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87% of executives say reputation is the biggest risk – Here’s how to manage it

reputation management meeting

By Prenade Makumborenga, Communications Consultant at Definition  A brand’s reputation is crucial and often the deciding factor between success and failure. A positive reputation attracts new customers and fosters brand loyalty. Conversely, a negative one can drive potential clients away and alienate existing ones. Building a good reputation involves integrating the brand’s image, values, and performance to earn consumer trust, credibility, and loyalty. However, creating a reputation is only half the effort; maintaining it is even more challenging, especially with increasing visibility and scrutiny through social media. So, what is the secret to effective reputation management? This article will explore the best practices for maintaining a solid brand reputation. Understanding the importance of reputation Reputation should be a top priority for all businesses. According to a survey of over 300 executives by Deloitte, 87% of respondents cited reputation as the most significant risk area for companies, and 88% stated that their companies are explicitly focusing on managing reputation risk. The reasons for this are clear. A positive reputation increases customer loyalty, provides a competitive edge, boosts employee retention, reduces marketing expenditure, and strengthens investor and partner relations. A strong reputation can also protect a company during crises. In a world of instant communication through reviews, social media, and news outlets, every company will inevitably face negative feedback at some point. However, by crafting a reputation management strategy and developing reputational resilience, your business can significantly mitigate the impacts of challenges like these. Strategies for maintaining a positive reputation 1. Consistently deliver quality and service Always provide high-quality products and exceptional service to meet and exceed customer expectations. This strategy builds loyalty and a positive reputation, ensuring repeat business and encouraging word-of-mouth recommendations. 2. Build a strong online presence  Establish and maintain a robust presence across various digital platforms to ensure your brand’s story and values are well represented and understood.  3. Engage in social responsibility Participate in corporate social responsibility initiatives to showcase your commitment to societal and environmental issues, which can greatly strengthen stakeholder trust. 4. Maintain a clear brand identity Preserve a clear and authentic brand identity, continuously innovate and ensure that all staff are aligned with the company’s values and mission.  5. Monitor and respond to feedback Actively monitor what is said about your brand and promptly address any concerns or negative feedback to prevent potential damage to your reputation. Effective communication is key, emphasising transparency and timely responses to maintain a positive image. By focusing on brand reputation and developing a thorough branding strategy, businesses can set themselves apart from competitors, enhance customer loyalty, and build a favourable image in the market. 

