa (Pty)

Premier FMCG (Pty) Ltd

Family Matters Fertility Clinic

Refresha Trading Enterprises

Rhodes Food Group (Pty) Ltd

Frontrow Medics (Pty) Ltd

Tiger Brands Limited

GE Healthcare

HEALTH MAI NTENANC E OR GANI S ATI ONS

Healthgarde International (Pty) Ltd

NO N- CYCL ICAL CO NSUM ER G O O D S

SO F T D RINKS Coca-Cola Beverages South Africa The Beverage Company (Pty) Ltd

FA R M ING Afgri Operations Limited Crookes Brothers Limited Omnia Holdings Limited

AfroCentric Health (Pty) Ltd Bestmed Medical Scheme Bonitas Medical Fund Discovery Health

Kriel Occupational Health Centre (Pty) Ltd MI&T Mondia Health Psych Consultancy South African National Blood Services (SANBS) S TA N D A R D B A N K TO P WO M E N L EAD ER S 251

Workforce Healthcare (Pty) Ltd

Nothile Consulting t/a The Perfume Co. Africa

GENERAL RETAI LE RS

Dr S Geness

Nativechild

HomeChoice (Pty) Ltd

Innovative Dental Care Centre (Pty) Ltd Genesis Women's Healthcare

PHARMAC EU TI CALS Accord Healthcare

PAC K AG ING

Adcock Ingram Limited

Astrapak Limited

Ascendis Health Limited

Bowler Metcalf Limited

Aspen Pharmacare Holdings Limited

Nampak Limited

AstraZeneca Pharmaceuticals (Pty) Ltd

Mpact Limited

Cipla Limited

P E RSO NAL PR O D UCTS African Extracts Rooibos Amka Products (Pty) Ltd Annique Health and Beauty Coty Inc. South Africa

Clicks Group Limited Guerbet South Africa (Pty) Ltd. SANOFI NAOS South Africa (Pty) Ltd Lyra Southern Africa

Massmart Holdings Limited RPB Systems and Services Smollan Group (Pty) Ltd The Gold Bar Bata South Africa (Pty) Ltd PNS Group Jenna Clifford Designs (Pty) Ltd Nebü Gold

RETAI LERS HARDLI NES Boxer Superstores Limited Combined Motor Holdings Limited Jenna Clifford Designs (Pty) Ltd

Estée Lauder Companies Inc.

TO BAC C O

OK Furniture is a trading division of Shoprite Checkers (Pty)

Green Logik SA

British American Tobacco SA

RETAI LERS - FMC G

HPCB (a division of Tiger Brands Ltd)

TERTIARY

Premier FMCG Ltd

CYCL ICAL S ERVI C ES

RETAI LERS & S OFT GOODS

Johnson & Johnson (Pty) Ltd L’Oréal S.A. Portia M Skin Solutions (Pty) Ltd Sarhap Hair Line (Pty) Ltd The Glow Collective Unilever South Africa (Pty) Ltd

EV ENTS & CATERI NG EQUIPMENT RENTAL Neon Hive Management Unlimited Events Group Capitol Caterers

WAXIT (Pty) Ltd

252 STANDARD BANK TO P W O M EN LEADERS

Smollan Group (Pty) Ltd Ackermans (Pty) Ltd Era by DJ Zinhle (Pty) Ltd Grace The Brand (Pty) Ltd Mr Price Group Limited Pep Stores (a division of Pepkor Retail Limited)

INDEX

Omoda (Pty) Ltd

Radisson Hotel Group

National Department of Tourism

Retailability (Pty) Ltd

Sun International Limited

South African Responsible Tourism Programme (SARTP)

TFG Limited

Tintswalo Collective

South African Tourism (SAT)

Truworths International Limited

Tsogo Sun Holdings Limited

Table Mountain Aerial Cableway (Pty) Ltd

W H O L E S AL E

TRAVEL & REL ATED S ERVI C ES

Sheq Safety CC Würth South Africa Co. (Pty) Ltd ZAS Petroleum (Pty) Ltd

Tourism Business Council of South Africa (TBCSA) Tourism KwaZulu-Natal (KZN)

Club Travel Group (Pty) Ltd Ellipse Executive Apartments (Pty) Ltd

Trade and Investment KwaZulu-Natal Women in Tourism (WiT) Programme

Focus Travels and Tours (Pty) Ltd

D I ST R I BUTO RS

MSC Cruises S.A.

