How to hire the right staff members for your SME
By Vanessa Rogers In the delicate scaling phase of a small to medium-sized business, the entrepreneur at the helm needs to surrender to the reality that it is no longer possible to continue doing everything alone. But is it possible to hire a team that will keep you rising up the ranks? It is, and here’s how to go about it. Employing a significant portion of the South African workforce and contributing substantially towards the country’s gross domestic product (GDP), small and medium-sized enterprises (SMEs) are pulling out many of the stops that our economy currently needs. According to Business Partners, a leading business loan provider for global SMEs, local small businesses “employ an estimated 50 to 60 percent of the workforce”. Considering the country’s alarming unemployment rate of 31.9 percent in the fourth quarter of 2024, it is evident that “small businesses play a crucial role in job creation. By providing millions of South Africans with the means to support their families, small businesses therefore also help to alleviate poverty.” Furthermore, SMMEs “contribute between 34 and 40 percent of South Africa’s GDP” according to the financial analysts at Krutham, a capital market practice based in Johannesburg. In their thought leadership article titled ‘Enabling and unlocking the job creation potential of SMEs and the township economy’ Krutham revealed that while formal jobs declined by 128 000 in the last quarter of 2023, informal jobs increased by 124 000 during the same period. Unfortunately, 50% of SMEs fail within the first 24 months, and 70% to 80% fail within the first five years of operation, making it essential in the scaling phase to attract and take on the best possible talent. This can achieved by: Charles Edelstein, director at job portal Executive Placements, advises that while an SME owner busies themselves with matters of sales and revenue growth, increasing profit margins, and attending to cash flow forecasting, any new team members will need to be able to hit the ground running by taking an entrepreneurial approach to their job description. “While it is important to provide a clearly defined job spec during the hiring process, you will also want to look out for an individual who tends to do more and thinks more broadly than the average employee out there. “Offer coaching and training in general business areas, from marketing and sales to basic accounting and team building, because this shows that you are making an investment in your new staff member. In return, you’ll want to be able to benefit from their strong analytical skills. For example, do they come to you with clever insights that you may not have considered yourself? This is a win-win for your company’s future potential and ultimate success.” The ideal candidate for an SME is a team player, he says. “He or she is able to network at industry functions and will help you to gain a sustainable advantage over the competition – because, at a certain point, you really cannot be everywhere and do everything any longer.” Yes, there is an ideal list of personality characteristics for an SME employee, advises Edelstein. Ask yourself during the initial interview, and in the day or so afterwards: Authors of a recent paper in the International Journal of Human Resource Management titled ‘Advancing understanding of HRM in SMEs: critical questions and future prospects’ say it best: “Employees working in SMEs [should] expect to work across multiple roles and tasks, and have an ability to directly shape the key value-added activities of the business, in addition to finding engagement through regular interactions with management. These factors … can lead to intrinsic motivation, discretionary effort, and [the] greater engagement of employees working in an SME context, even in the absence of sophisticated HR practices”.
Practical tips to take control of your finances
By Jessie Taylor With economic pressures mounting and the 2025 Budget reshaping household finances, creating and maintaining a smart budget is essential. From rising inflation and VAT changes to wage stagnation, many South African households find their incomes increasingly stretched. Yet, budgeting is not about restriction: it’s about empowerment, planning, and building stability for the future. Budget 2025 brought modest tax relief but also heightened costs in essentials. Consumers face a tightening squeeze as rising living expenses and potential future VAT increases require careful financial planning. This makes strategic household budgeting more critical than ever. Here are practical, structured tips to help households redesign their financial plans: Start with a clear financial assessment: Before drafting any plan, take stock of your income streams, monthly essentials, debts, savings, and discretionary spending. Pull recent bank statements or use a budgeting tool to categorise expenses. This upfront clarity is the foundation of all smart budgeting. Rather than indiscriminate cuts, prioritise deep savings where possible without losing security. For example, reviewing insurance policies, such as bundling or adjusting excess, could lower premiums without sacrificing coverage. Avoid cutting essentials that pose risk, such as health insurance. Also consider meal planning, bulk shopping, and cancelling underutilised subscriptions. Review your budget monthly, track performance, and tweak allocations. Allocate your money wisely: Once you have this foundation, set SMART ( Specific, Measurable, Achievable, Relevant, and Time-bound) financial goals. For instance, look to “save R3,000 by December 2025” or “pay off R10,000 credit card debt in six months”. SMART goals give focus and keep progress measurable. A tried-and-true budgeting structure, the 50/30/20 rule allocates 50% of net income to needs (housing, food, transport), 30% to wants (lifestyle, entertainment), and 20% to savings and debt repayment. South African versions may tweak these percentages slightly based on cost-of-living pressures. Track every rand you spend Aim for a zero-based budget. Zero-based budgeting allocates every rand of net income to a specific purpose – expenses, savings, or debt – so that your budget ends with zero remaining. This forces intentional spending and eliminates waste. At the month’s end, recalculate and adjust. Use budgeting apps or spreadsheets to monitor daily and monthly spending. As raw numbers surface, unnecessary expenses often appear—small, recurring costs like subscriptions or impulse purchases that eat into savings. Tracking provides powerful insight. Setting up debit orders can also ensure you stay on top of your allocations. Consider setting up a debit order into a separate savings or goals account immediately after payday. Auto-saving ensures consistency and reduces reliance on willpower. Adjust your budget in line with the 2025 Budget Budget 2025 introduced a phased VAT increase to 16% and maintained tax brackets, effectively increasing tax drag on low- to middle-income earners. Social grants increased, but household costs continue rising, especially for groceries and utilities. Households should prepare for higher essential spending and allocate savings buffers accordingly. Review your budget as national cost structures shift. Lower food prices in zero-rated categories help, but everyday essentials still