South Africa’s business elite: This is your moment to shine
The 24th annual Nedbank Oliver Top Empowerment Awards returns on 31 July 2025 at the prestigious Sandton Convention Centre, celebrating the organisations driving real transformation, empowerment and inclusive economic growth in South Africa. With entries closing in just one week, this is your final opportunity to stand among the nation’s most powerful brands and visionary leaders. Join the icons of industry You’ll be in world-class company alongside sponsors such as Nedbank, The South African Local Government Association (SALGA) and this year’s participants, including renowned names like Old Mutual, Nestlé, Sasol, Sanlam, Mondi Group, and Schneider Electric together with over 700 VIP delegates, ranging from C-suite executives to senior government stakeholders. The evening promises to be a celebration of impactful initiatives and transformative leadership. Past keynote speakers and Lifetime Achievement Award recipients have included President Cyril Ramaphosa, former President Thabo Mbeki, Mr Trevor Manuel, Dr Mathews Phosa, Dr Anna Mokgokong and Professor Thuli Madonsela, among other national icons making this a stage where legacy meets leadership. Why leading companies enter: Being named a winner or finalist at the Nedbank Oliver Top Empowerment Awards places your brand in a league of excellence – boosting investor confidence, attracting top-tier talent, and giving you marketing firepower that translates into long-term growth. Your win becomes a badge of honour, a powerful story of purpose, and a competitive edge in a fast-moving market. Your platform for national recognition Whether you’re a JSE-listed company, multinational enterprise, or one of South Africa’s Top 500 companies, this is your opportunity to take the spotlight and showcase your commitment to empowerment and transformation. Enter now before entries close. Click here to submit your entry. Questions? Contact: quarnita.jumat@topco.co.za
When less is more – why more South Africans are choosing to downsize their homes
By Bradd Bendall Affordability, life stage and semigration are some of the reasons why buyers are opting to downsize their properties. Downsizing has traditionally been associated with retirees leaving larger family homes, but its appeal is extending to a broader range of buyers – including budget-conscious families, young professionals and remote workers. Many of these buyers want homes that may be smaller in size, though not necessarily lower in value. Empty-nesters and retirees Leading the downsizers’ pack are older homeowners nearing or in retirement. With children grown and gone, many are selling their large homes to purchase low-maintenance, lock-up-and-go properties. This trend is supported by data from the Q4 2024 FNB Estate Agents Survey, which found that 21% of sales were due to a change in life stage. Similarly, Lightstone reports that many retirees who bought non-retirement homes later in life opted for sectional title properties or lock-up-and-go homes in lifestyle estates. BetterBond’s application data for the 12 months ending in May shows that over-60s are spending on average R2.2-million on a home – an increase of almost 3% from the previous year. This also highlights the fact that a smaller property does not always mean it is lower in value. Security, convenience and access to amenities often come at a premium price. Budget-wise Beyond retirees, financial pressures are encouraging many South Africans to rethink their housing needs. Rising living costs and economic uncertainty have pushed middle-income earners to sell their larger properties to buy homes that are more affordable. These buyers can then manage bond repayments, reduce monthly expenses and better adapt to their changing financial circumstances. Younger buyers Millennials and younger buyers downsize more for convenience and lifestyle than financial necessity. They are drawn to smaller homes that offer greater convenience and access to recreational facilities. Sectional title properties, apartments and townhouses offer flexibility and require less maintenance. Digital nomads and remote workers The rise of remote work and digital nomadism is also reshaping house preferences. Remote workers prefer compact, high-end apartments or co-living homes with fast internet and flexible leases. Whether they’re based in the city or moving to quieter coastal towns, digital nomads prioritise simplicity, connectivity and flexible living. As a property investor, buying an apartment close to tech hubs such as Cape Town, Stellenbosch or Sandton in Gauteng will yield excellent returns given the strong demand for rental accommodation. Smaller can be better There are considerable benefits to downsizing. In some cases, a smaller home may mean reduced monthly bond repayments, lower utility