BR OADCAS T I N G C ONTRAC TORS

AML Distributions (Pty) Ltd

ONOMO Hotels (Pty) Ltd

African Media Entertainment Limited

Bidvest Office (Pty) Ltd

Southern Sun Hotels (Pty) Ltd

Cape Talk

Brutes air solutions (Pty) Ltd

The Safari Company (Pty) Ltd

Community Media Trust

CRM Enterprise (Pty) Ltd

Travel With Flair (Pty) Ltd

e.tv

Sappi Limited

Tsogo Sun Gaming and Hotels Limited

East Coast Radio (Pty) Ltd

L E I SUR E, E NT E RTAINM ENT & H OT E L S

Twin Venture (Pty) Ltd

GH Media Group

RES TAU RANTS & FOOD S ERVI C ES

Jacaranda FM

GAMING GrandWest Casino and Entertainment World Peermont Global (Pty) Ltd The Caledon Casino Tsogo Sun Emonti (Pty) Ltd t/a Hemingways Casino

Famous Brands Limited Ocean Basket Spur Corporation Limited KFC (Pty) Ltd Nando's Services (Pty) Ltd

TOU RI S M BODI ES City Lodge Hotel Group

Metro FM MultiChoice Group Ltd. Power FM Primedia Broadcasting Radio 2000

Tsogo Sun Holdings Limited

H OT E L S

MDNTV

Cape Town Tourism

Smile 90.4FM South African Broadcasting Corporation Limited (SABC)

S TA N D A R D B A N K TO P WO M E N L EAD ER S 253

Walt Disney Africa

Saatchi &Saatchi

Banda Mupeti Attorneys

Yfm

Tractor Outdoor (Pty) Ltd

Cheadle Thompson & Haysom Inc

Truth Loyalty & CRM

ENSafrica

UM South Africa

Law for All

Tshepiso Branding Solutions

LegalWise

Independent Media (Sekunjalo Independent Media)

INVNT Group

Legator McKenna Inc

Primedia Group

M EDIA AGENC I ES

Naspers (Media24)

Adcorp Group

Blue Label Telecoms

Atmosphere Communications cc

NOS Media House

Bloom Marketing cc

ME DIA GR O UPS African Media Entertainment Limited Caxton and CTP Publishers and Printers Ltd

ADV E RT I SING Adbot Blosson Ink Media (Pty) Ltd Dentsu

Off Limit Communications CC Saatchi & Saatchi (Pty) Ltd Scape Magazine Soul City Institute

Faith and Fear (Pty) Ltd

FO O D & BEVERAGE

Freerange Creatives

Bidfood (Pty) Ltd

JAW Design

Feedem Group (Pty) Ltd

Joe Public United

In2Food Group (Pty) Ltd

King James Cape Town Pty Ltd

Nestlé

Lobengula Advertising (Pty) Ltd

Jacobs Douwe Egberts

M&C Saatchi Abel Millennial Mindset Media (Pty) Ltd Olem Business Boutique Retroviral

L EGAL S ERVI C ES Adams & Adams AMS Attorneys Baker McKenzie

254 STANDARD BANK TO P W O M EN LEADERS

LNP Attorneys Lomas-Walker Attorneys M Mogokare Incorporated MacRobert Attorneys Mashobane Advisory (Pty) Ltd Masina Attorneys Inc. Miller du Toit Cloete Inc. Nchupetsang Incorporated Attorneys Nicqui Galaktiou Inc Norton Rose Fulbright South Africa P.G. Matsheka Inc. Preshnee Govender Attorneys Inc. TS Legal Services Umqhele Legal Consultants Webb Attorneys Webber Wentzel WMN Attorneys (Pty) Ltd

INDEX

E XH I B ITIO N & CO NF E RENCE FACIL I TIES Cape Town International Convention Centre Company (Pty) Ltd Durban International Convention Centre (Durban ICC) Johannesburg Expo Centre (JEC) Reed Exhibitions rebranded to RX Africa.

BU S I NES S S U PP ORT S ERVI C ES 4IRI (Pty) Ltd

Mandate Molefi Human Resources Consultants (Pty) Ltd

5 Star BEE Compliance

Mthente Research and Consulting Services (Pty) Ltd Net0 Group (Pty) Ltd

Achievement Awards Group (Pty) Ltd

Nielsen South Africa (Pty) Ltd

Adcorp Group Limited Aegis Outsourcing South Africa (Pty) Ltd

M ANAG EM ENT CO NSULTING

Afrika Tikkun Services NPC

A T Kearney

Afrizan People Intelligence (Pty) Ltd

Lyra Southern Africa (Pty) Ltd

Akhile Management Consulting (Pty) Ltd

MSports

Amekh Group (Pty) Ltd

PRP Solutions (Pty) Ltd

Armstrong Appointments (Pty) Ltd

Pula Management Services

Aspirata (Pty) Ltd

Torque Marketing Solutions (Pty) Ltd

At Play Interactive Talent (Pty) Ltd

Unako Consulting

AVTS Roadworthy Stations (Pty) Ltd

Vuma Reputation Management

Business Directive Contract Services (Pty) Ltd

V E R IF I CATIO N AG E NCIES Ardent Business Partners (Pty) Ltd B-BBEE Verification Agency (Pty) Ltd (BBEVA) Empowerdex (Pty) Ltd EmpowerLogic (Pty) Ltd Fidelity Verification (Pty) Ltd Honeycomb BEE Ratings (Pty) Ltd MSCT BEE Services (Pty) Ltd Noble Bee Advisory (Pty) Ltd Transformex CC