rise. Adjust savings and discretionary categories to account for VAT impact on groceries and transport. If you’re unsure, consider consulting a trusted financial advisor, especially when planning large financial decisions or revising tax-efficient strategies. Advisors can help align investment, debt management, and savings plans with long-term objectives. Mindset matters Understanding your money mindset can help you to make empowered financial decisions. Emotional drivers – such as impulsive spending or fear-based saving – can derail plans. Adopt a long-term perspective, focus on progress over perfection, and celebrate small wins along the way. Involve your entire household in the budget. Budgeting works best when everyone involved understands and participates. Share goals, track spending together, review progress, and set reward milestones. Collective commitment enhances accountability and unity. Budgeting isn’t about austerity—it’s about empowerment. South Africans face rising costs and fiscal pressure, but households can build financial fitness and security by reassessing budgets and setting financial goals. A healthy household budget helps take control on the micro-level, reducing stress and creating the space to save and plan for meaningful life milestones. Understanding Budget 2025: What Has Changed? The 2025 National Budget, presented by Finance Minister Enoch Godongwana, reflects the government’s commitment to maintaining fiscal discipline while supporting economic resilience. With South Africa’s economy still under pressure from high unemployment, rising inflation, and global volatility, Budget 2025 prioritises stabilising public debt, boosting infrastructure, and improving service delivery – while also acknowledging the financial strain felt by households. One of the most notable changes in Budget 2025 is the adjustment to personal income tax brackets, ensuring they keep pace with inflation. This provides some relief to middle-income earners, effectively preventing bracket creep and slightly improving disposable income. Although the tax-free threshold remains unchanged, taxpayers earning under R95 750 annually are still not liable for personal income tax. While no major new taxes were introduced, sin taxes on alcohol and tobacco products have gone up again, reinforcing the government’s dual goal of generating revenue and discouraging unhealthy consumption habits. For consumers and households, these adjustments make it more important than ever to have a clear, adaptable household budget – one that factors in price increases, interest rate shifts, and potential changes in employment or income stability. Sources: The Citizen | Mail & Guardian | Legal & Tax | Property24 | Nedbank | Woman & Finance | BusinessTech
South Africa’s best managed companies revealed in landmark 15th edition
The 15th edition of Top500: South Africa’s Best Managed Companies is due to be released in the final quarter of 2025. This prestigious annual B2B publication features companies that are top of their game, and sector, presenting an opportunity for businesses to tell their success stories, and increase their exposure among peers, competitors and potential business partners. How do you define a top company? For our purposes, using criteria developed by UCT’s Development Policy Research Unit, we look at whether a business is large, growing, productive, empowered, engaged and quality driven. Through our dedicated research team, for a decade and a half, we have documented the excellence evident in South African businesses across a hundred sectors with the top five weighted and ranked – hence the magazine’s title. This year, in its quest to uncover South Africa’s Top 500 Best Managed Companies, Topco Media’s research department has uncovered some interesting facts about the South African economy: Real estate holdings and development The real estate holdings and development sector in South Africa showed resilience during the last financial year, with varied performance across segments. Companies focusing on high-demand areas like logistics, mixed-use residential developments, and green buildings achieved notable success through strategic planning and innovation. Despite challenges from rising interest rates, higher construction costs, and pressures on commercial office space, well-capitalised and agile firms delivered solid returns and sustainable growth. Leading B-BBEE-compliant companies such as Redefine Properties, Growthpoint Properties Limited, SA Corporate Real Estate Ltd, Attacq Limited, and Vukile Property Fund also actively promote gender empowerment and contribute meaningfully to their CSI initiatives. Water South Africa’s water sector showed progress this year with improved governance, faster licensing, and major infrastructure investments like the Lesotho Highlands Phase 2. Monitoring systems (Blue/Green Drop) resumed, and over R23bn was secured for key projects. Several water utilities, including Rand Water, Magalies Water, and Vaal Central Water, reported increased revenues and stronger financial performance. All five major South African water utilities Rand Water, uMngeni-uThukela Water, Johannesburg Water SOC Limited, Vaal Central Water, and Magalies Water actively support community development and environmental sustainability. They run programs for water conservation education, infrastructure improvements in underserved areas, and skills development. While some face challenges like infrastructure maintenance, overall, these utilities show strong commitment to ESG goals and improving water access. Investment services Over the last financial year, JSE Limited, Sasfin Holdings, Vunani Limited, PSG Financial Services, and Purple Group Ltd delivered solid revenue growth and strong financial results. They also advanced gender empowerment by increasing female representation in leadership and launching impactful diversity initiatives. For example, Sasfin expanded its asset base, Vunani improved profitability despite market challenges, PSG strengthened its investment portfolio, Purple Group enhanced its digital wealth management offerings, and JSE Limited made strides in promoting inclusive governance. This combination of financial success and commitment to inclusion highlights their leadership in South Africa’s financial services sector. Mining in general: Overview The South African mining sector is currently experiencing mixed performance. While some commodities and companies show resilience, many face significant challenges. Several major mining companies posted sharp revenue declines or losses in 2024: While the South African mining sector faces headwinds, certain commodities and companies are navigating these challenges effectively. Investors may find opportunities in resilient sectors like manganese, coal, and copper, especially those companies investing in renewable energy and technological advancements. However, it’s crucial to remain cautious of the broader systemic issues that could impact long-term stability. For more important business-related content, inside the magazine you will find a B2B selection of insightful articles segmented into Leadership, Tech, Tips and Advice and sector overviews. Should you have any queries about this media release, Topco Media, or participating in the Top 500 publication please contact our national project manager, Emlyn Dunn at: emlyn.dunn@topco.co.za.
