Mentorship beyond career advice: The quiet power of mentorship on the leadership journey
By Phryne Williams There’s a widely held assumption that mentorship is about career advice – helping someone get promoted, mapping out a five-year plan, or sharpening their CV. And yes, sometimes it is. But from what I’ve seen over the years, the most powerful mentorship moments aren’t packaged that way. They come in the form of presence, perspective, and honest conversations at the right time. And for those stepping into leadership, especially women and first-time leaders, mentorship can be the nudge that turns hesitation into action. In my experience, leaders don’t get to where they are without help. Behind many confident, high-impact professionals is someone who offered honest guidance, a fresh perspective, or simply believed in them before they fully believed in themselves. That’s mentorship. Most leaders have had someone who saw something in them early on, or helped during a difficult time, to just figure things out. Sometimes it was a formal mentor. Often it wasn’t. It might have been a colleague, a previous manager, a peer, or even someone just one step ahead. Mentorship creates a bridge between experience and ambition — a relationship that encourages reflection, builds confidence, and sharpens judgement. At its heart, mentorship is simply two people figuring things out together – one with a bit more perspective and a willingness to listen and share their experiences. The other with a bunch of questions and curiosity. It’s where you can ask the real questions, talk things through without pressure, and feel okay not having everything figured out. The best mentors don’t give you a formula. Instead they ask thoughtful questions, challenge your thinking, and try to help you see things more clearly. They don’t try to be impressive. A good mentor just shows up, listens properly, and reminds you what you’ve got in you. This doesn’t mean mentors need to be senior. In fact, some of the best mentorships I’ve seen have come from peers. Peer mentors are usually walking a similar road, which is why those relationships can be so helpful. There’s a bit of give and take. Someone who gets how pressurised things are and understands the hectic pace, and the second-guessing that comes with leadership. Where can you find the right mentor: Mentorship can take many forms. Some companies run structured programmes, and when done well, these can be powerful. Some of the best mentoring doesn’t happen in scheduled sessions, it can be a quick chat after a tough day, a coffee, or a quiet nudge of encouragement to say:“You don’t need to wait to be noticed — you’re ready for that promotion. Ask for it.” Research from Harvard, McKinsey and Forbes continues to show that people with mentors are more likely to be promoted, to stay with their organisations, and to report stronger feelings of inclusion and engagement. Mentorship isn’t just a feel-good initiative. It supports retention, leadership development, and culture. When it works, mentorship offers: And it goes both ways. Mentors often walk away with new energy, clarity on their own leadership style, and a reminder of what they’ve learnt along the way. When done well, mentorship benefits both people in the relationship. So if you’ve had someone who helped you feel more grounded, more capable, or more seen, this might be the moment to offer that same support to someone else. And for those longing for that kind of support? Have the courage to ask for a coffee, to seek out guidance, and to suggest meeting regularly with the intention of learning. Mentorship doesn’t always land in your lap — most times, in my experience, you have to initiate it. Phryne Williams is Founder and Director at Capital Assignments
Organisations big and small celebrated at the 7th annual Africa Tech Week Awards
On the evening of 3 June 2025 we celebrated excellence in tech at the 7th annual Africa Tech Week Awards. The awards were opened with a keynote address delivered by Hon. Solly Malatsi, Minister of Communications and Digital Technologies, who reminded us of the importance of celebrating achievements, especially when it comes to people and businesses advancing technology in South Africa and the wider continent. The black-tie event took place on the first evening of the 2-day Sentech Africa Tech Week conference hosted by comedian Alan Committee, where guests were treated to dinner and a show. We congratulate the finalists and winners in the organisational and individual categories: Organisational Awards: AFRICA TECH: START–UP AWARD Sponsored by Sentech Winner: LEMI App AFRICA TECH: FINTECH AWARD Winner: Wonga Online AFRICA TECH: TECH IMPACT AWARD Sponsored by City of Cape Town WInner: Old Mutual AFRICA TECH: DIGITAL TRANSFORMATION AWARD Winner: Etapath AFRICA TECH: PUBLIC SECTOR DIGITAL INNOVATOR AWARD Winner: MMT Inland (Mint Group) AFRICA TECH: TECHNOLOGY COMPANY OF THE YEAR AWARD Winner: XLink AFRICA TECH: SECURITY TECHNOLOGY COMPANY AWARD Winner: PaySolutions AFRICA TECH: EDTECH AWARD Winner: WeThinkCode_ AFRICA TECH: AI INNOVATION AWARD Sponsored by iME Winner: LexisNexis AFRICA TECH: HEALTHTECH AWARD Winner: AstraZeneca Pharmaceuticals Individual Awards: AFRICA TECH: WOMEN IN TECH AWARD Winner: Xoliswa Kakana – ICT Works AFRICA TECH: LEADER OF THE YEAR AWARD Winner: Trishen Moodley – MAST SERVICES (PTY) LTD AFRICA TECH: TECH FOUNDER OF THE YEAR AWARD Winner: Oscar Molaba – Batanidza Technologies For more information on the Africa Tech Week please email marketing@africatechweek.co.za. To enter the 2026 awards please contact quarnita.jumat@topco.co.za. Visit our LinkedIn page for more on Africa Tech Week and to congratulate our winners.