bills and easier maintenance. However, downsizing does not always mean moving to a home that is lower in value. The move could be to a smaller home in a better location, or to a modern home with high-tech security or smart home automation. A lock-up-and-go property appeals as it allows for greater mobility, remote work flexibility or the option to generate an income through short-term rentals like Airbnb. Downsizing also speaks to the emerging trend of ‘quiet luxury’. Wealth is implied, rather than overstated. A carefully curated home that is functional and sustainable exudes sophistication and luxury. Moving into a smaller home within a gated community or secure estate brings additional peace of mind, while inner-city apartments and mixed-use developments offer convenient proximity to shops, workplaces and recreational spaces. Research also points to the emotional and mental benefits of downsizing and decluttering. For many homeowners, swapping a larger property for one with less onerous upkeep brings unexpected relief. As the to-do list of home repairs and chores becomes considerably shorter, there’s also more time to explore new hobbies or travel. Compact carbon footprint Beyond the convenience and possible cost-saving, downsizing allows for a more sustainable lifestyle.. The ‘tiny home movement’, for instance, is gaining momentum in South Africa, with some choosing to live in homes no larger than 37 square metres. The emphasis with these homes is on functionality and simplicity, not size. These homes, made of eco-friendly materials, often incorporate energy-efficient systems such as composting, rainwater harvesting and renewable energy options. No longer only a financial decision, downsizing is becoming a strategic, lifestyle-enhancing choice for buyers of all ages. Increasingly, a broader cross-section of buyers is choosing to live smaller while living better. Bradd Bendall is BetterBond’s National Head of Sales
One team, many locations: Building trust in remote teams
By Jo Eyre, Managing Director and Founder of Voxeon Communications Trust, in all its complexity, comes with a few challenges that should be mitigated if we’re to build thriving distributed teams. Remote teams may experience limited face-to-face interactions, which could make personal connections challenging in virtual environments. Reading non-verbal cues and body language becomes trickier, and communication barriers may arise as remote workers need to consider time zones, affecting the scheduling of meetings and asynchronous communication. There is also the risk of isolation and loneliness, and challenges in building rapport. While there may be challenges, there are many ways to address them head-on and take proactive steps to improve trust within your team. Whether you already have an established culture of trust in your team and want to improve it, are struggling with building trust in your team, or are personally looking for ways to build trust with your colleagues, these tips are a good starting point: Engage in clear and transparent communication Open and honest communication goes a long way within distributed teams. By clearly articulating goals, expectations, and updates, you will create an environment where team members feel comfortable sharing ideas and concerns. This reduces confusion and miscommunication, helping to build a shared understanding of expectations, and encourages a culture of openness and collaboration. It also enhances team members’ understanding of the bigger picture and reduces uncertainty. For example, holding regular team meetings where goals, progress, and challenges are openly discussed without judgement or criticism. Have guidelines on how and when to use tools and tech Leveraging technology for efficient communication, document sharing, and real-time collaboration enhances productivity and efficiency, facilitates seamless communication, and creates a tech-savvy team, which is of utmost importance in an ever-changing virtual work environment. It is also important to be clear on technology protocol and to ensure your team understands what to use and when to use it. Beyond being important for productivity, this helps to build trust in your team as everyone will be on the same page and knows what to expect. Have regular check-ins with your team Whether you’re a manager, team leader, or employee, regular virtual check-ins are a great way to build connection and trust in your team. These meetings allow time to discuss progress on tasks or projects, share updates and insights, and provide opportunities for personal connection and casual conversation. Check-ins like this allow for a sense of belonging within your team, where members feel seen, valued, and cared for. It also enables real-time problem-solving and collaboration, and keeps everyone aligned with project timelines and