Two decades for an overnight success: 8 lessons for entrepreneurs
By Tara Turkington Being a woman entrepreneur takes courage, resilience and single-minded focus in a world that rarely makes it easy. I started Flow Communications 20 years ago when I had no job (necessity is the mother of invention!) and no funding. Today, it is a multi-award-winning agency working with global clients. Our “overnight success” took about two decades to build. As women, we sometimes operate in spaces not necessarily designed for us, often juggling society’s expectations and the ambition to build something meaningful. But here’s the truth: women-led businesses are transforming industries, often by challenging the status quo and creating innovative solutions where none existed. Globally, we see trailblazers like Sara Blakely, who revolutionised the shapewear industry with Spanx, and Melanie Perkins, whose Canva democratised design for millions worldwide. Closer to home in South Africa, women entrepreneurs are making equally profound impacts. Sibongile Sambo, rejected as a flight attendant, built her own aviation company, SRS Aviation, building her own runway, figuratively speaking, in a male-dominated field. Carmen Stevens broke barriers as South Africa’s first black woman winemaker, with her premium wines now enjoyed globally. Then there’s Sarah Collins and her ingenious Wonderbag, which provides sustainable cooking solutions and addresses energy poverty for countless families. And Kate Groch’s Good Work Foundation is fundamentally changing access to tech education in impoverished rural areas. These women aren’t just building businesses; they’re reshaping industries and societies. Women are reshaping what leadership looks like, and we’re doing it on our own terms. Sometimes we might do so in a two-steps-forward, one-step-back kind of way, but overall, the progress is real. Multiple global studies have proven beyond dispute that companies with greater gender diversity demonstrate higher profitability, retention and innovation – making a clear business case for leadership diversity. If you’re on this journey – or thinking of stepping into it – here are a few lessons I’ve learnt: 1. Collaboration is key The best business move I ever made was getting my sister, Tiffany Turkington-Palmer, to join me to run Flow. We also brought on board two other shareholders (both men!), Bheki Shongwe and Richard Frank, early on in the agency’s journey. Each of us has different skills and qualities. We often argue about things and then meet in the middle, and so devise our business strategy collaboratively. Because of this, our business is stronger. 2. Build your network before you need it Relationships are currency. Connect with other women entrepreneurs, mentors and allies who lift as they climb. Join industry groups, attend events and don’t be afraid to ask for advice. Along the way, I applied to and joined the Women Presidents Organization, EY’s Winning Women programme and the Stanford Seed programme, among others. Each has enriched me personally and helped piggyback Flow forward. 3. Hire people cleverer than yourself One of the smartest things you can do as a leader is hire people who are cleverer than you. Building a strong business means surrounding yourself with brilliant minds who challenge your thinking, bring fresh perspectives and push the work further than you can alone. 4. Lead with purpose, not perfection You don’t need all the answers; you need clarity about why you’re doing what you do. Let your “why” guide your decisions, especially when it’s tough. Purpose and strong values fuel perseverance. 5. Get comfortable with discomfort Whether it’s pitching for new business, hiring your first employee or standing up to a difficult client, growth happens outside your comfort zone. You’ll second-guess yourself – and so you should. There is great power in doubt (though don’t let it paralyse you). Try to make important decisions with a balance of your gut, heart and head. 6. Read to lead better Reading has been one of the most valuable habits in my entrepreneurial journey. I read loads of business books because I don’t have a business degree, and it’s been a secret weapon for me. Books by thinkers like Jim Collins, Dan Heath, Daniel Pink and Malcolm Gladwell have shaped how I lead, make decisions and understand people. They offer both insights and perspective. In a fast-moving world, reading slows you down just enough to think more deeply – and lead more wisely. 7. Know your worth – and charge it Too many women underprice their value. Be confident in your expertise. If you’re delivering impact, don’t apologise for your fees. And as soon as you possibly can, pay yourself what you’re worth. 8. Back yourself with action Confidence isn’t a personality trait – it’s a practice. You build it by taking small, consistent steps: showing up to the meeting, sending the proposal, asking for the deal, naming the price you want. Each action reinforces your belief that you can. Success doesn’t arrive all at once – it’s built, one brave move at a time. Tara Turkington is the CEO of Flow Communications, one of South Africa’s leading marketing and communications agencies.