How to expand your companies’ social impact
By Sam Gqomo, Director, Womandla Global Network In today’s world, companies are increasingly recognising the importance of not only generating profit but also making a positive impact on society. As a social entrepreneur with extensive background in public relations and communications, I have dedicated my career to advocating for women and girls, leveraging various strategies to enhance social impact. Here are key strategies to assist companies expand their social impact: Building strong partnerships and stakeholder relationships One of the most effective ways to amplify social impact is through strategic partnerships and strong stakeholder relationships. Collaborating with NGOs, community organisations, and other businesses can create a synergistic effect, allowing for a broader reach and more significant impact. Here are some steps to consider: Identify common goals: Look for partners who share your company’s vision and objectives. This alignment will ensure a cohesive effort towards common goals. Engage stakeholders: Regularly engage with stakeholders to understand their needs, concerns, and aspirations. This can be achieved through surveys, town hall meetings, and one-on-one interactions. Leverage each other’s strengths: Utilise the unique strengths and resources of each partner. This could include sharing expertise, networks, and financial resources. Media and storytelling for advocacy These are powerful tools for advocacy and raising awareness about social issues. Effective communication can shape public perception and inspire action. Companies can use the following tactics: Craft compelling narratives: Develop stories that resonate with your audience, highlighting the human aspect of social issues. Personal stories of those affected can be particularly impactful. Engage with media outlets: Build relationships with journalists and media outlets to ensure coverage of your initiatives. Press releases, opinion pieces, and media kits can help in this regard. Use social media: Leverage social media platforms to share your stories, engage with your audience, and create a community around your cause. User-generated content and interactive campaigns can boost engagement. Integrating sustainability research in corporate communications Sustainability is a critical component of social impact. Companies can enhance their social impact by incorporating sustainability research into their corporate communications and marketing strategies. Consider the following: Conduct Thorough Research: Stay informed about the latest sustainability trends and research. This knowledge can guide your strategies and ensure they are grounded in current best practices. Transparent Reporting: Regularly report on your sustainability efforts and progress. Transparency builds trust and demonstrates your commitment to making a difference. Incorporate Sustainability into Branding: Highlight your sustainability initiatives in your branding and marketing materials. This not only differentiates your brand but also attracts customers who value social responsibility. Leveraging corporate communications for advocacy Corporate communications can be a powerful vehicle for advocacy. By integrating advocacy into your corporate communications strategy, you can amplify your impact the following ways: Advocacy campaigns: Develop and launch campaigns that address social issues relevant to your mission. Use these campaigns to educate, inform, and mobilise your audience. Employee advocacy: Encourage and empower your employees to be advocates for your cause. Provide them with the tools and resources they need to effectively communicate your message. Stakeholder collaboration: Work with stakeholders to amplify your advocacy efforts. Collaborative advocacy can lead to more substantial and lasting change. Expanding a company’s social impact requires a multifaceted approach that leverages partnerships, media, storytelling, and sustainability research. As a social entrepreneur, I have seen firsthand the power of these strategies in advocating for women and girls. By integrating these tactics into your corporate communications and marketing plans, your company can make a significant and lasting impact on society. Together, we can create a world where businesses not only thrive but also contribute positively to the communities they serve. Let us commit to expanding our social impact, one partnership, story, and sustainable practice at a time.