Lanham-Love Consulting

Pillar South Africa (Pty) Ltd Primeserv Group Limited

SHL South Africa (Pty) Ltd Sizwe Africa IT Group (Pty) Ltd SystemicLogic Group (Pty) Ltd Take Note IT (Pty) Ltd

Tshimologo Executive Group CC Umsizi Sustainable Social Solutions

Citizen Surveys (Pty) Ltd

Uyandiswa (Pty) Ltd

CSG Holdings Limited Executive Underwriting Managers (Pty) Ltd

Greysun Media (Pty) Ltd Isilumko Staffing (Pty) Ltd KPH Quantity Surveyors (Pty) Ltd

Torque Solutions (Pty) Ltd Tracker Connect (Pty) Ltd

Caroway Financial Services (Pty) Ltd

Genfin Holdings (Pty) Ltd

Robit SA (Pty) Ltd SAPVIA (South African Photovoltaic Industry Association) NPC

CareerBox (Pty) Ltd

Fetola (Pty) Ltd

Niya Consulting (Pty) Ltd

VHG HR & Payroll Consulting (Pty) Ltd Zeda Limited Joint Prosperity MMC Business Solutions Moses Kotane Research Institute Peuneo

S TA N D A R D B A N K TO P WO M E N L EAD ER S 255

Frimo Recruitment Agency

Peuneo (Pty) Ltd

Veriforce (Pty) Ltd

Humankind Group

SANDA Skills Development (Pty) Ltd

Wipro Technologies South Africa (Pty) Ltd

AIMS International South Africa

The Institute of Directors South Africa

Cisco Systems South Africa (Pty) Ltd

Afrizan Group

WeThinkCode_ NPC

Step Ahead Staffing

Ziyana Business Consulting and Training (Pty) Ltd

EMPLOYMENT AGENC I ES

Tshedza Shangoni Holdings UVU Africa NPC Mondi Zimele Blue Crane Environmental Yonwabeli SA (Pty) Ltd Mondi South Africa (Pty) Ltd Masbonisanenenisonke Trading and Projects 27 CC Chefs Training & Innovation Academy Citizen Leader Lab NPC

Adcorp Holdings Limited

IT SERVI C ES AND I T CO NS U LTI NG

Isilumko Staffing (Pty) Ltd

Boxfusion (Pty) Ltd

Workforce Holdings (Pty) Ltd

Bridging and Associates (Pty) Ltd

BU S I NES S PR OC ES S OU TS OU R C I NG

Corporatemall (Pty) Ltd Cynoteck Technology Solutions (Pty) Ltd DocFox (Pty) Ltd Esoft Development & Technologies (Pty) Ltd Foursight IT Business Solutions CC Headway Consulting (Pty) Ltd

CCI South Africa (Pty) Ltd Digicall Group (Pty) Ltd Hodari Africa (Pty) Ltd iSON Xperiences Merchants SA (Pty) Ltd Niya Consulting (Pty) Ltd

E D U CAT I O N & T R A INING

Hewlett Packard Enterprise (HPE)

Colab Training Solutions

Intellinexus Group (Pty) Ltd

Curro Holdings

MetroWired (Pty) Ltd

Educor Holdings Limited

Mthente Research and Consulting Services (Pty) Ltd

C ONTRAC T C LEA N ERS & HYGI ENE S ERVICES

Fetola (Pty) Ltd

Neo Technologies (Pty) Ltd

Bidvest Services (Pty) Ltd

Giving Wings (Pty) Ltd

Netstar (Pty) Ltd

Masana Hygiene Services cc

ICAS SOUTHERN AFRICA

NTT DATA, Inc.

M-Dito Business Enterprises (Pty) Ltd

Institute of Directors in Southern Africa (IoDSA)

Optotron (Pty) Ltd

Masie wa Mphela Trading and Projects (Pty) Ltd

KLM Empowered (Pty) Ltd

Owethu Managed Services (Pty) Ltd

Servest (Pty) Ltd

Koa Academy (Pty) Ltd

Pink Elephant (Pty) Ltd

Lyra (ICAS) (Pty) Ltd

Sizwe IT Group (Pty) Ltd

256 STANDARD BANK TO P W O M EN LEADERS

Nutun Management Services (Pty) Ltd SA Commercial (Pty) Ltd

INDEX

SE CUR IT Y & AL ARM SE RV ICES Bidvest Protea Coin (Pty) Ltd Sihlomile Security Services Globescope

PR O F E S SIO NAL SE RV ICES Ardent Business Partners (Pty) Ltd Bidvest Services (Pty) Ltd Turner & Townsend (Pty) Ltd

AIR L I NES & AIRP O RTS , AIR C H ARTER Airports Company South Africa (SOC) Limited South African Airways SOC Ltd South African Civil Aviation Authority (SACAA)