expectations. This could be in the form of virtual coffee or lunch breaks, or team-building activities that maintain a sense of connection and camaraderie. Create open channels for dialogue Encourage open discussions and create channels for team members to share ideas, feedback, and concerns. This requires the conscious effort to put these systems in place and make your team aware of it. Something like a dedicated Slack channel or space within weekly check-ins will create a sense of inclusivity and strengthen team cohesion. Establish clear expectations Clearly outlined role expectations and communication protocols in remote work ensures that each team member knows what they need to do and by when. This reduces stress related to role clarity. It also reduces ambiguity, minimises misunderstandings, and provides a clear roadmap for team members. Utilise one of the many project management tools available like Asana, Notion, or Trello that outline deliverables and expectations for each employee. Embrace recognition and appreciation Acknowledge and appreciate team members’ contributions through regular positive feedback. Quarterly awards or fun certificates for those who meet or exceed performance expectations give your employees something to work towards and add a bit of fun beyond the annual end-of-year functions. This boosts morale, enhances job satisfaction, and reinforces a positive culture of appreciation, trust, and respect. Provide constructive feedback for continuous improvement Open and respectful feedback will help your team to trust that you will let them know when something needs to be changed or fixed. This constructive approach to feedback contributes to building trust in each other’s work and ensures that your team operates with a clear understanding of expectations and improvements needed. Employee Experience platforms such as Culture Amp, Lattice and OfficeVibe all have in-built feedback tools. Set the tone for trust as leaders Team leaders and managers should demonstrate trustworthiness, integrity, and ethical behaviour. Lead by example to instil a culture of trust within your team. Not only will they see this and look up to you, but also implement it themselves. This builds trust in leadership, inspires confidence in your team, and sets the standard for trust and conduct across the organisation.
Creating waves of change for women in mining and transport: Young achiever of the year Nerissa Chegwidden
By Shumirai Chimombe “Where passion meets purpose – Success is inevitable” Nerissa Chegwidden lived up to her company’s name Sekunjalo (meaning ‘now is the time’) when she walked away with both the Top Empowered Fast Growth Black-Owned SMME of the Year, and the Young Achiever Award at the Top Empowerment Awards 2024. A qualified civil engineer with a deep passion for change through empowerment, Nerissa is the CEO of Sekunjalo Engineering Solutions Ltd which is a 100% women-owned and managed company specialising in project management, logistics, and commodity trading. The company has earned a formidable presence in the industry, and is driven by excellence and a vision to transform the industry to be more inclusive and representative of black women. “I always had a desire to change the opportunities that were available to women in our country. Being a civil engineer for 12 years in the field, I became accustomed to being one of very few, if not the only, woman on a construction site. This needed to change. The same scenario seemed to repeat itself in the mining and transport sectors, and finally, being able to make my own decisions and plans for Sekunjalo, I started to make the changes I wanted to see. It had to start somewhere.” The engineering sector opened a door into the mining and logistics space where Nerissa is one of very few black women who are successfully blazing a trail in this sector. She founded Sekunjalo Engineering Solutions in 2018 and started operations in August 2020 as a transport agency that offered transporters contracts for their vehicles. The coal transport industry is a male-dominated industry from transporters to mine owners, drivers and operators. Sekunjalo Engineering Solutions had a mandate from inception to transform this industry to be more inclusive and welcoming to black females. “The order of business was to create a company that was 100% female managed, so we employed female managers that shared this desire and passion for both the industry itself and its transformation.” Sekunjalo is now one of very few coal transport companies that have 100% female ownership and management. After five years of hard work and determination and seeing the growth of the company, she succeeded in entering the space as a transporter in her own right and purchased her own in-house fleet of side tippers. She did this while still maintaining the mandated fleet of