Staying innovative and relevant in competitive markets
By Ziphindiwe Ngcobo, ISUZU SA As a team, staying ahead of the latest marketing trends and technologies is essential – to continuously seek ways to innovate approaches thereby remaining competitive and meeting objectives effectively. Collaboration ensures that marketing initiatives are cohesive and supportive of overall business goals. Regular performance analysis and reporting are fundamental to understanding the effectiveness of strategies and making necessary adjustments. I have always been fascinated by the power of data and how numbers behave in a pattern. This has always driven a keen interest in me to tell a story through numbers. It’s easy for marketers to get caught in the pretty pictures but our decisions need to be fueled by how the organisation operates to avoid the say-do gap. We need to be punting lived experiences. Align innovative strategies with business objectives Innovation strategies are informed by thorough market and competitor analyses, ensuring that innovations are relevant and competitive. Cross-functional teams which bring together diverse expertise, fosters creativity and ensures practical implementation. Regular reviews against key performance indicators enables an individual and team to adapt strategies in real-time, maintaining agility in response to market changes. Encouraging all employees to contribute ideas, with leadership championing these efforts and providing necessary support fosters a culture of innovation by. This integrated approach is considered an innovative strategy which drives sustainable growth and maintains a competitive edge. Understanding customer behaviour and trends Understanding customer behaviour and trends is essential for staying ahead . This is achieved through leveraging advanced data analytics tools and conducting extensive market research to gather insights into customer preferences, buying behaviour, and emerging trends. Furthermore, regular customer engagements are crucial for grasping customers’ needs and expectations, allowing tailored offerings to be effective. This is achieved through closely monitoring industry trends and technological innovations, to anticipate changes in customer behaviour and adapt strategies proactively. This comprehensive approach ensures being responsive to customers’ evolving needs and preferences, ultimately maintaining a competitive edge. Marketing is not just about selling a product, but about creating value and building lasting relationships with customers. Through partnerships and sponsorships, it makes it possible to foster a strong brand affinity and trust among customers, reflecting positively on sales and customer loyalty. Often, other brands might be tempted to select their sponsorships based purely on popularity and therefore, anticipated exposure. Strategic thinking sits at the core, ensuring that brand direction aligns with broader business objectives and market needs. Adaptability is crucial in the face of market changes and evolving consumer behaviours; it allows for timely adjustments to strategies to remain competitive. Furthermore, a consumer-centric approach ensures that strategies and campaigns resonate with target audiences, fostering loyalty and enhancing brand perception. Lastly, a commitment to continue learning ensures that brands stay abreast of the latest trends, tools, and best practices, keeping them innovative and relevant in the competitive landscape.
Youth Empowerment: South Africa’s most critical investment in the age of AI
By Ravi Naidoo, CEO, Youth Employment Service As the Artificial Intelligence (AI) revolution accelerates, empowering South Africa’s youth means preparing them for the challenges and opportunities that this transformation brings. On this journey, we face a critical juncture. We’ve increased access to higher education and created innovative work experience programmes like the Youth Employment Service (YES), but we’re still grappling with a world of rapid technological change that threatens to leave many people behind. As the COVID-19 crisis demonstrated, the world will bifurcate between those countries that possess technological capabilities and those that lag behind. Hence vaccine-producing rich countries kept six vaccines per citizen before they released vaccines to Africa (which barely could get six per 100 people). Moreover, technological capabilities are enabling a “cross-species transmission” in an economic sense – for example, companies once more famous for making cellphones are now producing state-of-the-art SUVs. There is no question that as new technology advances, many old industries will be massively disrupted with concomitant employment implications. Accordingly, it is imperative that we prepare young people for that technology-driven future. The Harvard Business Review investigated the challenges and opportunities presented by AI’s impact on the labour market. Tools like ChatGPT and image-generating AI have significantly impacted automation-prone jobs like writing, software development, and coding. This indicates that workers in automation-prone jobs are more likely to face challenges in this shifting job market compared to manual-intensive jobs. To keep up and remain hireable, they’ll need a diverse skillset and a comprehensive understanding of AI tools. It’s clear that basic digital skills are foundational to mastering AI and successfully navigating the workplace of the future. The African Development Bank Group projects that by 2025, at least 263 million young Africans will lack economic opportunities, partly due to a lack of digital skills. According to The African Union’s AI for Sustainable Youth Development in Africa Report, “If harnessed effectively, emerging digital technologies such as Artificial Intelligence