R AIL , R OAD & FREIGHT Bidvest SACD Freight (Pty) Ltd

ProTours Coaches (Pty) Ltd

Eskom Holdings SOC Ltd

Santova Limited

Pele Green Energy

Transnet Freight Rail (SOC) Ltd

Solar Capital (Pty) Ltd

Transnet SOC Limited

P OS TAL S ERV I CE C OMPANY

Vector Logistics (Pty) Ltd

South African Post Office

C OU RI ER S ERVI C ES DHL Express Africa

WATER S U PP LY & DI S TRI BU TI O N Mhlathuze Water

FedEx Express South Africa (Pty) Ltd

Rand Water

TNT Express

uMngeni-uThukela Water

S HI PPI NG & P ORTS AMSOL (Pty) Ltd

ALTERNATI VE ELEC TRI C I T Y Enel Green Power South Africa

Grindrod limited

Matleng Energy Solutions

Maersk South Africa (Pty) Ltd

NeOn Energy (Pty) Ltd

NON-CYC LI CAL S ERVI C ES

Renewables Management Services (Pty) Ltd

Boitshoko Road Surfacing and Civil Works CC

FOOD & DR U G RETAI LERS

Solar Energy Africa

C Steinweg Logistics (Pty) Ltd

Pepkor limited

FI NANC I AL SERV I CES

CHEP South Africa (Pty) Ltd

Pick n Pay Stores Limited

Crusade Logistics (Pty) Ltd

Shoprite Holdings Limited

Dynamic Shipping Services (Pty) Ltd

The Spar Group Limited

Freightmore (Pty) Ltd

Woolworths (Pty) Ltd

Imperial Logistics SA Group (Pty) Ltd

U TI LI TI ES

Financial Planning Institute of Southern Africa (FPI)

ELECTRICITY SUPPLY & DISTRIBUTION

Fundi Capital (Pty) Ltd

Kopano Bus Service CC Lamatsamo Holdings (Pty) Ltd Passenger Rail Agency of South Africa (PRASA)

36ONE Asset Management (Pty) Ltd BrightRock Eskom Pension and Provident Fund (EPPF) Fairsure (Pty) Ltd

Enel Energy Group (Pty) Ltd Enel Green Power S TA N D A R D B A N K TO P WO M E N L EAD ER S 257

Huntswood CTC Limited

TransUnion Africa (Pty) Ltd

I NS U RANC E NON- LI F E

Icebolethu Funerals (Pty) Ltd

UDM International (Pty) Ltd

Assupol Life

JSE Limited

Vouch

Credit Guarantee Insurance Corporation of Africa Limited

JUMO Holdings Limited

Wealth and Legacy Group (Pty) Ltd

Old Mutual Insure Limited

Kula Partners (Pty) Ltd

Bridging & Associates

Santam Limited

Kumyolz Investments (Pty) Ltd

Industrial Development Corporation of South Africa Limited (IDC)

The Hollard Insurance Company Ltd

BANK S

OTHER I NS U RANCE

ABSA Bank LImited

Aon South Africa (Pty) Ltd

African Bank Investments Limited

CAMAF Medical Scheme

Capitec Bank Limited

Chubb Insurance South Africa Limited

Development Bank of Southern Africa (DBSA)

Elite Risk Management

Nexus Forensic Services (Pty) Ltd

FirstRand Bank Limited

Metrosure Insurance Brokers (Pty) Ltd

NFOSA – National Financial Ombud Scheme South Africa NPC

Grindrod Bank Limited

MiWay Insurance

Niche Advisory

Nedbank Group Limited

MUA Insurance Acceptances (Pty)

Old Mutual Limited

South African Reserve Bank (SARB)

Old Mutual Insure Limited

Prescient

Standard Bank of South Africa Limited

Rand Mutual Assurance Company Limited

Private Client Trust

Zambia National Commercial Bank Plc

UDM International (Pty) Ltd

INSURANC E BR OK ERS

LI FE AS S U RANC E

Lion of Africa Insurance Company Limited

Clientèle Life Assurance Company Limited

Metrosure Insurance Brokers (Pty) Ltd

Liberty Group Limited

Nautical Underwriting Managers

Momentum Group Limited

SHA Risk Specialists

Sanlam Limited

Shomang Brokers Group

I NVES TMENT C OMPANI ES

Masthead (Pty) Ltd Metrosure Group Mohau Equity Partners National Debt Advisors (Pty) Ltd Next 176 (Old Mutual) – likely Old Mutual Life Assurance Company (South Africa) Limited, trading as Next 176

Rain Dance Asset Management RCS Group (Pty) Ltd Santam Limited SS Debt Counsellors The Shard (Pty) Ltd The Tax Ladies

African Equity Empowerment Investments

258 STANDARD BANK TO P W O M EN LEADERS

INDEX

E-squaredE Squared Investments

Old Mutual Property

Sasfin Premier Holdings

Grand Parade Investments Limited

Pareto Limited

Growthpoint Properties Limited

Redefine Properties Limited

AC C OU NTI N G & C ONS U LTI NG

Investec Limited

Transcendence Developments

JSE Limited Rand Merchant Insurance Holdings Limited Transpaco Limited Vunani Fund Managers

