Tailoring your workspace to retain and attract talent
By Andile Mgudlwa, Managing Director of Facilities Management Division at Empact Group There is very little doubt that dealing with the global pandemic resulted in a significant shift in how we perceive our workplaces. Whilst society as a whole seems to have gone back to how things were before March 2020, the workforce and the businesses they are employed by seem to be divided on how best to move forward. Employers are on a drive to get people back to the office for better corporate culture and face-to-face collaboration. Workers on the other hand seem to be torn between the flexibility that comes with working remotely (and the resultant savings on transport costs) and missing the in-person interaction they have with their colleagues when they are at the office. Hybrid working arrangements seem to be the solution that more employers are adopting to address these different needs. Most companies have put policies and incentives in place to entice people to spend some time at the office with the option of working from home on selected days. Some of these initiatives are starting to produce the desired result, however a large part of the working population has found it difficult to abandon the comfort of their home offices. For a significant shift to happen there needs to be a re-think in how the office is currently perceived. Insisting on keeping the office set up the way it has always been, is not an option anymore. In order to attract and retain key talent, employers need to come up with innovative ways to address the needs of the increasingly young workforce. More and more companies are now looking towards facility managers to support them develop workspaces that will provide the required balance and keep people engaged. This has resulted in a shift in the traditional role of a facilities manager, a shift referred to as “basement-to-boardroom”. Facilities management is now seen as one of the levers that employers can utilise to drive this strategy and deliver the required results. Facilities managers who used to focus only on maintenance and the provision of services are now spending more time thinking about enhancing the experience of people working and visiting their facilities. Companies now look to facilities managers to understand the needs of their employees as well as clients and tailor the workplace environment to meet their combined needs. In order to remain competitive in the current talent war, a company’s employee value proposition needs to stand out above the competition. Facilities managers together with their clients need to constantly keep asking themselves what the future of working in an office building looks like. Facilities managers have a number of tools available in their toolbox to support an organisation in meeting its strategic goals. Some these tools include: Deciding which is the best tool to reach the strategic goal will depend on the company’s specific requirements at the time and these requirements will evolve as the company’s strategy evolves. Facility managers and facilities management providers therefore need to keep their fingers on the pulse to ensure that the experience is in line with the company’s requirements. The real-time data that comes from the CAFM (Computer Aided Facilities Management) and IWMS (Integrated Workplace Management System) technologies will ensure that decisions made are informed and data driven. That way the facility managers will always support the organisation by enhancing the workplace experience to meet the ever-changing requirements of the workforce.
Why frontliners are the key to your organisation’s success
By Tom Marsicano, CEO of ‘and Change’ Frontline workers and managers are the backbone of any institution. The people who offer your services to customers reflect your organisation’s internal state of affairs. Therefore, their careers and happiness are core to your success, and their buy-in is the key to effecting positive organisational change. Organisations worldwide must manage extreme change, especially in the face of the so-called ‘polycrisis’ – a term coined by the World Economic Forum describing the ongoing global crises affecting our lives. From economic depressions to global conflicts, many institutions are treading water, hoping to maintain their development while keeping their workers’ happiness intact. This circumstance is especially true in South Africa, where we must deal with compounding factors like inflation, crumbling infrastructure, and brain drains. Frontline workers are usually the first to experience significant organisational changes, from restructuring to implementing new systems or determining new ways of working. The most successful of these front liners can see these changes as an opportunity, not a threat. Yet developing that mindset does require training, supportive management, and reasoning from leaders to ensure the change is fully understood – a vital process in avoiding resistance to the change. These are all critical elements of change management, and the risk of not seriously taking change resistance is evident when you consider that 70% of organisational transformation efforts fail without proper employee buy-in. So, what can those of us across an organisation do to ensure that frontline workers are ready and willing to embrace change? Implement change management principles across the organisation, from executives to frontline managers to workers on the ground – the change value chain. Frontline managers From their relationship dynamics with their teams to their dual role as both recipients and agents of change, team leaders are essential to managing the current seismic shifts organisations are facing. Research from Prosci, and on-the-ground experience tells us that there are multiple vital activities that frontline managers must perform in times of change: Senior executives/sponsors As those giving permission and approving funding for the change, top-level leaders of an organisation also have an essential role in giving frontline managers the support they need: The frontline workers themselves Much of the change management work should be conducted by organisational leaders, and ambitious workers on the frontline can leverage the change to showcase their leadership abilities. In our consulting experience, we’ve seen how successful organisation-wide training can be. One of our clients in the FMCG (fast-moving consumer goods) sector was implementing an entirely new distribution process for their products and decided to train their distribution units at the ground level in change management skill sets. The adoption of the new system was rapid, and this not only empowered workers across the business but also dramatically heightened efficiency. We advise our clients always to acknowledge the frontline experience. However, one must go beyond simple verbal recognition and follow through with action to ensure their lives and careers are positively affected by the change – especially in these difficult times. Sources: WEF | Business Tech | Forbes | Prosci
The Future of Sustainability Conference 2025: The countdown begins!