could create new jobs and business opportunities in agriculture, health, trade, and education, among other sectors.” Countries across Africa are waking up to these possibilities and starting to invest in AI upskilling to overcome challenges in these sectors and beyond. Our mandate is clear. We must harness the enormous potential of AI by addressing South Africa’s digital divide and upskilling our youth. This begins with providing essential digital infrastructure at a basic education level and building on these skills in universities and in the workplace to align with global standards. Although universities are producing highly skilled STEM graduates, the current state of youth unemployment in South Africa shows that formal education is still falling short when it comes to preparing youth for this digital shift. While South Africa has made strides in increasing access to tertiary education—with universities like UJ growing their student population by 50% in just four years—we still face a critical challenge as students struggle to complete their qualifications. A 60% dropout rate in first year is a clear indication that we need to rethink our approach to youth empowerment through education. The reality is that a qualification rapidly loses value without practical experience. Our survey of 150 employers at YES shows that two years of practical work experience is valued almost equally to a three-year tertiary qualification highlighting the importance of programmes like YES in preparing youth for the demands of the workplace beyond tertiary education. This is not to diminish the importance of formal education—universities play a crucial role in developing critical thinking skills and providing deep contextual understanding. However, the traditional model of “get a degree and you’re set for life” is obsolete, particularly in the age of AI. Practical work experience that applies theoretical learning in real-world contexts is crucial for bridging the gap between education and the workforce. Organisations have recognised the importance of continuous upskilling through courses and training for employees, particularly when it comes to key digital skills and integrating AI into organisational structures. We’ve already seen this happening with companies like Microsoft, Amazon and other tech giants offering AI-accredited programmes that are more agile and market-relevant than traditional government-accredited courses. If businesses followed these examples and gave South Africa’s youth the opportunity to access invaluable skills and work experience, we could build a tech savvy generation, ready to take on the digital revolution. At YES, we’re making this happen by providing young South Africans with practical work experience and access to crucial tech skills that enhance their employability. Our voluntary programme has enabled 1,834 corporates to fund over 170,000 youth in quality first jobs, with an average of 3,000 youth joining monthly. We’re seeing incredible results. Part of this success is our incorporation of AI training into our modules, which has been proven to grow market-relevant skills and foster innovation. By partnering with YES, businesses can provide youth with access to essential digital skills development and AI upskilling. If corporate South Africa matched the youth employment commitments of current YES clients, we could create approximately 150,000 youth jobs annually at current GDP growth rates. More broadly, this means building a more resilient economy and a sustainable future for South Africa as our economy becomes more dependent on harnessing AI for growth. AI holds enormous potential to transform how we work and down barriers to economic development. Harnessing this potential means investing in our youth by providing access to the skills needed to master this emerging technology. Through collaboration between key stakeholders, from government to the private sector, we can help the next generation thrive in the age of AI and put South Africa on the map as a leader in the global digital landscape.
Turning a tip into millions: Y-Brand Founder Kabelo Ncholo
By Fiona Wakelin and Koketso Mamabolo “Hao o eletsa batho dilo tse ntle le bona ba tla ho eletsa botle (When you wish good for others, they will in turn wish you great things),” said Kabelo Ncholo’s late great-grandmother, Mosela Magdaline Ncholo, describing the communal, collaborative essence of empowerment. Not satisfied with merely riding the wave of the success of his award-winning marketing agency, and his impressive list of accolades, Kabelo is scaling up while conscious of the broader socio-economic impact the business could have. He’s seen significant progress in the marketing, advertising and communication (MAC) sector in the last five years, including policy changes crafted with empowerment and inclusivity in mind, such as a target to increase Black ownership with 10 -15%, which is consistent with the B-BBEE policy. “The success of black entrepreneurs in South Africa is, and will continue to be, one of the major means of moving this country and the continent forward in terms of creating employment, economic participation, and redressing the uneven and unjust system of the past,” says Kabelo. “The sustainability of black-owned businesses is crucial to the health and stability of the African economy.” Kabelo is leading by example, coming from humble beginnings to build a 100% black-owned “one-stop shop” marketing agency which offers below-the-line, above-the-line and digital marketing solutions, running an average of 50 campaigns a year across its six offices. The child of a single mother who was working as a domestic worker, Kabelo describes himself as an entrepreneur by default, like many young people from townships and villages – “flying the plane while