vehicles that are solely managed by the company. The company is a Level 1 B-BBEE contributor with a regional coverage that includes South Africa, Zimbabwe, Malawi, Zambia, Mozambique, Botswana and Namibia. “When we increased our fleet in 2024, we embarked on a targeted recruitment process to hire female side tipper drivers. This process proved to us that there was a lack of experienced female drivers available due to lack of opportunities. I employed the experienced drivers as lead drivers and the ones with no experience as trainee drivers…thereby skilling them and creating a small pool of female drivers that can be absorbed into the industry. Our driver component is now made up of 30% female drivers and we are striving to increase these stats.” Spreading the branches to reach and empower other women When Sekunjalo started expanding and purchasing its own vehicles, Nerissa realised that it was very hard to find networking opportunities for women, and she discovered that there were other women who were searching for the same thing. Experienced women were looking for like-minded individuals to network with, while the inexperienced were looking for organisations that could share knowledge on how to start and where to start. This inspired Nerissa to found Women in Transport South Africa (WITSA) to bring together women and share knowledge. The forum also aims to train more women to enter the mining and transport sector, from entrepreneurs to drivers and operators. “Knowledge is power and it’s power that many of the experienced women in this industry possess and are willing to share with each other in this forum.” WITSA also opens up opportunities for smaller companies to grow by coming together as a unit to be awarded contracts and orders for transport. Nerissa explains that there are many transporters that have one or two trucks and find it very hard to be awarded long term contracts. One of the aims of the organisation is to band together as a consortium of smaller transporters and target bigger contracts as Women in Transport. From the work of WITSA Nerissa further identified a need for trained female side tipper drivers. She is currently heading up the funding application and business case for the creation of a driving school for female side tipper drivers. The school, named She Drives, will train the drivers and offer experiential training as assistant drivers to various transport companies while paying them a stipend from the funding. After a year, the school will have produced a new cohort of female drivers who are experienced and ready for employment. Nerissa has come a long way since starting Sekunjalo Engineering Solutions as a new mum growing her business from home and hosting meetings in her dining room, to now moving into new office space in 2024 that will enable the company to continue to grow. “I’ve worked tirelessly to build a legacy and to create more opportunities for others to come in. I’m committed to breaking barriers so that one day, the next generation of female transporters, drivers or operators won’t have to work so hard to get a foot in this door. I am extremely proud of what we are achieving and still striving to achieve. Sekunjalo is now a well-known name in the industry for both our great performance as well as our women empowerment initiatives. The hard work and sacrifices are paying off. Our company has proven that women-owned and managed companies can stand head and shoulders with the rest – if not even taller.”
Bold leadership needed to close Africa’s AI gap
By Dumisani Moyo Artificial Intelligence (AI) is reshaping industries and societies around the world. In Africa, it holds immense potential to tackle deep-rooted challenges in healthcare, education, financial inclusion, and unemployment. Yet while the AI technology gap dominates the conversation, the more urgent issue is the need for bold leadership. AI is often positioned as the next frontier of human progress. In Africa, that promise is constrained by significant barriers including inadequate infrastructure, limited investment, poor internet access, and fragile data ecosystems. According to the United Nations, while 85% of Africa’s population has access to 3G, only 38% use the internet, well below the global average of 68%. This highlights a disconnect between infrastructure availability and meaningful digital inclusion. Despite pervasive challenges, AI innovation is gaining momentum across the continent. In Zimbabwe, Dr. CADx uses AI to enhance radiology diagnostics. In Kenya, M-Shule delivers personalised learning via SMS, expanding access to education in areas with limited internet. In South Africa, Aerobotics uses AI to help farmers boost crop yields. Founded in Cape Town, the company now operates in 18 countries, with its largest market in the United States. In Nigeria, LifeBank uses AI and