The theory of constraints and growing your small business
By Magdaleen Scott Starting a small business is a significant milestone; however, the transition to scaling it presents a unique set of challenges that many entrepreneurs often underestimate. While South African visionaries aspire to transform their start-ups into flourishing enterprises, the reality is that scaling demands meticulous strategic planning, effective marketing, and an acute awareness of the ever-evolving business landscape. To put this into perspective, consider that approximately 66% of small businesses in South Africa fail within the first five years, with nearly 50% not surviving beyond their inaugural year. This stark reality not only highlights the need for innovative solutions but also underlines the necessity of a cohesive growth strategy aligned with the Theory of Constraints, as articulated by Eliyahu Goldratt in his seminal work, The Goal. This theory posits that every organisation has at least one constraint that limits its performance. Identifying and addressing these limitations is crucial for long-term success. In the start-up phase, an entrepreneur’s vision must align seamlessly with exceptional execution, as identifying market gaps, developing compelling offerings, and establishing a strong brand are foundational steps in this journey. However, many ventures stumble at this stage largely due to a lack of scalability in their business models and little understanding of an evolving economy and market entry dynamics. Without these insights, business owners often struggle to grasp the needs and behaviours of their target audience, hindering their ability to create sustainable models. Additionally, a distinctive brand identity is crucial for differentiation in a competitive market, while delivering exceptional customer experiences is vital for building trust and credibility, both of which are essential for fostering repeat business and driving future growth. Navigating the growth stage is a pivotal moment for any business that has begun to gain traction. At this juncture, the primary focus must shift towards enhancing sales, expanding market reach, and optimising operational efficiency. However, it is often during this important phase that many organisations encounter significant roadblocks. Limitations in resources, ineffective marketing strategies, and an inability to adapt to the ever-changing consumer landscape frequently hinder progress. This is where the Theory of Constraints becomes essential; identifying and addressing the specific ‘bottlenecks’ within your operations is crucial for unlocking growth potential. By recognising these constraints and developing targeted strategies to overcome them, businesses can not only navigate the prevailing challenges but also position themselves for sustained success in the marketplace. We have to remain agile and responsive, continually assessing our capabilities to drive scalability and achieve our growth objectives. The role of marketing in scaling a business cannot be overstated, particularly for small enterprises striving to make their mark. Strategic marketing can serve as a transformative force, propelling businesses toward enhanced brand awareness, lead generation, and ultimately positioning them as industry leaders. It is essential to recognise the importance of investing wisely in marketing strategies that drive growth. In South Africa, where access to connectivity continues to rise, establishing a digital presence is non-negotiable. Businesses that adeptly leverage digital platforms — such as social media, search engine marketing, and content marketing — gain a distinct competitive advantage. Furthermore, adopting a data-driven approach allows businesses to harness customer insights effectively, refining their marketing strategies and enhancing engagement. Don’t underestimate the influence of public relations and thought leadership initiatives – it’s still one of the best spheres in marketing strategies for establishing credibility through media placements which amplifies brand authority. According to Goldratt, if resources are limited, marketing investments must be strategically targeted to address the most pressing constraints within the organisation. By focusing on overcoming these challenges, businesses can ensure their marketing efforts not only resonate but also contribute to long-term growth. To achieve successful scaling, it is imperative to automate and streamline operations by investing in technology that enhances efficiency, reduces costs, and improves service delivery. This is also the time to look at expanding your customer base through the exploration of new markets, forging strategic partnerships, and adopting innovative distribution channels is essential to broadening your reach. Furthermore, investing in your team is not just an option—it is a necessity. A business is only as strong as its people, so upskilling employees and making strategic hiring decisions are crucial for laying the foundation for long-term success. We must identify and address ‘what’ inhibits growth, ensuring that every area of the business operates at its full potential as we move beyond the small business status. The South African market, while presenting unique challenges, also offers incredible opportunities for entrepreneurs who are willing to embrace change and invest strategically in their brand’s growth. We can identify and overcome the barriers that hinder progress, ensuring that we not only navigate the complexities of the market but also capitalise on the strengths of our dynamic environment. In this landscape, success belongs to those who are committed to evolving and redefining their approach at every turn. At KVD Communications, we are dedicated to assisting businesses in navigating this critical transition through strategic communication, brand positioning, and marketing excellence. By establishing a solid foundation, embracing digital marketing, and optimising operations, small businesses can not only scale but thrive in today’s economic landscape—moving beyond mere survival to achieving enduring success. Magdaleen Scott, is the Managing Director at KVD Communications
The importance of exports for SA agriculture’s long-term growth