3 ways to use events to boost your organisation’s reach and revenue

By Koketso Mamabolo Events such as business conferences, masterclasses, and product launches are excellent ways to position your brand at the forefront of your industry, increasing brand awareness, generating leads and shortening sales cycles. Whether in-person, virtual or hybrid, they are proven ways to build new partnerships and market your brand. Here are three ways to use events to grow your brand: 1. Partner with specialists When planning an event, why get someone to do it when you could do it yourself? When you start unpacking the details –  the time it takes; the resources and expertise required; the capacity to reach a wide audience – it may be time to call in the experts. The experience and knowledge it takes to put together an event is not something most businesses have inhouse. By outsourcing an event to a group of experts, you can focus on what you do best: running your business. Everything from marketing campaigns, press releases, speakers, session content, exhibition booths – all of that will be handled for you. Events that have been around for years, which attract industry leaders from various sectors, offer you the opportunity to benefit from being associated with a respected institution. You also gain from associating with non-competitors who are leaders in their own niche markets. When you partner with a B2B event you get the results without having to put in as much financially. You save money, reach a wider audience, generate more content and can get a great return on your investment. Events can take months to organise and the costs can add up. From something as big as the venue or virtual conferencing platform, all the way to the “swag packs” attendees get. All these costs will fall on you when you organise your own event. But when you partner with experts, who understand how to navigate the costs of hosting the event, you just have to pay for the naming rights and everything else will be covered for you.  The brand visibility that comes from partnering with an event can lead to an uptick in sales. Before, during and after the event your business is on display, bringing in both old and new customers.  You put a little in and you get a lot out of it. 2. Be deliberate about making connections Events offer an opportunity to build relationships and engage with potential partners. In one room, or many, you will have a chance to speak to the people you want to be speaking with to help your business grow and improve. Attendees and exhibitors are at an event with your name on it, which does wonders for brand awareness and networking. Besides potential partners, events are also a great place to meet and attract top talent and share knowledge. See every conversation as an opportunity to connect. You never know who you will meet. You could find yourself having a conversation with the CEO of a multinational corporation who is hiring, or looking to form new partnerships. Have a good idea beforehand who will be attending the conference, which allows you to be more direct in who you network with and possibly set up meetings with beforehand. While it is important to know who you want to meet or what you want to discuss, you need to be open to meeting people you weren’t planning to.  Following up after the event is key. Once you’ve exchanged details and discussed partnerships, make sure you reinforce. Whether that be an email or a message on LinkedIn. Being in a room with a range of industry stakeholders is rare. Don’t let the opportunity slip through. 3. Create, create, create Events can be an indirect way of advertising your brand. While advertising online, in newspapers or digital magazines, allows you to speak directly to customers and potential partners, events allow you to speak to them in indirect ways. With all the content created comes web traffic and engagement on your social media accounts. From press releases, web posts, interviews, competitions and more, the chance to drive traffic to your website and increase sales is ever present. All the exposure you get at the event will also provide an opportunity to present your products and services in different ways. You’re able to market new and existing offerings in indirect and direct ways. If you’re working with an event partner, their marketing and PR teams will create content, attendees will create content, speakers and exhibitors will create content, everyone creates content. All that content is available for you to leverage. Your brand’s message will get across to many people across the world in various formats and platforms through marketing campaigns.  Topco Media has solutions that can help you get a return on your investment, build relationships, reach a wider audience and generate more content. With our solutions you get the benefit of having your brand associated with an event that attracts top decision makers from the public sector, private sector and everyone in between. You can do it yourself – but the experts can do it better. For enquiries on how you can partner with us on one of our B2B events, contact Twaambo Chileshe and let us help your business reach its goals and further its reach: twaambo.chileshe@topco.co.za

From HSBC to Binance: Hannes Wessels on leading Africa’s crypto rise under Richard Teng’s vision

Binance Hannes Wessels

They’ve declared bitcoin dead 53 times but it keeps getting stronger each time, says Hannes Wessels, General Manager of South Africa for Binance, which boasts the world’s most prominent blockchain ecosystem. In this fascinating conversation with Topco Media CEO Ralf Fletcher, on the Business Unusual Podcast, the former HSBC banker simplifies some technical aspects of the crypto world, addresses misconceptions and offers a sophisticated perspective on bitcoin investment cycles and the market dynamics in South Africa. Whether you’re a casual speculator, a crypto die-hard, financial professional, or just someone who wants to know more about how the future is happening you’ll get: Watch on YouTube Listen on Spotify Listen on Apple Podcasts 

Balancing progress and protection: How restraint of trade safeguards South Africa’s workforce and innovation