data analytics to connect hospitals with critical supplies such as blood and vaccines. Yet we play a limited role in the global AI value chain. According to the World Economic Forum, between 2022 and 2023, the continent attracted only $641-million in AI-related venture capital, a mere 0.3% of the projected $184-billion in global AI investments. Initiatives like IndabaX are working to change that narrative. Since 2018, this community-led network has brought together AI stakeholders across Africa to strengthen skills in machine learning and AI. By 2024, it had expanded to 47 countries, and plays a vital role in building local expertise and advancing continent-wide engagement. Partnerships pave the way Harnessing AI’s full potential requires more than technical expertise. It demands foresight, coordination, and a clear strategy shaped around Africa’s unique opportunities and challenges. While some governments have launched national AI strategies, AI is still often seen as a futuristic concept in many boardrooms. Universities face the challenge of updating curricula fast enough, and policymakers often struggle to keep pace with rapid technological change. Encouragingly, initiatives are gaining momentum across the continent. Rwanda’s Centre for the Fourth Industrial Revolution (C4IR), in partnership with the World Economic Forum, places AI at its core. Ghana’s National AI Strategy targets growth across healthcare, education, ethics, and capacity-building. South Africa’s Presidential Commission on the Fourth Industrial Revolution (PC4IR) has prioritised AI alongside other transformative technologies. Kenya’s Blockchain and AI Task Force is already looking at how emerging tech can drive development, financial inclusion, and job creation. But closing the gap will take bold action and a broad-based effort that engages Africa’s youth across every stage of the AI value chain, from classrooms to boardrooms. With 60% of the population under 25, Africa is the world’s youngest and fastest-growing continent. That youth represents a powerful force for innovation provided they are equipped with the technical skills, leadership, governance, and strategic insight to solve local problems at scale. Leadership critical to reap AI benefits Without leaders who can envision the possibilities, commit resources, and invest intentionally, even the most advanced technology will fail to deliver impact. AI is more than a tool. It has the potential to influence policy, shape education reform, transform business models, and redefine systems across healthcare, finance, and governance. If Africa does not play an active role in designing, applying, and regulating AI, others will define the future on its behalf. This poses significant risks, including systems built on foreign datasets that misrepresent African realities or fail to address local needs. Closing the leadership gap requires building a new generation of decision-makers who not only understand technology, but also grasp its wider social, ethical, and economic dimensions. Africa needs leaders who can think strategically about AI and create environments where inclusive innovation can thrive. Unlocking Africa’s AI potential To thrive in the AI era, Africa must co-create, co-innovate, and lead. Bridging both the technology and leadership gaps demands a coordinated and sustained effort across four key areas: Africa stands at a defining moment. Shaping a truly African AI future will require a shared vision, bold leadership, and deep collaboration across government, business, academia, and civil society. As the African proverb says, “Wisdom is like a baobab tree; no one individual can embrace it.” Dumisani Moyo is the Marketing Director at SAP Africa
Entries close soon – Nedbank Oliver Top Empowerment Awards 2025
The countdown is on! The prestigious 24th annual Nedbank Oliver Top Empowerment Awards returns on 31 July 2025 at the Sandton Convention Centre, honouring South Africa’s trailblazers in transformation, diversity, and empowerment. With just days left to enter, organisations from all sectors are urged to submit their entries and gain national recognition on the country’s leading empowerment stage. As the Platinum Partner, Nedbank continues to champion inclusive economic growth by celebrating companies and individuals that are actively building a more equitable and transformed South Africa. The awards spotlight excellence in B-BBEE, leadership, innovation, and sustainable impact, offering a platform to share transformation success stories and inspire change across industries. Entries close soon! Enter now and secure your place among South Africa’s most empowered changemakers. Meet the 2024 winners here. Submit your entry by visiting this link. For more information on the awards and for assistance with your entry, please email quarnita.jumat@topco.co.za.