Bono Property Group (Pty) Ltd

Pareto Limited

Remgro Limited

Phetogo Property Group (Pty) Ltd

Hlayisani Capital

Re/Max

R E AL E S TATE HO L D ING & D E V E LO PM ENT

SA Corporate Real Estate

Eris Property Group (Pty) Ltd Fortress Income Fund Limited Growthpoint Properties Limited Hyprop Investment Limited

Forvis Mazars in South Africa

DG Property (Pty) Ltd

EOH Holdings Limited

KPMG South Africa (Pty) Ltd Morar Incorporated Nemesis Accounting (Pty) Ltd Nexia SAB&T (Pty) Ltd PKF South Africa (Pty) Ltd PricewaterhouseCoopers South Africa (Pty) Ltd

Thelma Properties

SNG Grant Thornton (Pty) Ltd

AS S ET MANAGERS

South African Institute of Chartered Accountants (SAICA)

African Dawn Capital Limited

South African Institute of Professional Accountants (SAIPA)

Coronation Fund Managers Limited

OTHER FI NAN CI A L

PSG Group Limited

TransUnion Africa (Pty) Ltd

Sygnia Limited

Idwala Property Group

I NVES TMENT BANK S

Liberty2Degrees

Investec Bank Limited

Multineed New Dawn Property Group

Deloitte & Touche (South Africa) Ernst & Young Advisory Services (Pty) Ltd

Broll Property Group (Pty) Ltd

JLL SA

Attacq Limited

BDO South Africa (Pty) Ltd

PR OPERT Y S ERVI C ES

H OL D ING CO M PANIES

Aquila Projects (Pty) Ltd

Auditor-General South Africa

I NFORMATI ON TEC HNOLOGY Adapt IT Holdings Limited Altron TMT SA Group (Pty) Ltd

MORTGAGE FI NANC E

EOH Holdings Limited

Conduit Capital Limited

Liquid Intelligent Technologies (Pty) Ltd

Octodec Investment Limited S TA N D A R D B A N K TO P WO M E N L EAD ER S 259

Microsoft South Africa

Skillstrain Distribution

CO M PUT E R HA R DWA R E

INTERNET

Altron TMT SA Group (Pty) Ltd DAI-TEC Solutions Dell Computer (Pty) Ltd Entelect Software ICT-Works (Pty) Ltd

BCX Wireless Solutions MTN Business Solutions (Pty) Ltd XLink Communications (Pty) Ltd Sebenza Taxi WiFi

SO FTWARE

Boniswa Corporate Solutions (Pty) Ltd Huge Group Limited Jasco Electronic Holdings Limited Link Africa (Pty) Ltd Liquid Telecommunications South Africa (Pty) Ltd Take Note IT TeleMasters Holdings Ltd Vulatel

JRS Solutions

BEE123 (Pty) Ltd

MMT Inland (Pty) Ltd

Microsoft SA (Pty) Ltd

Mustek Limited

Mint Group (Pty) Ltd

Niche Integrated Solutions

Mint Management Technologies (Pty) Ltd

LOGI S TI C S & TRANS P ORTATI ON

Nokulunga Consulting

Revio Pay

BaileyZA Exclusive Tours & Travels

Pink Elephant

Sage South Africa (Pty) Ltd

Bolt Services ZA (Pty) Ltd

Rectron (Pty) Ltd

Social Places (Pty) Ltd

DKN Transport CC

Sinobuntu Technologies

STS Holdings

Inhance Supply Chain Solutions

TDS Energies

Troye Interactive Solutions (Pty) Ltd

KGB Group (Pty) Ltd

Zimele Technologies

Universal Knowledge Software (Pty) Ltd

Kopano Bus Service

CO M PUT E R SERV ICES

W IRELES S TELEC OM SERV I C ES

Mabheleni 09

Adapt IT Holdings Limited CA Southern Africa (Pty) Ltd CEOS Technologies NTT DATA, Inc

MTN Group Limited Vodacom Group Limited Telkom SA SOC Limited

Mustek Limited

TELECOMMUNICATIONS SOLUTIONS

Take Note IT

Altron TMT SA Group (Pty) Ltd

Vukani Technologies (Pty) Ltd

Blue Label Telecoms Limited

260 STANDARD BANK TO P W O M EN LEADERS

XLink Communications (Pty) Ltd Vodacom Group Limited

Madodi Bus Company Mikvut Transport and Property Maintenance Spacelabs Swissport South Africa (Pty) Ltd Tarmark Global Shipping Transnet Rail Infrastructure Manager (TRIM) PUTCO

INDEX

Madodi Bus Company

Air Traffic and Navigation Services (ATNS)

Council for the Built Environment (CBE)

PUBLIC SECTOR

Airports Company South Africa (ACSA)

Council on Higher Education (CHE)

Alexkor SOC LTD

Cross-Border Road Transport Agency (C-BRTA)

Amatola Water

Denel

Armaments Corporation of South Africa SOC Ltd (ARMSCOR)

Development Bank of Southern Africa (DBSA)

Blind SA

Driving Licence Card Account (DLCA)

Bloem Water

Education Labour Relations Council (ELRC)

Boxing South Africa

Engineering Council of South Africa (ECSA)