building it.” Fresh out of matric with great results, Kabelo had been awarded a bursary to study medicine at the University of the Witwatersrand but had no means of getting to Johannesburg from the village of Bapong in the North West province. His aunt, Rebecca Seilane, gave him a lifeline of R2 000 but, unfortunately, by the time he arrived the academic year had already commenced and his only option was to shadow doctors until he could register the following year. Little did he know at the time that he had hemophobia (an extreme aversion to blood) and after collapsing a few times, in Lenasia Hospital’s casualty ward, Kabelo realised a career in medicine was not for him. While working as a waiter at the Mac Ribs restaurant at the Garden Court Hotel, in Milpark, Kabelo noticed room for improvement in how matric farewells were hosted. He voiced his concerns to a colleague whose response marked the genesis of Y-Brand: “Kabelo, as black people, we like to complain without taking action.” Inspired, Kabelo made a promise he would soon regret: He would either host the best matric farewell people had seen or, if he still worked at the restaurant, he would pay his colleague R10 000. He was reminded of it at every turn, and in the end it became a provocation, with him choosing to resign instead of forking out the money. In 2002, using the R350 he had gathered in tips from a table he’d served at the restaurant, Kabelo printed out a business profile and began contacting the schools who rented out the restaurant, offering them the services of his newly-founded company, Yourself Function Organisers. He quickly secured his first four clients, making his first R100 000 at the tender age of 19. In 2004 the company was properly established after a contract from the Wits University School of Mining and Law, and began trading as Yourself Events Management, before evolving into a marketing agency after Kabelo met his mentor, Michelle Combrink, a few years later. WHAT HAVE BEEN YOUR COMPANY’S IMPORTANT DIVERSITY, INCLUSION AND EQUITY MILESTONES? The most significant one is Y-Brand reaching the 20-year milestone as a business. This achievement supports our vision statement to exist for over 100 years. The second milestone is transforming people’s lives. The company has over 300 full-time employees and, at the busiest times of the year, our activation and field sales department employs over 1 000 seasonal employees. The third milestone is the business winning award, including the Top Empowered Employer of Choice: Small-Medium Organisations and I was the 2024 Top Empowered: Richard Fletcher Entrepreneur of the Year. The agency is committed to improve the lives of the disadvantaged by addressing South Africa’s serious economic problems, especially the severe skills gap that contributes to economic challenges such as high unemployment. My mission is to create job opportunities through the agency and prioritise skills development for students and professionals seeking career advancement in the marketing or communications industries. Over 100 students have been given full-time employment to date by the business and more are working as seasonal staff while still studying. The corporate social investment (CSI) body of the business is called Y-Brand Cares and the business contributes 1% of its revenue and provides tertiary bursaries for students. Through this programme we plan to develop our own talent from schools, especially village schools (my background) and afford them the opportunity to study marketing or communications at esteemed institutions, and give them experience through our seasonal jobs such as activations and office support while studying. Currently we are sponsoring six students and looking forward to seeing them working with us in two years when they complete their degrees. In addition, Y-Brand Cares, together with partners (consisting of Y-Brand clients), have reached out to communities to deliver corporate social investment worth millions of rands through a range of initiatives, including the donation of food parcels to various schools and children’s homes. WHAT SETS Y-BRAND APART FROM THE COMPETITION? Our clients are everything to us, they are not only clients, but also investors. They gave us the opportunity to grow and become who we are today. Our clients are the actual “bosses” of the business. Without them Y-Brand does not exist. Through our processes and systems, we have established an operating rhythm to maintain performance to satisfy them. We discover relevant cultures and trends to assist our clients
AfCFTA’s digital innovation challenge: Empowering Africa’s future trade
By Jessie Taylor The African Continental Free Trade Area (AfCFTA) is not just a landmark agreement designed to enhance intra-African trade; it’s also a significant driver of Africa’s digital transformation. In recent months, AfCFTA has focused on digital innovation, launching its Digital Innovation Challenge for 2025. This initiative aims to harness technology to streamline trade processes, reduce trade barriers, and empower small and medium-sized enterprises (SMEs) across Africa. The digital transformation of trade in Africa Technology is rapidly reshaping trade across Africa. As of 2024, Africa remains one of the world’s fastest-growing regions in terms of digital adoption. According to the International Telecommunication Union, mobile phone penetration across the continent exceeds 80%, and internet usage continues to rise exponentially. This digital shift is crucial because it is directly impacting trade dynamics. Traditional trade methods that relied on physical meetings, manual paperwork, and slow customs processes are increasingly being replaced by digital tools that simplify operations, increase transparency and lower transaction costs. AfCFTA, which came into