Empowering South Africa’s youth
Partner Content June is a significant month in South Africa, marking Youth Month and commemorating the pivotal role young people played in the fight against apartheid, notably the historic Soweto Uprising of 16 June 1976. Youth Day, celebrated on 16 June, serves as a powerful reminder of the ongoing contributions to social transformation made by young people. It is both a tribute to their legacy and a call to reflect on the current opportunities and challenges facing the youth today. Nedbank’s Executive Head of Transformation, Kershini Govender, offers valuable insights into how the bank’s transformation journey is closely aligned with the country’s youth development and economic inclusion objectives. Central to this is Nedbank’s commitment to the Youth Employment Service (YES) Programme – a national, business-led collaboration with the government to address one of South Africa’s most urgent challenges. The youth unemployment rate in South Africa remains alarmingly high, standing at 46.1% in the first quarter of 2025 according to Statistics South Africa. “Nedbank’s purpose-led approach to transformation transcends compliance and box-ticking,” Govender explains. The bank embeds transformation within its core business strategy, driven by a purpose to use its financial expertise ‘to do good’ for its clients, shareholders, and society at large. This approach to transformation is underpinned by creating sustainable socioeconomic impact across society. A leading example of this commitment is Nedbank’s partnership with the YES Programme. Since 2019, Nedbank has onboarded 17 264 candidates, including this year’s sign-up, providing crucial work experience and skills development opportunities. The 2024 Nedbank YES cohort was empowered to gain meaningful employment and workplace exposure, either within Nedbank or through our partner organisations, the Africa Foundation and WILDTRUST. The impact of the YES Programme extends beyond employment figures, with about 64% of the work opportunities created being filled by women, and approximately 85% of YES participants coming from households reliant on social grants. Many participants also support their families with their income. Nedbank’s commitment to youth and transformation also extends into its Enterprise and Supplier Development (ESD) programmes. Nedbank’s ESD strategy is rooted in sustainable development principles; empowering entrepreneurs not only with funding, but also with mentorship, business skills, and access to networks. This holistic approach positions these enterprises for long-term success, which benefits both the entrepreneurs and the communities they serve. Govender reflects on the ongoing transformation journey at Nedbank with humility and optimism. The bank’s Level 1 B-BBEE contributor status, achieved for 7 consecutive years, signals deep commitment and consistent progress. She emphasises that transformation is not just a moral imperative, but a business necessity to remain relevant and effective in an evolving landscape. With over R930-million injected into the economy through salaries earned by YES youth across the programme and since its inception in 2019, Nedbank is one of the programme’s top 5 corporate sponsors, demonstrating how private sector leadership can catalyse systemic change. “The YES Programme continues to uncover extraordinary young talent and positively contribute to a more inclusive South Africa,” Govender says. “We are proud that our young people gain vital skills and that their families and communities benefit through this programme.” As South Africa marks Youth Month this June, Nedbank’s efforts exemplify how strategic partnerships and purpose-driven transformation can empower youth, uplift communities, and build a sustainable, inclusive economy. Through the YES Programme and its broader ESD initiatives, Nedbank is not only celebrating youth but actively shaping their futures and that of the nation.
Award-winning impact: Oceana Group, Top Empowered Business of the Year
By Shumirai Chimombe “At Oceana, our actions are based on the philosophy that those of us who live above the breadline have a responsibility to improve the lives of those who live below the breadline. We are mindful of our social obligations as responsible corporate citizens of South Africa and remain focused on positively impacting the lives of all our stakeholders and communities not only in areas surrounding our operations but across the country.” It is this focus on uplifting communities, as well as its dedication to transformation, empowerment, and job creation that earned the Oceana Group the Top Empowered Company: Business of the Year Award 2024. The Top Empowerment Awards recognise the businesses leading in transformation, that have displayed innovative leadership, and made a significant impact on the communities in which they operate as well as society at large. A leader in the global fishing and food processing industry The Oceana Group is a global fishing and food processing company with businesses that operate across the full value-chain – from catching or procuring, to processing, marketing, distributing and selling. As Africa’s largest fishing company with a history dating back over 105 years, it has been listed on the Johannesburg Stock Exchange (JSE) for over 75 years, as well on the Namibian (NSX) and A2X stock exchanges. Oceana has about 3 400 employees based across South Africa, Namibia and the United States. It operates about 48 fishing vessels and boats, and 8 production facilities spanning