Two businessmen discussing restraint of trade

By Jessie Taylor In a fast-paced, competitive economy such as South Africa’s, where knowledge and intellectual property often determine an organisation’s value, the concept of restraint of trade remains a cornerstone of contractual employment. Designed to protect businesses from unfair competition and the leakage of proprietary information, restraint of trade clauses continue to be tested against the constitutional right to freedom of employment. Striking a balance between protecting legitimate business interests and upholding an individual’s right to work is one of the most nuanced tasks within South African labour law. These clauses—widely used in both the public and private sectors—require careful drafting, regular review, and, increasingly, judicial interpretation. The legal foundation of restraint of trade In essence, a restraint of trade clause is a provision in an employment contract that limits an employee’s ability to compete with their former employer after leaving their job. This can include restrictions on working for a rival, starting a competing business, or soliciting former clients for a specific period and within a specific geographic area. Historically, such clauses were viewed with scepticism. However, since a landmark in 1984, South African courts have shifted their perspective. The case established the principle that restraint clauses are presumed valid unless proven unreasonable and contrary to public policy. In other words, employees must now demonstrate why a restraint is unfair or overly restrictive. This reversal of the burden of proof reflects a strong judicial inclination to uphold contractual freedom, but not at the expense of constitutional rights – particularly the right to work as enshrined in the Constitution. The primary legal test for the validity of a restraint of trade involves four essential considerations: 1. Is there a protectable interest?This could include confidential information, client connections, trade secrets, or unique business methods. 2. Is that interest being prejudiced?Would the employee’s new role jeopardise these interests? 3. Does the employer’s interest outweigh the employee’s right to work?A fair weighing of competing rights. 4. Is enforcement contrary to public policy?Would enforcing the clause unduly harm the economy or an individual’s career? These criteria have allowed courts to apply a flexible approach, often adapting to context, such as seniority of the employee, the industry involved, or whether compensation was provided during the restraint period. A balancing act A common misconception is that any restraint clause is enforceable if signed. In reality, courts scrutinise scope, duration, and geographical limits. While restraint clauses are more common in private-sector contracts – especially in technology, finance, and sales – public sector employers are also increasingly turning to them. Roles involving sensitive data, policy formulation, or technical innovation may warrant restraint provisions to prevent undue political or commercial exploitation after an employee exits. However, the public sector faces unique challenges. Any restriction must consider transparency and the public interest. Moreover, because taxpayers ultimately fund salaries and public projects, any restraint must be proportionate and serve a defensible policy objective. Should an employer wish to enforce a restraint, the process usually involves applying to court for an interdict (injunction) to prevent the former employee from engaging in prohibited activities. Importantly, employers must act swiftly when a breach occurs. Delays in enforcement weaken the argument that the restraint protects urgent and valuable interests. To ensure a restraint is enforceable, employers—especially in the public sector—should observe the following: From the employee’s perspective, restraint clauses are serious undertakings that should never be signed without understanding their implications. Ultimately, restraint of trade clauses operate at the intersection of contract law, constitutional rights, and labour relations. They remind us that in a democratic society, freedom of contract cannot override the right to dignity and economic participation. This legal terrain is neither black nor white, and as the economy becomes more complex, restraint of trade litigation is likely to increase. Employers in both the public and private sectors would be wise to treat restraint clauses not just as contractual boilerplate, but as strategic, legally sensitive instruments that require nuance, clarity, and fairness. Sources: Bowmans Law  |  DotNews  |  Labour Guide  |  Pagel Schulenburg

Africa Tech Digital Transformation Award winner: Etapath’s Co-Founder on making transport more accessible

Etapath Digital Transformation

By Koketso Mamabolo In just five years Etapath went from manual internal process to building an in-house tool which evolved into client-facing, digital-first, centralised tech solution. Their digital transformation journey has seen them help businesses provide their employees with safe, reliable and affordable transport.  “Our journey has been rooted in a vision to make transport in South Africa more accessible, efficient, and opportunity-driven,” says Benjamin Gordon, Co-Founder of Etapath, the winner of the 2025 Africa Tech Digital Transformation award. Across the country, Etapath has completed over a million scheduled commutes, with over 15 000 users and the results are impressive: Their corporate clients report 30% in savings on transport and a 40% drop in absenteeism.  After having made such an impact in only half a decade, there’s sure to be even more success in store for the rapidly growing tech company. “Opportunities only materialise when you’re prepared to seize them, and we’ve made it a priority to always be ready for what’s next.” Congratulations on winning the Digital Transformation award. What does winning the award mean to you and your organisation? Winning the Digital Transformation Award is a significant milestone for us. It affirms the hard work we’ve invested in evolving from manual operations to digital systems, from reactive problem-solving to proactive innovation, and from serving local needs to having a national footprint. More than just a recognition of our technology, this award honors the real-world impact we’re making; supporting workers on their daily commutes, enabling businesses to function reliably, and opening doors for communities to access better opportunities. Meet the Africa Tech Founder of the Year Please tell us about your journey, how did you get to this point in your career? Our journey has been rooted in a vision to make transport in South Africa more accessible, efficient, and opportunity-driven. Since Etapath’s start in 2020, we’ve focused on delivering high-tech transport solutions that address real-world challenges. Early traction with major corporate clients helped us expand nationally by 2022. Along the way, we developed impactful tools like the Team Manager platform, an integrated payment system, and detailed passenger data analytics. Strategic partnerships with organisations such as BPESA and Google Mobility have played a critical role in our growth and influence. What are the biggest lessons you’ve learnt in your journey and how have you been able to apply them? One of the most important lessons is to never take things personally. The best ideas should win, no matter where they come from. True progress happens when ego steps aside. Another key lesson is that luck is really the intersection of preparation and timing. Opportunities only materialise when you’re prepared to seize them, and we’ve made it a priority to always be ready for what’s next. Read: The full list of winners from 2025 Africa Tech Awards What inspires you to do what you do? We’re driven by a bigger mission: to eliminate technology as a barrier to employment, investment, and growth. We believe tech should be an enabler, not an obstacle. By making commuting simpler, safer, and more affordable, and by equipping small fleet operators with advanced tools, we’re helping build an inclusive and competitive transport ecosystem that benefits everyone, from individual commuters to enterprise-level clients. What do you believe are the major trends you believe we should be looking out for in the next few years? We expect Cape Town to emerge as a key hub for tech innovation in South Africa. We’re also watching the rise of homegrown e-hailing platforms expanding across Africa. And of course, AI is set to transform the transport industry even further; especially in areas like route optimisation, driver allocation, and operational efficiency.