Brand South Africa

Eskom Holdings SOC Ltd

Breede-Gouritz Catchment Management Agency

(Eskom Pension and Provident Fund) EPPF

Broadband Infraco

Export Credit Insurance Corporation of South Africa SOC Ltd (ECIC)

Castle Control Board

Film and Publication Board (FPB)

Central Energy Fund SOC Ltd (CEF)

Financial Intelligence Centre (FIC)

Centre for Public Service Innovation (CPSI)

Financial Sector Conduct Authority (FSCA)

Public Protector South Africa

Co-operative Banks Development Agency (CBDA)

Government Employees Medical Scheme (GEMS)

Public Service Commission (PSC)

Commission for Conciliation, Mediation and Arbitration (CCMA)

Government Employees Pension Fund (GEPF)

South African Human Rights Commission (SAHRC)

Community Schemes Ombud Service (CSOS)

Government Pensions Administration Agency (GPAA)

Transnet National Ports Authority (TNPA)

Companies and Intellectual Property Commission (CIPC)

Government Printing Works (GPW)

PUB L I C ENTITIES

Companies Tribunal

Government Technical Advisory Centre (GTAC)

.za Domain Name Authority (ZADNA)

Compensation Fund (CF)

Health Professions Council of South Africa (HPCSA)

Academy of Science of South Africa (ASSAf)

Competition Commission

Housing Development Agency (HDA)

Accounting Standards Board (ASB)

Competition Tribunal

Human Sciences Research Council (HSRC)

African Renaissance and International Cooperation Fund (ARF)

Construction Industry Development Board (CIDB)

Independent Development Trust (IDT)

Agrément South Africa (ASA)

Council for Geoscience (CGS)

Independent Regulatory Board for Auditors (IRBA)

Agricultural Produce Agents Council (APAC)

Council for Medical Schemes (CMS)

Industrial Development Corporation (IDC)

Agricultural Research Council (ARC)

Council for Scientific and Industrial Research (CSIR)

Ingonyama Trust Board

G OV E R NM ENT, O R GANISATIO NS AND D E PA RT M ENTS CO NST I TUTIO NAL BODIES Auditor-General South Africa (AGSA) Commission for Gender Equality (CGE) Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities Electoral Commission (IEC) of South Africa Financial and Fiscal Commission (FFC) Independent Communications Authority of South Africa (ICASA) Municipal Demarcation Board (MDB) Pan South African Language Board (PanSALB) Parliament Budget Office of the Republic of South Africa

S TA N D A R D B A N K TO P WO M E N L EAD ER S 261

Inkomati-Usuthu Catchment Management Agency (IUCMA)

National Electronic Media Institute of South Africa (NEMISA)

Office of the Pension Funds Adjudicator (OPFA)

International Trade Administration Commission of South Africa (ITAC)

National Empowerment Fund (NEF)

Office of the Tax Ombud (OTO)

InvestSA One Stop Shop

National Energy Regulator of South Africa (NERSA)

Office of the Valuer General

iSimangaliso Wetland Park

National Film and Video Foundation (NFVF)

Onderstepoort Biological Products (OBP)

Judicial Inspectorate for Correctional Services (JICS)

National Gambling Board (NGB)

Overberg Water Board

Land and Agricultural Development Bank of South Africa (Land Bank)

National Health Laboratory Service (NHLS)

Passenger Rail Agency of South Africa (PRASA)

Legal Aid South Africa

National Heritage Council South Africa (NHC)

Performing Arts Centre of the Free State (PACOFS)

Lepelle Northern Water

National Home Builders Registration Council (NHBRC)

Perishable Products Export Control Board (PPECB)

Magalies Water

National House of Traditional Leaders (NHTL)

Petroleum, Oil and Gas Corporation of South Africa (PetroSA)

Mandela Bay Theatre Complex

National Housing Finance Corporation SOC Ltd (NHFC)

Ports Regulator of South Africa

Media Development and Diversity Agency (MDDA)

National Institute for the Humanities and Social Sciences (NIHSS)

President's Fund

Mhlathuze Water

National Library of South Africa (NLSA)

Private Security Industry Regulatory Authority (PSIRA)

Mine Health and Safety Council (MHSC)

National Lotteries Commission (NLC)

Productivity SA

Mintek

National Metrology Institute of South Africa (NMISA)

Property Practitioners Regulatory Authority (PPRA)

Mpumalanga Dept of Culture, Sport and Recreation

National Nuclear Regulator (NNR)

Public Investment Corporation SOC Ltd (PIC)

Municipal Infrastructure Support Agent (MISA)

National Radioactive Waste Disposal Institute (NRWDI)

Quality Council for Trades and Occupations (QCTO)

National Advisory Council on Innovation (NACI)

National Regulator for Compulsory Specifications (NRCS)

Railway Safety Regulator (RSR)

National Agricultural Marketing Council (NAMC)

National Research Foundation (NRF)

Rand Water

National Archives and Records Service of South Africa (NARSSA)

National Skills Fund (NSF)

Road Accident Fund (RAF)

National Arts Council of South Africa (NAC)