three countries on two continents – South Africa, Namibia and the USA, selling products to customers in 41 countries across Africa, North America, Asia, Europe and Australia. Their core seafood offerings include pilchards (Lucky Star), horse mackerel, hake, squid, and lobster. Recently they expanded to include other canned protein products such as vegetables, beans and corned meat. Their fishmeal and fish oil manufacturing business is primarily for the aquaculture, animal feed and pet food industries. A household name and home to one of South Africa’s most trusted brands One of Oceana’s flagship products is the iconic Lucky Star brand of canned pilchards which has been on retail shelves for nearly 70 years, and is instantly recognisable to every South African. Canned pilchards are a healthy and affordable protein that provide daily food security to millions of people. With its sophisticated global supply chain, Oceana is the world’s largest procurer of frozen pilchards. It is not constrained by localised catch availability, migration patterns or weather conditions. This ensures Lucky Star is able to keep its factories fully operational throughout the year to meet ever-growing demand. A commitment to positively impacting lives “Focused support for communities through our corporate social investment (CSI) initiatives is key to our commitment to positively impact lives. In delivering our social investments, we forge strong partnerships with communities, NGOs, NPOs, and the public sector. We focus on making sustainable and scale-able social investments through collaboration and flagship projects.” Oceana has also aligned its initiatives to the United Nations Sustainable Development Goals (SDGs) 2030 by providing support where most needed. Oceana’s response to natural and social disasters is a testament to their steadfast dedication to stepping up as a group and responding to community challenges when it matters most. Their intervention is critical in events when traditional support structures are overwhelmed or unprepared, requiring the group to step up. “It’s during these moments that we witness the true strength of a community coming together. We understand the importance of disaster relief and how critical timing and access can be – it’s about offering a helping hand, providing essential care and support, and ensuring that no one faces adversity alone. In times of need, our collective efforts make a profound impact, reinforcing our belief in the power of unity and compassion.” The Oceana Maritime Academy offers a diverse range of courses, spanning from essential seafaring skills to advanced management programmes in collaboration with a renowned business school. Their vision is to cultivate expertise within their staff and also throughout the broader fishing industry. Their mission is to foster a culture of empowerment and knowledge-sharing among all seafaring people through tailor-made programmes, with a particular focus on supporting small-scale fishers (SSF). “Our programmes and training stand as a testament to our unwavering commitment, not solely to education, but to the holistic betterment of our coastal communities, our oceans, and the individuals who rely on them.” Oceana’s range of Lucky Star products have become more than just a part of its brand; they are a symbol of hope and nourishment. Each can of pilchards represents a meal, a source of sustenance for someone in need as thousands of these cans are distributed to communities across South Africa. As one of the group executives aptly put it: “Our commitment to alleviate hunger and to positively impact lives remains our strength in changing the lives of those in need.” A legacy of investing in South Africa Oceana is committed to investing, retaining and creating jobs in the country, the Western Cape and particularly in the West Coast where the opportunities for both employment and business are even less. Thanks to its prudent cash and capital management the group has been able to invest in its business and create new jobs. This included investing up to R700 million in upgrades to factories and vessels to improve efficiencies, expand the Lucky Star brand, and take advantage of bolt-on acquisition opportunities. The new canned meat plant is the first investment of its kind on the West Coast in at least 20 years. This will enable the group to meet the increasing demand for affordable protein, including exports to the SADC region. As part of its legacy of empowerment the Oceana Group, through its Saam Sonke Trust, has distributed up to 7.8 million shares to its employees across various branches and entities, ensuring continued employee engagement and empowerment. A leader in promoting positive change The Oceana group has an excellent track record in black empowerment as indicated by the statistics. 85.04%
Fixed-term contracts: Balancing flexibility with fairness in the workplace