effect on 1 January 2021, is the largest free trade area by membership in the world, encompassing 54 of the 55 African Union (AU) member states. The agreement aims to create a single continental market for goods and services, enhance the movement of capital and people, and ultimately increase Africa’s economic output by $3.4-trillion by 2030. However, in order to fully capitalize on the opportunities offered by AfCFTA, Africa needs to address several challenges that have historically hindered intra-African trade—such as bureaucratic delays, inefficient customs procedures, limited access to market information, and high transaction costs. The AfCFTA Digital Innovation Challenge, launched in 2025, is designed to promote the development of digital solutions that address these challenges. The goal is to leverage technology to make cross-border trade easier, faster, and more inclusive for businesses of all sizes, particularly SMEs that are often excluded from global supply chains due to cumbersome trade barriers. The challenge’s potential to reshape intra-African trade cannot be overstated. By encouraging digital innovation, AfCFTA is laying the groundwork for an Africa where trade flows freely across borders, businesses – no matter their size – can compete on equal footing, and the digital divide between countries is bridged. One of the most significant aspects of AfCFTA’s Digital Innovation Challenge is its focus on empowering youth and entrepreneurs. Africa has one of the youngest populations in the world. This demographic presents a vast potential for technological innovation and digital entrepreneurship. However, the lack of access to capital and business support remains a significant barrier to success. Technology’s role in empowering African entrepreneurs Technology’s role in trade is already visible in Africa through several successful initiatives. For instance, the launch of platforms like TradeDepot and Twiga Foods has revolutionized how SMEs access markets, connecting them with suppliers and buyers across countries without intermediaries. In the financial services sector, mobile money platforms such as M-Pesa have transformed how individuals and businesses make payments, driving economic inclusion for millions. Additionally, the use of blockchain technology is gaining momentum in Africa. Blockchain provides a decentralised, transparent ledger for transactions, which reduces fraud and enhances security. For trade, this means that goods can be tracked from the point of origin to delivery, offering a level of accountability and trust that has been lacking in traditional trade systems. By reducing transaction costs and increasing transparency, blockchain has the potential to unlock new opportunities for businesses in Africa to trade with each other and the rest of the world. The digital shift is crucial for unlocking the full potential of the AfCFTA. The initiative will also catalyse broader regional integration. By adopting digital tools, African countries will improve trade efficiency and foster greater economic integration. In the long term, digital trade is expected to stimulate economic growth by opening up new markets for African products, increasing competitiveness, and creating jobs in technology sectors across the continent. Moreover, these digital innovations will help Africa reduce its reliance on external markets and bolster intra-continental trade. According to a 2024 report by the World Bank, intra-Africa trade accounts for just 18% of the continent’s total trade. The AfCFTA aims to increase this number significantly, with projections suggesting that African exports could rise by up to 40% by 2040 as a result of reduced trade barriers and improved market access. By harnessing the power of technology, AfCFTA aims to eliminate barriers, reduce transaction costs, and empower the continent’s entrepreneurs. The results will be felt not just in the economic sphere but also in the form of a more connected, dynamic, and prosperous Africa, where technology plays a central role in shaping the future of trade. As the challenge progresses, Africa stands poised to emerge as a global hub for digital innovation and cross-border trade. Sources: AfCFTA Digital Innovation Challenge 2025 | World Bank | International Telecommunication Union
Building Africa’s future: The time for action is now
By Dr Terence G Sibiya The UN Economic Development in Africa report, released earlier this year, considers what African economies can do to strengthen resilience to trade risks caused by interconnected shocks across political, economic, energy, technological, and climate fronts. Many global crises, including the legacy of COVID-19, the war in Ukraine, and more recently tariffs which are being negotiated between African states and the US, introduce degrees of uncertainty, and necessitate greater resilience by African economies. Reliance on foreign markets, volatile commodity exports, high debt, and weak infrastructure have increased our vulnerability to economic shocks. As Reserve Bank Governor Lesetja Kganyago stated in an interview with Bloomberg earlier this year, the global economy faces economic fragmentation, and this raises the level of uncertainty. Strengthening our resilience is necessary to create a buffer against uncertain headwinds. While these are certainly challenges, they can also present an opportunity for Africa to build self-sufficiency and economic stability. The African Continental Free Trade Agreement (AfCFTA) is certainly one of the mechanisms we have to achieve this, with its potential estimated at $3.4-trillion, according to UN Trade and Development. AfCFTA is designed to unlock Africa’s economic strength from within, reducing dependency on external markets and enhancing regional trade networks. As things stand, intra-African