National Student Financial Aid Scheme (NSFAS)

Road Traffic Infringement Agency (RTIA)

National Consumer Commission (NCC)

National Treasury

Road Traffic Management Corporation (RTMC)

National Consumer Tribunal (NCT)

National Youth Development Agency (NYDA)

Sasria SOC Ltd

National Credit Regulator (NCR)

Office of Health Standards Compliance (OHSC)

SENTECH

National Development Agency (NDA)

Office of the Premier KZN

Small Enterprise Development Agency (SEDA)

National Economic Development and Labour Council (NEDLAC)

Office of the Ombud for Financial Services Providers (FAIS Ombud)

Small Enterprise Finance Agency (SEFA)

262 STANDARD BANK TO P W O M EN LEADERS

INDEX

Social Housing Regulatory Authority (SHRA)

South African National Space Agency (SANSA)

South African Airways (SAA)

South African Nuclear Energy Corporation (NECSA)

NATI ONAL GOVERNMEN T DEPARTMENT S

South African Board for Sheriffs

South African Post Office (SAPO)

Civilian Secretariat for Police Service (CSPS)

South African Broadcasting Corporation SOC Limited (SABC)

South African Postbank (SOC) Ltd

Department of Agriculture, Land Reform and Rural Development (DALRRD)

South African Bureau of Standards (SABS)

South African Qualifications Authority (SAQA)

Department of Basic Education (DBE)

South African Civil Aviation Authority (SACAA)

South African Reserve Bank (SARB)

Department of Communications and Digital Technologies (DCDT)

South African Council for Educators (SACE)

South African Revenue Service (SARS)

Department of Cooperative Governance (DCoG)

South African Council for Natural Scientific Professions (SACNASP)

South African Social Security Agency (SASSA)

Department of Correctional Services (DCS)

South African Council for Social Service Professions (SACSSP)

South African Tourism

Department of Defence (DoD)

South African Council for the Architectural Profession (SACAP)

South African Veterinary Council (SAVC)

Department of Employment and Labour (DEL)

South African Council for the Landscape Architectural Profession (SACLAP)

South African Weather Service

Department of Forestry, Fisheries and the Environment (DFFE)

South African Council for the Project and Construction Management Profession (SACPCMP)

Special Investigating (SIU)

Department of Health (DoH)

State Diamond Trader

Department of Higher Education and Training (DHET)

State Information Technology Agency (SITA)

Department of Home Affairs (DHA)

Takeover Regulation Panel (TRP)

Department of Human Settlements (DHS)

Technology Innovation Agency (TIA)

Department of International Relations and Cooperation (DIRCO)

Telkom

Department of Justice and Constitutional Development (DoJ&CD)

The South African National Roads Agency SOC Ltd (SANRAL)

Department of Military Veterans (DMV)

South African Council for the Property Valuers Profession (SACPVP) South African Council for the Quantity Surveying Profession (SACQSP) South African Diamond and Precious Metals Regulator (SADPMR) South African Forestry Company SOC Limited (SAFCOL) South African Health Products Regulatory Authority (SAHPRA) South African Heritage Resources Agency (SAHRA) South African Institute for Drug-Free Sport (SAIDS) South African Library for the Blind (SALB) South African Local Government Association (SALGA) South African Maritime Safety Authority (SAMSA) South African Medical Research Council (SAMRC) South African National Accreditation System (SANAS) South African National Biodiversity Institute (SANBI) South African National Council for the Blind South African National Energy Development Institute (SANEDI) South African National Parks (SANParks)

Trans-Caledon Tunnel Authority (TCTA)

Department of Mineral Resources and Energy (DMRE)

Transnet SOC Ltd

Department of Planning, Monitoring and Evaluation (DPME)

Umalusi - Council for Quality Assurance in General and Further Education and Training

Department of Police (SAPS)

Umgeni Water

Department of Public Enterprises (DPE)

Unemployment Insurance Fund (UIF)

Department of Public Service and Administration (DPSA)

Universal Service and Access Agency of South Africa (USAASA)

Department of Public Works and Infrastructure (DPWI)

Universities South Africa (USAf)

Department of Science and Innovation (DSI)

Water Research Commission (WRC)

Department of Small Business Development (DSBD)

Thaba Chweu Local Municipality

Department of Social Development (DSD)

Limpopo Economic Development Agency (LEDA)

Department of Sport, Arts and Culture (DSAC)

S TA N D A R D B A N K TO P WO M E N L EAD ER S 263

Department of Tourism (DT)

Soul City Institute for Social Justice

Siyabonga Africa

Vunani Property Fund

Teddy Bear Foundation

Sonke Gender Justice Network

Department of Trade, Industry and Competition (the dtic) Department of Traditional Affairs (DTA) Department of Transport (DOT) Department of Water and Sanitation (DWS) Department of Women, Youth and Persons with Disabilities (DWYPD)

NO N- G OV E R NM ENT OR GANISAT IO NS FO UNDAT I O NS Dell Development Fund Financial Sector Transformation Council Good Work Foundation Naspers Labs