By Jessie Taylor In South Africa, employment relationships are governed by a framework that ensures fairness and clarity for both employers and employees. Central to this framework are contractual agreements, which set out the terms and conditions of employment. Among these, fixed-term contracts are particularly common, especially in sectors where temporary staffing solutions are required. However, the law has imposed strict conditions on the use of these contracts to prevent potential exploitation and ensure equitable treatment. Understanding fixed-term employment contracts A fixed-term employment contract specifies a set duration of employment. This period may be defined by time, the completion of a specific project, or the occurrence of a particular event. Once the term ends, the contract naturally expires unless both parties agree to renew or extend it. Several key pieces of legislation underpin the legal use of fixed-term contracts. These include the Labour Relations Act (LRA), the Basic Conditions of Employment Act (BCEA), and the Employment Equity Act (EEA). The LRA, particularly Section 198B, directly addresses fixed-term employment and outlines the rights of employees under such agreements. The BCEA provides the foundation for minimum working conditions, including hours, overtime, and termination procedures. Meanwhile, the EEA promotes equal opportunity and fairness in employment practices. Together, these laws create a structure within which fixed-term contracts can be legally and ethically applied. Section 198B of the LRA is particularly important in determining how and when fixed-term contracts may be used. It requires that employers have justifiable reasons for employing someone on a fixed-term basis. Common acceptable justifications include replacing an employee on leave, meeting a temporary surge in workload, fulfilling the needs of a specific project, or seasonal work demands. Where a fixed-term contract exceeds three months, the employer must provide a valid reason for the extended term. Failing to do so may result in the contract being considered permanent. Additionally, the law mandates that all fixed-term contracts must be in writing, outlining the contract’s duration, the reason for its fixed term, and any other relevant details. Employees under fixed-term contracts are also entitled to be treated no less favourably than their permanent counterparts doing similar work, unless a sound reason exists for the difference. Should an employee be engaged under a fixed-term contract for more than 24 months, they are entitled to severance pay when the contract ends, unless they are offered permanent employment instead. The employer’s obligations Employers must exercise caution when using fixed-term contracts to avoid violating employment legislation. Repeatedly renewing fixed-term contracts without valid reasons may lead to legal claims of unfair dismissal. In such cases, employees may argue that their ongoing work created a reasonable expectation of permanent employment. To avoid this, employers must clearly communicate the temporary nature of the employment and the specific conditions under which the contract may be renewed or terminated. Compliance with labour laws is critical, not only to protect employee rights but also to shield employers from legal disputes and potential reputational damage. To manage fixed-term contracts effectively and reduce legal exposure, employers should adopt several best practices: Fixed-term employment contracts are a useful resource for organisations that require temporary staffing flexibility. However, their use is heavily regulated to ensure fairness and protect employee rights. Employers who understand and comply with the provisions of the LRA, BCEA, and EEA will be better positioned to use fixed-term contracts responsibly. By doing so, they not only minimise legal risks but also contribute to building fair and equitable workplaces. Sources: Schoeman Law | Labour Guide South Africa | Vermeulen Attorneys | LegalWise
Building tomorrow at Sentech Africa Tech Week 2025
By Rehana Rutti Stepping into the Century City Conference Centre in Cape Town a couple weeks ago felt like walking onto the set of the future. As both a judge and award presenter, I was immersed in an electrifying atmosphere of possibility—where every pitch, panel, and conversation underscored one truth: Africa isn’t waiting for the future; we’re creating it. A kaleidoscope of ideas Over two exhilarating days, the Century City Conference Centre transformed into a living lab of innovation. Engaging panel discussions explored green AI in agriculture, showcasing how machine-learning models predict drought cycles and optimise water use—saving both crops and communities. In another session, inclusive design took centre stage, with experts demonstrating apps that adapt interfaces for diverse languages, abilities, and internet speeds. Attendees experienced firsthand how these tools bridge digital access gaps and empower more equitable participation in the tech economy. Between sessions, the networking lounges hummed with energy. I swapped stories over coffee-fuelled conversations with visionary founders who’ve turned informal settlements into data-driven smart villages, and policy makers mapping out digital-equity roadmaps for the continent. Each conversation felt like adding a new brushstroke to Africa’s evolving tech masterpiece. Themes that sparked my imagination My takeaways as an AI enthusiast Looking ahead: Joining hands to shape tomorrow As I presented the Technology Company of the Year Award to XLink at the gala dinner—trophy in hand, heart full of hope—I couldn’t help but feel we’re on the cusp of something extraordinary. The future isn’t a distant horizon; it’s happening in real time, fuelled by passion, collaboration, and a shared belief that technology can—and must—be a force for good. Let’s carry this momentum forward: keep asking bold questions, designing with intention, and building bridges between innovators, communities, and decision-makers. Because when Africa leads with heart and vision, we aren’t just creating technology—we’re crafting a future that works for all of us. READ: The full list of Africa Tech Week Award winners