Success, innovation and productivity: The importance of employee engagement

The importance of employee engagement

By Paula Quinsee In today’s evolving landscape, organisations are realising that success extends way beyond profits and products. A company’s true strength lies in its people, and cultivating a workforce that is not only motivated but also aligned with the organisation’s values and mission is critical to everyone’s thriving. This is where effective employee engagement and culture strategy play a key role and are drivers of productivity, innovation, and success. So how do we define an employee engagement and culture strategy? Employee engagement is a delicate ecosystem where the professional and emotional needs of employees meet the company’s goals and values. It cultivates the level of commitment, passion, and enthusiasm employees bring to their roles and is closely linked with their overall job satisfaction and well-being. Culture, on the other hand, refers to the shared beliefs, values, norms, and practices that shape the behaviours and interactions within an organisation. It’s the glue that holds a company together and guides decision-making processes at an individual, team, and holistic level. An employee engagement and culture strategy should be deliberate and embody a holistic approach to shaping these dynamics by creating an environment where employees feel connected, valued, and inspired to contribute their best work while aligning their efforts to the organisation’s purpose. So why is it important to have an intentional strategy? Employee performance and productivity Engaged employees are more productive and go the extra mile. When individuals feel that their contributions matter and their efforts are recognised, they become more invested in their work (the power of positive reinforcement) and overall success. Initiative and creativity When employees are encouraged to share their ideas without fear of criticism or intimidation, they feel empowered to be creative in their thinking. A culture that values the diversity of its people creates space for creativity and collaboration as employees work together to find solutions to challenges. Reduced turnover High employee turnover can be a huge cost for organisations and impact their growth. When employees are happy, fulfilled, and stimulated in their work environment, they are less likely to seek opportunities elsewhere. This leads to a more stable workforce, which in turn reduces churn, recruitment, and training costs. Attracting talent Organisations that attract key talent and skills by prioritising employee engagement and a positive workplace culture have a significant advantage over those that don’t. Top talent is drawn to companies that provide more than just a job, rather than a place to thrive in, which enables them to become an employer of choice. Improved relationships The way employees interact with each other, service providers, and customers is a direct reflection of their engagement levels and the culture within which they operate every day. Engaged employees are more likely to provide excellent service levels due to their positive experiences. This can lead to enhanced customer and supplier loyalty and positive word-of-mouth referrals. Aligned to the organisation’s objectives An effective engagement and culture strategy ensures employees are aligned with the company’s mission, vision, and values. When employees understand, see, and believe in the bigger picture, they are more likely to be proactive in supporting the organisation’s long-term goals. Coping with change The landscape is constantly changing, so being adaptable is crucial for individuals, teams, and leaders. A healthy culture nurtures resilience and flexibility among employees, making it easier for organisations to navigate through challenges and evolve as things change. How does one craft an effective employee engagement and culture strategy? Creating a successful employee engagement and culture strategy requires a multifaceted approach: Leadership buy-In Leadership’s buy-in and support are critical to the success of an employee’s culture strategy. Leaders need to champion the cause, actively embody the desired cultural traits, and walk the talk when it comes to participating in engagement efforts. Close the communication feedback loop. While open and transparent communication is critical every step of the way, so is closing the feedback loop by regularly and consistently giving updates on implementation and progress. Employees need to be taken on the journey by having a clear understanding of the company’s values, goals, and how their roles contribute to the bigger picture; where possible, join the dots back to their KPIs. Empowerment and growth One of the key reasons for employees leaving organisations is the lack of growth opportunities. When employees feel their work is meaningful and they have room to grow, they are more engaged. However, in today’s world, the structure of hierarchies are flatter, so there is limited room to grow upwards; therefore, organisations need to find creative ways to grow their employees outwards in their current roles. This can be done through additional responsibilities, taking the lead on special projects, and more. Recognition and rewards  Everyone wants to feel appreciated, and it’s the smallest things that can have the greatest impact. It’s not always about the money. When employees’ contributions are acknowledged, such as a job well done or a thank you for going the extra mile, it can go a long way in creating belonging and boosting morale. Work-life balance Environments that empower employees to have a healthy work-life balance and applaud well-being also prevent burnout. Flexibility in work arrangements and encouraging personal time should be key to the culture and strategy. The importance and value of having an employee engagement and culture strategy cannot be overstated; it is key to the long-term success of both employees and organisations. Paula Quinsee, is the Founder of Engaged Humans