By Wandile Sihlobo We do not emphasise enough the critical role of exports in driving South Africa’s agricultural growth. If one looks at the past three decades, this sector has more than doubled in value and volume. Indeed, the improvements in genetics and cultivars, amongst other interventions, are the primary catalyst that delivered this growth. But another critical catalyst is exports. This is a point I illustrated at length in my book, A Country of Two Agriculture. We now export roughly half of what we produce in South Africa’s agriculture, which was nearly US$14.0-billion in 2024. We are not even at capacity in terms of agricultural production, as we have roughly 2.5 million hectares of government-owned land that was previously commercially farmed, but now sub-optimally utilised. We also have capacity in the former homelands to increase agricultural output. When this land is finally released to deserving black farmers, with title deeds, paired with affordable finance, and partnerships from commodity associations, we will be able to drive the agricultural output to new heights. But we won’t be in a position to absorb that output in the domestic market. We will need to look at export markets. These exports are also key in ensuring that the farming businesses remain financially viable and can sustain jobs, and provide economic value to various communities. And yes, we don’t just export without first taking care of the domestic food needs. The exports are primarily a surplus. (The poverty issues we all are aware of in South Africa are mainly an income poverty issue, not necessarily an agricultural question). It is this reality I have just explained above that has always compelled me to speak more about the need to expand our export diversification efforts. I was encouraged on August 4, 2025, when I heard the key policy makers in the trade and international relations space pushing this message strongly. In a joint media briefing by South Africa’s Ministers of International Relations and Cooperation and Trade, Industry and Competition, the intent to rigorously pursue export diversification was made clear, with the ministers stating that: “We have been strengthening trade and investment partnerships with various trade partners. These efforts are bearing fruit, targeting markets across Africa, as well as in Asia, Europe, the Middle East, and the Americas.” The Ministers further stated that: “We are making significant inroads into new, high-growth markets across Asia and the Middle East, including the UAE, Qatar, and Saudi Arabia. These efforts are not only opening doors to new opportunities but also reinforcing our commitment to retaining the vital markets we already have.” With this clarity on the importance of export diversification, the South African agricultural community must rally behind this message. The first step must be to support the government with insights that further help them in engaging with the new markets and their prioritisation. This may not be something that people have on their minds, especially in the fast-evolving world of global trade. Thus, supporting research efforts on trade to provide up-to-date key insights that guide us in decision-making is vital. Another aspect we will have to assess is capacity readiness in the various government departments that are directly engaged in trade matters, specifically, the departments of International Relations and Cooperation and Trade, Industry and Competition. This also means that South Africa will have to adjust its approach on trade matters and be more open to Free Trade Agreements, understanding that there are tradeoffs they bring. You cannot want to win in all industries. There will be tough choices of tradeoffs that the policy makers will have to make. The countries we want to diversify to may also want to sell something from South Africa. This is particularly true today, where all countries are under pressure to expand their export markets given the disruption caused by the U.S. trade policy. The government senior officials in the trade department will also need to align with this new approach, which may be a slight shift in orientation from the established way of approaching trade policy matters. Ultimately, export diversification is key to the long-term growth of South Africa’s agriculture. We should keep this work going! Wandile Sihlobo is the chief economist of the Agricultural Business Chamber of South Africa. Sources: Agbiz | Daily Maverick | dtic
Battle for the best talent: Wellness as your winning card
By Sue Ramauthar In today’s fiercely competitive talent landscape, a fundamental truth is emerging for companies: a great company culture is no longer just a desirable add-on; it’s a critical strategic imperative. At the heart of this evolving culture lies employee wellness. Forward-thinking organisations are now integrating comprehensive wellness programmes into their core culture, recognising that prioritising their people’s wellbeing – understanding their multifaceted roles and building resilience strategies that focus on mind, body, and soul – is the secret to attracting, engaging, and retaining the very best talent. For years, wellness initiatives often felt like afterthoughts – perhaps a token fruit basket or an occasional yoga class. While any effort is better than none, the modern approach to workplace wellness is far more holistic and deeply ingrained. It encompasses physical, mental, emotional, social, and even financial wellbeing. Companies are now beginning to understand that when their people are truly well, they perform better, are happier, and are more likely to stay. The job market is a battleground, and skilled professionals have more choices than ever. So, what truly makes your company stand out? More often, it’s not just the salary or the standard benefits package. Top talent actively seeks workplaces that genuinely care about their employees. Consider a robust wellness programme as a powerful magnet for job seekers. Surveys consistently show that potential hires highly value health and wellness benefits. Companies renowned for prioritising employee wellbeing simply feel more wholesome. This translates into more interest in your roles, a larger pool of qualified candidates, and quicker hires. Furthermore, investing in wellness creates a more enticing employer brand. It communicates to the world that you are a supportive, caring, and progressive place to work. This positive perception not only draws in new recruits but also transforms your current employees into your most enthusiastic advocates, spreading the word about the positive experience of working for you. Beyond attracting new talent, wellness programmes are proving to be an absolute game-changer or retaining your existing team and enhancing productivity. High employee turnover is a significant challenge – it’s expensive, disruptive, and drains energy and the bottom line. When your team feels genuinely supported in their