trade accounts for just 16% of our total trade on the continent. Over 50% of the continent’s imports and exports are tied to just five economies, all outside of Africa. Meanwhile, only 16 of 54 African nations source more than 0.5% of intermediate goods regionally, which is a missed opportunity for value-added trade and manufacturing on the continent. Strengthening and diversifying Africa’s trade networks is key to building resilience, but infrastructure gaps, especially in transport and electricity, and non-tariff barriers, all pose hindrances to regional supply chains. Poor telecommunications connectivity also stands as an obstacle to trade growth. For example, road transport accounts for about 29% of the price of goods traded within Africa, compared to just 7% for those traded outside the continent. Without significant investment in infrastructure, trade liberalisation alone will not be enough to drive economic transformation. With these infrastructure backlogs and fiscal constraints in the public sector, attracting private sector capital has become essential to unlocking infrastructure expansion and improving cross-border connectivity, which in turn will drive economic growth and boost revenue for African nations. Governments alone cannot bridge this gap, which is why public-private partnerships (PPPs) are crucial in financing infrastructure and trade-related projects. Blended finance models (DFIs + commercial banks) will be instrumental in financing this transformation. The African Development Bank (AfDB) estimates that Africa requires between $130-billion and $170-billion annually for infrastructure, but there remains a $100-billion funding gap. The private sector must step up to help bridge this gap by leveraging its capital and expertise to fast-track critical projects. The leveraging of solid blended finance models will also be critical in the execution of necessary projects. Accelerating economic integration requires AfCFTA member states to collaborate with the private sector to unlock business opportunities and tackle trade and investment barriers. While the private sector stands ready to invest in infrastructure, logistics, and renewable energy, governments will need to implement reforms that encourage this private sector investment and financing. In particular, regulatory frameworks must be harmonised across countries to create a stable and predictable business environment that fosters investor confidence. As the African Union (AU) states in its Agenda 2063, success requires political leadership, vision, and commitment as well as the capacity to implement change. As the Group Managing Executive for Nedbank Africa Regions, I recognise that bridging the gap between policy ambition and real-world execution requires financial institutions to lead from the front in all our markets. Our commitment goes beyond financing. We actively support cross-border trade, investment facilitation, and financial inclusion, having sustainable financing at the core of our business and strategy. Our current footprint in Africa includes operations in Eswatini, Lesotho, Mozambique, Namibia and Zimbabwe as well as representative offices in Kenya and Ghana, with plans to expand our presence over time. Nedbank offers banking and related services across NAR for retail clients, small and medium enterprises, larger businesses and corporates, as well as institutions. We offer a full range of banking services, including transactional, lending, deposit-taking, card, bancassurance and selected wealth management offerings. These place us at the forefront of promoting sustainable economic growth in Africa. Africa’s economic trajectory is increasingly influenced by global trade and policy frameworks. South Africa’s G20 Presidency, under the theme of “Solidarity, Equality, Sustainability,” presents an opportunity to ensure that Africa’s economic priorities are not just heard but acted upon on the global stage. President Cyril Ramaphosa has underscored the urgent need for climate-resilient funding, responsible debt relief, and the sustainable development of mineral resources. These are not abstract policy considerations. They have real and immediate implications for businesses, from capital flows to infrastructure investment and global competitiveness. This Africa Month, we declare that the time for planning is over – the time for action is now. We must make the most of the opportunities that the AfCFTA presents. AfCFTA’s success will not be measured by rhetoric but by the tangible progress we make in building a truly integrated, economically empowered Africa. Let us move beyond ambition and into execution because Africa’s future will not build itself. We must build it together. Terence G Sibiya is Nedbank’s Group Managing Executive: Nedbank Africa Regions
Africa Tech Week Awards 2025 finalists announced – Celebrate innovation in style!
We are thrilled to announce the outstanding finalists for the Africa Tech Week Awards 2025 – a celebration of excellence, innovation, and impact in South Africa’s dynamic tech ecosystem. Join us for an unforgettable evening as we honour the trailblazers transforming the continent through technology. This glamorous black-tie affair promises sophistication, inspiration, and world-class entertainment, hosted by the brilliant and beloved Alan Committie. Date: Tuesday, 3 June 2025Venue: Century City Conference Centre Secure your seat among Africa’s tech elite and be part of an evening that recognises brilliance and sparks the future. Contact quarnita.jumat@topco.co.za to book your seat. Here are some of our finalists: Organisational awards: Individual Awards: For more information on the awards please contact quarnita.jumat@topco.co.za
Meaningful enterprise development: What does it mean-and where are we in South Africa?