CO M PANI ES & O R GA NI S ATI ONS Africa Bio Business Against Crime South Africa Business Unity South Africa (Busa) Cape Chamber of Commerce and Industry Centre For Early Childhood Development Npc Cotlands Durban KwaZulu-Natal Convention Bureau Federated Hospitality Association of South Africa Gauteng Partnership Fund Independent Examination Board

National Film and Video Foundation

Independent Municipal & Allied Trade Union - Imatu

National Research Foundation

Mimi Women

Road Accident Fund

National Arts Council of South Africa

Small Enterprise Foundation

National Association of Child Care Workers

Telkom Foundation

National Gambling Board

The Unlimited Child

National Home Builders Registration Council

Tshepiso Mokoena Foundation (TMF)

National Small Business Chamber

Vodacom Foundation

Nelson Mandela Bay Science and Technology Center

Zenex Foundation

Nelson Mandela Institute for Education and Rural Development

NO N- PR O F I T OR GANISAT IO N Afrika Tikkun JumpStart Foundation Trust SAICE Professional Development and Projects She Ref Her Legacy Foundation

Ntataise ECD Network Ombudsman for Banking Services Potatoes SA Public Servants Association of South Africa SAICE Professional Development and Projects Seda Ethekwini

264 STANDARD BANK TO P W O M EN LEADERS

South African Association of Veterinary Technologists South African Institute for Entrepreneurship South African Institute of Black Property Practitioners - SAIBPP South African Institute of Race Relations South African Property Owners Association Tshimologo Executive Group World Wildlife Fund South Africa (WWF SA)

U NI VERS I TI ES Nelson Mandela Metropolitan University North-West University Rhodes University Sefako Makgatho Health Sciences University Sol Plaatje University University of Cape Town University of Fort Hare University of Johannesburg University of KwaZulu-Natal University of Limpopo University of Mpumalanga University of Pretoria University of South Africa (UNISA) University of Stellenbosch University of the Free State University of the Western Cape University of the Witwatersrand University of Venda University of Zululand

INDEX

G R AD UATE SCHO O L S

King Sabata Dalindyebo TVET College

West Coast TVET College

Henley Business School

Lephalale TVET College

Western College for TVET

IMM Graduate School of Marketing

Letaba TVET College

S ETAS

Milpark Business School (Pty) Ltd

Lovedale TVET College

Regent Business School

Majuba TVET College

Agricultural Sector Education and Training Authority (AgriSETA)

UNISA Graduate School of Business Leadership

Maluti TVET College

University of South Africa Graduate School of Business Leadership (UNISA SBL)

Mnambithi TVET College

University of Stellenbosch Business School (USB)

Mopani South TVET College

Wits Business School

Motheo TVET College

CO L L E G ES Boland TVET College Buffalo City TVET College Capricorn TVET College Central Johannesburg TVET College Coastal TVET College College of Cape Town for TVET Eastcape Midlands TVET College Ehlanzeni TVET College Ekurhuleni East TVET College Ekurhuleni West TVET College Elangeni TVET College Esayidi TVET College False Bay TVET College Flavius Mareka TVET College Gert Sibande TVET College Goldfields TVET College Ikhala TVET College Ingwe TVET College King Hintsa TVET College

Mthashana TVET College Nkangala TVET College Northern Cape Rural TVET College Northern Cape Urban TVET College Northlink TVET College Orbit TVET College

Banking Sector Education and Training Authority (BANKSETA) Chemical Industries Education and Training Authority (CHIETA) Construction Education and Training Authority (CETA) Culture, Arts, Tourism, Hospitality and Sport Sector Education and Training Authority (CATHSSETA) Education, Training and Development Practices Sector Education and Training Authority (ETDP SETA) Energy and Water Sector Education and Training Authority (EWSETA) Fibre Processing and Manufacturing Sector Education and Training Authority (FP&M SETA) Finance and Accounting Services Sector Education and Training Authority (Fasset)

Port Elizabeth TVET College

Food and Beverage Manufacturing Industry Sector Education and Training Authority (FoodBev SETA)

Sedibeng TVET College

Health and Welfare Sector Education and Training Authority (HWSETA)

Sekhukhune TVET College

Insurance Sector Education and Training Authority (Inseta)

South Cape TVET College

Local Government Sector Education and Training Authority (LGSETA)

South West Gauteng TVET College

Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA)

Taletso TVET College Thekwini TVET College

Media, Information and Communication Technologies Sector Education and Training Authority (MICT SETA)

Tshwane North TVET College

Mining Qualifications Authority (MQA)

Tshwane South TVET College

Public Service Sector Education and Training Authority (PSETA)

Umfolozi TVET College Umgungundlovu TVET College Vhembe TVET College Vuselela TVET College Waterberg TVET College

Safety and Security Sector Education and Training Authority (SASSETA) Services Sector Education and Training Authority (SSETA) Transport Education Training Authority (TETA) Wholesale and Retail Sector Education and Training Authority (W&RSETA) S TA N D A R D B A N K TO P WO M E N L EAD ER S 265

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