Help them dream big like Bezos: How to encourage innovation in the workplace

Help them dream big like Bezos

By Louine Griessel, Resource Development Director for MoreThanMeerAs Innovation is the lifeblood of any successful organisation, driving growth, efficiency, and a competitive edge. Yet fostering an environment where creativity and new ideas flourish is often easier said than done.  Dreaming: Creating a visionary culture Innovation begins with vision. Leaders must create a culture that encourages employees to dream big and envision new possibilities. According to a study by McKinsey & Company, organisations that foster a strong vision and purpose are more likely to innovate successfully.  Here are some ways to incorporate the principle of dreaming into your workplace: Healing: building a supportive environment Innovation thrives in environments where employees feel safe, supported, and valued. The principle of healing is about creating a workplace culture that nurtures emotional and psychological wellbeing. According to the Harvard Business Review, a psychologically safe workplace is crucial for innovation. Here’s how leaders can foster such an environment: Innovation: implementing and sustaining change The principle of innovation emphasises the continuous process of implementing and refining new ideas. Leaders play a crucial role in not just sparking innovation, but also sustaining it. According to Forbes, continuous innovation requires a strategic approach and ongoing commitment.  Here’s how to put this into practice:  How to foster innovation in their workplaces By integrating these principles into your leadership strategy, you can create a workplace culture that not only encourages, but thrives on innovation. Together, let us build environments where every individual feels empowered to dream, heal, and innovate, driving meaningful change and success for an organisation. Louine Griessel is the Resource Development Director for MoreThanMeerAs (Image of Jeff Bezos courtesy of Daniel Oberhaus, 2019)