wellbeing, their job satisfaction soars, sparking significantly higher levels of engagement. This leads to a more committed and invested workforce, and happy, engaged employees are far less likely to seek opportunities elsewhere. Research indicates that employees who feel cared for are significantly more likely to remain with their current employer. It’s clear that healthy employees simply take fewer sick days. Comprehensive wellness programmes, by emphasising preventative care and stress reduction, decrease absenteeism. They also combat “presenteeism” – the state where employees are physically present but mentally disengaged due to stress, burnout, or persistent health issues. A healthier team means more focused, energised, and productive individuals. Wellness initiatives also cultivate an excellent work environment, fostering a sense of community and shared purpose. Think group fitness challenges, mental health workshops, or team activities centred around wellbeing. These can significantly strengthen bonds among colleagues and boost overall morale. When people feel valued and supported, they are happier, more motivated, and contribute positively to the entire company’s atmosphere. And this holistic commitment isn’t exclusive to the corporate world; its profound impact resonates across various vital sectors, including healthcare. In our physiotherapy practice, for instance, we’ve witnessed firsthand how investing in a patient’s holistic wellness journey revolutionises outcomes, creating deeper buy-in and accountability. Just as a corporate gym perk alone won’t suffice, a narrow focus on a patient’s immediate injury, without considering their broader lifestyle, stress levels, sleep patterns, or emotional wellbeing, can limit their recovery. By empowering patients with a comprehensive understanding of their health – offering resources on exercise, stress management, discussing sleep hygiene, or connecting them to other wellness professionals – we help them become active participants, not just passive recipients, in their healing. This shared ownership is what truly drives adherence to treatment plans and builds long-term resilience, transforming individuals who are not just recovering from an injury but are better equipped to maintain their health and prevent future issues. This approach fosters loyalty that mirrors employee retention; when patients feel truly seen and supported in their entire wellness journey, they become powerful advocates for our practice. For wellness to truly function as a culture strategy, it cannot be a mere collection of segmented programmes. It must be deeply embedded into the very fabric of the organisation, championed from the top down. In a world where securing the right talent is paramount, prioritising employee wellness is no longer merely an option; it’s a smart, strategic imperative. It is the new culture strategy that will not only attract the brightest minds but also ensure they remain healthy, happy, and fully contributing to your organisation’s long-term success. Sue Ramauthar is a corporate wellness practitioner and physiotherapist at SuedeWellness
How the POPI Act empowers consumers against spam calls
By Jessie Taylor Despite growing awareness and technical countermeasures, South Africa has witnessed an unrelenting rise in spam calls, including telemarketing, phishing, and robocall scams. However, recent amendments to the Protection of Personal Information (POPI) Act have given individuals meaningful legal protection against these intrusions. As the digital economy grows, so too does the volume of personal data circulating in commercial and quasi-commercial ecosystems. Recognising this growing threat to personal privacy, South Africa has moved to reinforce the rights of its citizens through legislation that demands accountability and transparency from those who handle or distribute personal information. A new definition of electronic communication Historically, direct marketing calls skirted legal liability because telephone calls were not formally defined as “electronic communications”. This loophole has now been closed. In April, the Information Regulator issued a Guidance Note clarifying that voice calls, including automated and robocalls, are indeed “electronic communication” for the purposes of Section 69 of the POPIA. This means unsolicited calls now require explicit consent by law. Under the revised act, anyone receiving a direct marketing phone call from a non-customer must have previously provided explicit, informed opt-in consent. If no consent exists, marketers may make only one request for consent – and only if the consumer has not already refused. For existing customers, calls are permitted only for marketing similar products or services. Importantly, every call must clearly identify the sender and provide an easy means to opt out. Organisations are required to honour opt-out requests promptly and free of charge. Crucially, consent records must be kept and proof provided on demand. Companies must notify individuals if they intend to use their data for marketing and allow correction, deletion, or objection within 30 days. Consumers now have clear rights under POPIA: New opt-out registry in the pipeline Complementing the statutory consent framework, the government is working to launch a national Opt-Out Registry in the 2025/26 financial year. Once active, consumers can register their phone numbers to prevent any unsolicited marketing calls from both marketing firms and data brokers. Businesses will be legally obliged to “cleanse” their marketing databases for registry numbers before launching campaigns. This registry will replace or deepen the existing voluntary Do-Not-Contact list run by the Direct Marketing Association of South Africa (DMASA), which only covers its own member companies. Under the strengthened POPIA regime, failures to comply with consent rules can result in hefty penalties, such as administrative fines up to R10 million, or imprisonment for serious offences. The Information Regulator now has broadened enforcement capabilities, including accepting complaints from any member of the public (not just data subjects themselves). Spam callers risk prosecution if they continue contacting consumers after an opt-out request. Consent must be reinstated explicitly, and failure to comply is criminal. Despite these robust laws, spam calls remain widespread. As recently as July, TechCentral reported pervasive telemarketing intrusions across South Africa, with operators claiming they cannot block calls at the network level without breaching interception laws under