By Livhuhani Mukhithi, Director: Broad-Based Black Economic Empowerment: Policy, Institutional Management and Advocacy – dtic The growth and development of economies throughout the 20th and the 21st centuries have been built behind deliberate planning, and undertaking by state actors, private players and other social partners. These initiatives have been anchored around principles of broadening economic participation and inclusion across sectors in the economic mainstream. Support, development and participation of enterprises in the economic mainstream should be premised on the interconnectivity between MSMEs, existing multi-national corporations (MNCs), and original equipment manufacturers (OEMs) within their global value-chains (GVCs). In the South African context, a recently commissioned study on Enterprise and Supplier Development (ESD) by the B-BBEE Commission (2022: 18) hammers on the imperative that Enterprise and Supplier Development forms part of the B-BBEE legislation. The ESD programme’s goal, according to the B-BBEE Commission, is to “create a conducive environment for the building of sustainable relationships between corporate South Africa and black entrepreneurs to facilitate access and transformation of value chains.” B-BBEE is a government programme that aims to correct past wrongs and spread the nation’s wealth among all races and genders, as well as promote growth, development, and entrepreneurial development. B-BBEE is the policy implementation through the B-BBEE Act (as Amended) and the Codes of Good Practice, which provide the foundation for ESD policies for big corporations. As ESD development and support has proven to nurture and consolidate technological development and uptake amongst MSMEs globally, Lee (2017: 03) contends that private companies (locally-owned companies) need to be able to move up the value-chain to higher-value added goods, based on continued upgrading and improvement, and technological innovation. This stands to effect structural transformation and inclusive participation in the mainstream economy. In praxis, a study on Enterprise and Supplier Development (ESD) by the B-BBEE Commission (2022: 17) qualifies the posture that holds that the ESD is not just a South African notion; it’s a global movement that has proved to boost economies, diversify supply chains, and create jobs. The bulk of businesses and a sizable share of employment in both developed and emerging economies are SMMEs. These enterprises, however, face many obstacles that prevent expansion, such as poor technological capabilities, limited human resource capacity, and restricted access to capital. Furthermore, the GIBS White Paper on Enhancing Enterprise and Supplier Development Ecosystem Effectiveness in South Africa (2024: 8) contends that there is more consensus in the implementation challenges of ESD programmes such as limited resources, misalignment of corporate and MSME programme participants, and inadequate monitoring and evaluation. These challenges are at the core of botched ESD programme implementation. South Africa’s effort to increase participation of MSMEs in the economic mainstream hinges upon a plethora of support mechanisms. According to the report on the State of the Small and Growing Business Sector by ANDE (2024: 04) the South African entrepreneurial ecosystem requires innovative solutions to increase the available finance, improve access to markets, reduce bureaucratic burdens, and strengthen the capacity of small businesses and start-ups. The report also examines the state of the Small and Growing Businesses (SGB) sector in South Africa as of 2023 by assessing the amount and type of financial support available to enterprises, the type of capacity development offered, and trends in the policy landscape that affect the entrepreneurial ecosystem. It is also vital to acknowledge that the legislative ecosystem that is in existence to support entrepreneurship, enterprise and supplier development requires updating and reviewing to provide a blueprint for the building of a vibrant MSME sector. The GIBS report concedes that South Africa has a relatively robust financial and capacity-related development landscape for MSMEs. The report State of the Small and Growing Business Sector identified 197 active funding sources offering financing in the form of loans (43%) and equity (41%), with the remainder made up of grants (16%), quasi-equity (7%), and guarantees (5%). Nevertheless, the credit gap among MSMEs continues to be significant. Additionally, the South African economic mainstream’s relationship with MSMEs is characterised by relationships that are both progressive to the country’s reindustrialisation efforts and the ones that are only driven by the compliance imperative (informed by the tick-box approach for compliance purposes). The magnitude to which MSMEs are connected, or not connected, to the GVC of MNCs differs significantly and varies from strategic high value chain integration to non-core value chain integration. On one end, certain MNCs conduct extensive value chain and supplier opportunity analysis to inform the identification of supplier opportunities. At the other end of the scale, other MNCs and corporates link MSMEs to less strategic, non-core supply opportunities. Some corporates have a mixed ESD approach in terms of linking MSMEs to both core and non-core supply opportunities. As contained in the study commissioned by the dtic (2019), the five most common benefits reported by 65 MSMEs surveyed and participating in Enterprise Development programmes are in order of frequency: 1. Business management skills & systems (31%); 2. Networking and business opportunities (14%); 3. Market access (12%); 4. Financial support (9%); 5. Company (marketing /brand) exposure (6%). On the Supplier Development (SD) side, the 5 most common benefits reported by 29 MSMEs surveyed and participating in SD programmes are, in order of frequency: 1. Business management skills & systems (17%); 2. Marketing skills (17%); 3. Access to markets (17%); 4. Financial management skills (10%); 5. Company (marketing/ brand) exposure (10%). The B-BBEE Commission Study (2022) gives us a sense of where we are currently are as a country in relation to B-BBEE ESD compliance. The report underscored a low level of compliance on ESD spending by measured entities. According to the B-BBEE Commission, “in 2021 only 61% of the set targets was achieved for ESD, which is a continuing trend over the past five years (2017: 44%; 2018: 60%; 2019: 51%; 2020: 61%)”. The matter to point at on ESD and its application exceeds the compliance imperative as obligatory legislatively by all economic actors, it is about releasing its might in driving economic inclusion and participation. As