Leading with Heart in the Age of AI

Leading with Heart in the Age of AI

By Brian Eagar In 2025, leadership is changing in two main ways. The first is through human-centred leadership. This style has come about after many years of leadership that focused on authority, hierarchy and top-down control, often ignoring people’s well-being and personal needs to pursue productivity and profit. Human-centred leadership flips the script and puts the needs, well-being and growth of individuals before tasks or profit. It values empathy, listening carefully and creating a supportive place where people feel respected. More and more organisations are choosing to operate this way, recognising the benefits of human-centred leadership to boost employee engagement and belonging, resulting in a marked improvement in productivity, innovation and ultimately business performance.   The second way leadership is being shaped in 2025 is by the rise of AI. While AI’s promise of efficiency is exciting, relying too much on technology can hurt the goals of human-centred leadership. The focus on efficiency, innovation and growth can shift attention back to tasks and results, often ignoring people’s well-being. According to a CNBC SurveyMonkey Workforce survey, 60% of employees who use AI reported that they worry about its impact on their jobs. Insights from the Harvard Business Review also found that, in addition to concerns about AI’s impact, motivation dropped by 11% and boredom increased by 20% when using AI in the workplace. As concerns about job security and uncertainty grow, leaders need to act now. Success will come from leading with both people and technology in mind, with clear understanding and care. This means recognising the power of AI but also being aware of its hidden effects. The promises and reality of AI AI offers great benefits. It can take over routine tasks, help us make better decisions and let teams do more important work. From smart assistants that organise schedules and messages, to systems that give fast data insights, AI aims to make work easier and people more productive. By automating simple tasks, AI can reduce the time and energy employees spend on admin work. This should let people spend more time on creative thinking, solving problems and working closely with others. Leaders are told AI will boost human ability by handling boring tasks and helping us think and work better. In this view, AI does not replace people. It helps them. It is like a teammate, coach or tool that makes work smoother and opens up opportunities for new ideas and growth. But this is only part of the story. Even though AI has benefits, it also causes some hidden problems. Its advantages come with challenges that can negatively impact job difficulty, create stress and reduce how much control employees and teams have over decisions that are based on AI outputs. According to the Deloitte 2025 Human Capital Report, while AI is often praised for improving productivity and easing workloads, its impact on employees reveals significant hidden challenges. 77% of workers report that AI has increased their workloads and 61% fear it contributes to higher burnout rates. Although AI automates up to 45% of routine tasks, employees are left with more complex and mentally demanding work, making their jobs harder rather than easier. Additionally, 33% of workers report reduced human interaction and collaboration due to AI and 28% feel a loss of personal connection. This shows how AI can make workers feel isolated and lonely. Deloitte emphasises that these effects are often unintended and overlooked by leaders who focus on AI’s efficiency gains. This can erode trust and weaken the employee-employer relationship if not addressed proactively. Leading with both heart and AI With this type of study data available, it’s obvious that leaders will have to find the right balance between utilising AI and implementing human-centred leadership styles. Here are three simple ways to do this: 1.   Understand the trade-offs  Good leaders know that while AI can boost productivity, it can also create problems. Automating work can increase workloads and lead to burnout and letting AI make too many decisions can make workers feel less in control. Also, replacing human interaction with technology can lead to isolation. Leaders must recognise these risks and respond with care and responsibility, always putting employees’ best interests first. This includes intentionally creating an environment where people feel safe to speak up, share concerns and know that their well-being matters; not allowing the grind to take over but instead checking in regularly and creating space for genuine connection. When people feel psychologically safe and know their voices are heard, a sense of belonging grows, even in times of change and especially when that change is introduced through the use of AI. 2.   Work with employees to adopt AI  Instead of forcing AI on workers, organisations should involve them in deciding how and when it is used. This collaborative approach leads to better and more meaningful use of AI, builds trust and gives employees a greater sense of control. When people help shape the tools they use, they feel more ownership and confidence in their work. They feel their input is valued and respected and this, in turn, supports a stronger sense of belonging, because workers feel included in important decisions that affect their roles. 3.   Reinforce the human core of work As the use of technology grows, the risk of loneliness and disconnection increases. Leaders should respond by investing in human connection through mentoring and opportunities for collaboration around shared goals. This creates space for forging genuine relationships, teamwork and emotional support. A strong team is built not just on tools but on trust, care and shared purpose. In 2025, strong leadership means balancing the power of AI and technology with a deep commitment to people. While technology can drive progress, it must not come at the cost of well-being, connection or control. Human-centred leadership reminds us that when people come first, business benefits through stronger performance and better results. Generative AI is positioned as a tool to augment human skills, not replace them. Leveraging human creativity, empathy and contextual