RICA. This leaves consumers largely responsible for filtering calls through apps like Truecaller, Samsung Smart Call or Apple’s upcoming call-screening features. When spam continues, consumers are encouraged to file reports with the telecom provider, the Independent Communications Authority (ICASA), or the National Consumer Commission. The complaint process now extends beyond marketing-specific laws to data protection enforcement. The strengthened provisions under Section 69 of the Protection of Personal Information Act offer South Africans robust legal recourse against unsolicited calls and messages. Consumers now have the power to withhold consent, request deletion of their data, and lodge formal complaints—all backed by statutory penalties for non-compliance. Yet, the lingering spam epidemic illustrates that legislation alone is insufficient. Effective enforcement, increased resources for the Information Regulator, public education, and coordination with telecom operators are essential to make meaningful progress. Sources: BusinessTech | Moonstone Information | TechCentral | CapeTownEtc | MediaUpdate | Cape Argus
12 tips for becoming solutions focused
By Lynn Vermaak, Chief Imaginations Officer at Aha Training & Development When did you last think about ‘the way you think’? How has your thinking led you to greater success, performance or not? Are your thoughts mainly positive or negative? Do you get caught up and absorbed in the problem, and then struggle to focus on the solutions? Our world is made up of many problems. It’s inevitable. Every day as human beings we are faced with various problems. It’s human nature to focus on problems and fall into the trap of negativity. Therefore, one of the most powerful things you can do for yourself is to train your mind to be a solution-focused mind. Your mind-set impacts everything you do – your relationships, your work, how you approach projects, your success in different areas of your life. Do you have any limiting beliefs that keep you from achieving your goals? Limiting beliefs such as, “I will fail. I don’t have what it takes. I don’t have the resources. I don’t know where to start solving the problem.” So many people fall short of their true potential because their fear holds them back in some way. We are living in exponential times. The nature of work is changing. Change is a constant. Quick adaptive responses are needed. We need to anticipate the future and develop strategies that minimise the effects of being blindsided by change, especially with the onset of the Fourth and Fifth Industrial Revolution. To manage this disruption and change, we need to shape the future; and embrace a solutions focused mind-set. It is possibly one of the most effective tools we can pack into our career development toolkit. For an organisation it drives it forward in creating competitive advantage and innovative capability. Next time you have a problem in your everyday personal and work life, find solutions by trying the following: 1. Press the PAUSE button When you are so engulfed in a problem, you don’t think clearly and finding a solution is nearly impossible in that state of mind. Clear your mind from the negative noise with silence for at least 5 minutes. If possible, find a quiet place to pause and reflect for even 10 minutes more. 2. Choose your reaction The way you choose to engage with and think about problems, directly influences your ability to solve them effectively. Don’t let emotion get in the way of finding a solution. Regulate your emotions, from irritability of the problem to rather excitement; seeing the problem as a challenge to grow and improve. 3. Your attitude determines your altitude Choose and develop an attitude which is more positive and not stuck. This helps you to tackle problems better and find more creative solutions that will move your forward. 4. Change your perspective Change your perspective. Think solutions, not problems. Changing your perspective requires looking at the world with different eyes. Not to look at problems as blocks, barriers or inconveniences, but rather as an opportunity for growth or an opportunity to deliver a creative solution. See challenges as opportunities. 5. Change your language to a solutions-orientated language Replace the word “problem” with the word “opportunity”. Thus, no ‘problem-talk’, rather ‘solution-talk’. Focus on the strengths, and not the weaknesses. Focus on what is working well. 6. Leverage your creativity We must employ creative thinking to break away from the boundaries of traditional thinking and problem-focussed thinking. Albert Einstein once said, “We are boxed in by the boundary conditions of our thinking.” Can creative thinking be learnt? Yes – a resounding ‘yes’. Learning to think creatively should be a key part of your career and personal development. It is a must-have skill for the 4th Industrial Revolution. It will give you the edge in your career. It is time to reinvent yourself. It is time to practice deliberate creative thinking as part of your work and life. 7. Silence your inner critic When brainstorming ideas, to come up with solutions, often our inner critic judges and evaluates them before we have even said them out aloud. We look for all the reasons why the idea will not work or why it will fail, or why it is impossible. Silence your inner critic and realise that anything is possible. Instead of saying, “It’s not possible, it’s stupid, or it will not work, etc.”, rather say. “Anything is possible”. 8. Ask open-ended, exploratory questions that invite solutions Look at what you take for granted about your problem. Challenge your basic assumptions about the problem. Ask questions such as, “How might I …?” “In what ways might we …?” “How to …?” “What if ….?” 9. Don’t dwell on the past. Build the future Know what you want, and what your desired outcome or vision is. Become action-orientated towards creating a preferred future. 10. Utilise your resources optimally Look at the resources available to you right now, what can you use? What can you do with what you have? Most times the answer is right in front of you. 11. Flexibility Take action until you find the best solution fit for you. This will require you to be flexible when things don’t work out as planned, so that you can go back to the drawing board to panel beat ideas to make workable solutions. 12. Collaborate Involve others. Generate ideas together to find the way forward. Solution-seeking is a deliberate way of thinking. We need to think ‘solutions’ – not problems. The choice remains yours. It takes practice, but believe me, it is worth it.
Leadership and innovation in tech
By Thulani Dube, Head of Innovation and Advancement, Cornerstone Institute While noticeable strides have been taken to drive inclusivity and gender parity within the technology industry, we have to continually ask ourselves what meaningful inclusion looks like in a country with a history of engineered inequality. The tech space in South Africa continues to be shaped by visionary women striving for digital innovation and inclusive leadership. It becomes imperative for female tech leaders like tech social entrepreneur Baratang Miya to emerge and challenge norms, as well as build bridges for future talent. While leaders must have a presence so as to take up space, it is also important for them to create spaces for future generations to follow, something that Baratang has continually done, making her endeavours align with the United Nations Sustainable Development Goal 5 focused on promoting women in achieving gender equality and empowering all women and girls. Recently at a Transformation and Empowerment focused conference, Dr Simamkele Dlakavu, a lecturer on Gender Studies, asserted that the current gender inequality in various industries is by design and therefore needs leaders who will be intentional when it comes to issues such as women employability and equity. Leaders in the technology space must therefore make equity a core strategic priority and not another HR buzzword, whilst actively challenging entrenched systems and cultures in order to inspire a shift in organisational mindset around gender, power, and value. The gender gap in South Africa’s Information and Technology sector reminds us that transformation requires more than policy, it demands intention and action. As of 2024, women account for just under 40% of the ICT workforce. While that figure signals some movement, it is far from parity and even further from power. The problem starts early where only 13% of STEM graduates in South Africa are women, a sobering contrast to the global average of approximately 35%. This limited pipeline of talent feeds directly into an even more exclusive leadership tier. Notably just 5% of ICT CEOs in South Africa are women, and across all JSE-listed companies, only 14% of CEOs are female. At board level, women hold only 20% of director positions, and top executive roles sit stubbornly at 17% female representation. These aren’t just numbers,they’re symptoms of a system that wasn’t designed with women in mind. Women redesigning the future and paving the way for others to follow Amid these structural imbalances, a generation of formidable women is rising to redesign the future from within. Leaders like Naadiya Moosajee, engineer and co-founder of WomEng, are not only breaking barriers – they’re building frameworks for thousands of women to follow. Through her work across Africa, she has become a global advocate for gender equity in STEM, ensuring that young women don’t just enter the field but thrive within it. Equally inspiring is Mpumi Madisa, CEO of Bidvest Group and the first Black African woman to lead a JSE Top 40 company. Her ascent signals what’s possible when competence meets opportunity and when corporate South Africa embraces inclusive innovation. Basani Maluleke, former CEO of African Bank, brought a bold voice to the fintech space, illustrating the power of representation in reimagining financial services for a broader, more inclusive economy. And then there’s Emma Mphahlele, whose journey from rural Limpopo to international tech stages defies the limits historically placed on girls in underserved communities. Through initiatives like Kids Innovate Africa and African Youth Ignited, she is championing access, neurodiversity, and digital empowerment for girls and differently-abled youth alike. As a TechWomen alumna and UN Women-endorsed facilitator, her mission is not only deeply personal but structurally transformative. These women are more than outliers, they are architects of change. Their journeys stand as living proof that while the system may not have been built for women, it can be reshaped by them. Collectively building an ecosystem of transformation across sectors The growing influence of women across key sectors is reshaping South Africa’s approach to innovation, inclusion, and progress. In government, women leaders are playing a crucial role in shaping the country’s digital transformation agenda through expanding broadband access in rural areas and embedding gender-sensitive approaches in ICT policy. Initiatives like the SA Women in ICT Forum and the TechnoGirl Trust are helping to bridge the gap between young talent and future-ready careers, ensuring that girls are not left behind in the tech-driven economy. In the private sector, leaders such as Nolitha Fakude, Chairperson of Anglo American’s Management Board in South Africa, are at the forefront of embedding sustainability and inclusive innovation into core business strategy. Through her work, she has championed digital upskilling, enterprise development, and gender equity in traditionally male dominated sectors like mining and industrial technology, demonstrating how corporate power can serve as a platform for systemic change. Similarly, the LaunchLab, Stellenbosch University’s innovation incubator, under the dynamic leadership of Anita Nel, is actively nurturing startups, with a focus on tech, agri-innovation, and social impact ventures. Their support of female entrepreneurs from ideation to investment readiness has made LaunchLab a catalytic force in bridging the gender gap within the startup ecosystem. Higher education institutions are also key levers in this transformation. Visionary leaders like Professor Pamela Zibuyile Dube, Vice-Chancellor of the Central University of Technology (CUT), are steering universities toward inclusivity and innovation. Under such leadership, institutions become not just academic spaces, but launchpads for female talent in science, technology, and research. By aligning academic output with national digital goals and social equity, such leaders in higher education are helping to redefine what progress looks like as well as who gets to lead it. Together, across sectors, these leaders are building an ecosystem of transformation. Not all heroes wear capes!