Cape Town, 13 March 2025 As the world accelerates toward a more sustainable future, the Future of Sustainability Conference 2025 is set to take centre stage in just two weeks! With a continuous mission to drive impactful change, this year’s conference will bring together some of the most influential thought leaders in the realm of sustainability to tackle Africa’s most pressing environmental and economic challenges. The Future of Sustainability Conference, hosted at Emperors Palace in Johannesburg, is a must-attend event for professionals and stakeholders across industries focused on sustainability, innovation, and transformation. Set to take place on 26-27 March 2025, the event promises to foster rich dialogue, inspire actionable insights, and spark collaborations that will shape the future of Africa’s sustainable development. Top speakers to watch We are proud to announce an exceptional lineup of keynote speakers and panellists, each with unique expertise and a shared vision for Africa’s sustainable future: Key topics & panel discussions This year’s conference will feature high-impact panel discussions tackling the most critical issues surrounding Africa’s sustainability journey. Expect thought-provoking conversations on: Have a look at the programme here and the event factsheet here. Why you should attend The Future of Sustainability Conference 2025 is an unparalleled opportunity to engage with global and local leaders, participate in groundbreaking conversations, and collaborate on solutions that will shape the future of Africa’s sustainable economy. Whether you are in business, government, or the NGO sector, this conference will provide you with the insights, tools, and connections you need to lead the charge toward a more sustainable world. At the heart of Topco Media conferences is networking and you are sure to leave with new business contacts. Thank you to our gold partner, HEINEKEN Beverages South Africa; our premium digital partner, iME; our silver partner, Old Mutual Insure; our bronze partners, Nestlé, Nespresso, Dell Technologies / Intel and Isanti Glass; and our showcase counter partner, AECI. A special thank you to our knowledge partner, The Carbon Trust, and strategic partners: UN Global Compact Network South Africa, Good Governance Africa, GreenCape, and Primedia Out of Home. Secure your spot today! The Future of Sustainability Conference 2025 is only two weeks away, with limited tickets still available. Don’t miss out on this transformative event that will help define the next chapter of Africa’s sustainability journey. Book your ticket on Quicket. Join us at The Future of Sustainability Conference 2025 and be part of the movement driving Africa’s sustainable future! For more information, please contact:Thabiso M. Mohlabengthabiso.mohlabeng@futureofsustainability.co.za
AI and African languages: The need to bridge the digital divide
By Shumirai Chimombe “Language is the most important thing for the survival of Africans – and many other people in the world – but for Africans it has assumed a special significance. Africa is the second biggest land mass on Earth. It also has, population-wise, about 1.4 billion people. It is estimated that by 2050 almost half of the world’s population may be African. So what happens in Africa is bound to have a tremendous effect on the prospects of us all as a global community.” This was part of a presentation delivered by Professor Kwesi Kwaa Prah, a sociology professor and the founder and director of the Centre for Advanced Studies of African Society, during a meeting hosted by the University of Pretoria in July last year. In his talk, titled ‘African Languages in an AI World’, Prof Prah indicated that Artificial intelligence (AI) has revolutionised life in terms of using technology to acquire, accumulate and use knowledge. This is why it has become vital for African languages to be integrated into the development of AI technology to preserve cultural and linguistic heritage. “Now what Africa faces in my estimation should be more work done on our languages and the preservation of our languages because that is the heart – the center of everything. Culture is the determinant of human beings and we have to make sure that African languages are written first. Without that we can’t make any progress.” He referred to the ‘AI and the Future of Work in Africa’ whitepaper written by a cross-organisational team including Microsoft Research, Microsoft Philanthropies, University of Pretoria, NEPAD, Lelapa AI, and Oxford University. The whitepaper noted that while African languages are increasingly represented in AI large language models (LLMs) they lag behind English performance substantially, and currently only a small number are well-represented. African culture and context are also notably underrepresented in generative AI training data, leading to poor performance in African workplaces. This is why it is essential to use representative African data to build models which work in African contexts. In addition to creating equitable data ecosystems, it is also important to incorporate indigenous knowledge in culturally and socially sensitive ways. Africa.com echoed this sentiment, indicating that the inclusion of African languages in AI systems is a critical challenge that threatens to widen the digital divide, particularly in regions where local languages play a central role in daily communication. Developing language models that understand and generate text in languages like Swahili, Zulu, and Hausa is crucial for ensuring that Africa is not left behind in this technological era. Responding to the call for AI inclusion According to Africa.com African countries are now embarking on projects to integrate AI into local languages and develop LLMs that are tailored specifically to their diverse local languages. By doing this, African tech innovators are laying the foundation for a more inclusive digital future. In South Africa for example, the company Lelapa AI has developed their VulaVula project, an AI-driven language processing tool that facilitates communication across several local languages, including Zulu, Sesotho, and Afrikaans. The Nigerian government, in collaboration with local AI startups, is developing and training an LLM specifically to cater for the country’s very diverse linguistic community. This initiative is supported by a large network of volunteers fluent in Yoruba, Hausa, Igbo, Ibibio, and Pidgin, who are contributing to the data collection process. Researchers from across the continent are collaborating on an open source AI project to develop machine translation for African languages. Masakhane – meaning “We Build Together” in isiZulu is a grassroots organisation whose mission is to strengthen and drive natural language processing (NLP) research in African languages, for Africans, by Africans. According to Masakhane, “despite the fact that 2000 of the world’s languages are African, African languages are barely represented in technology. The tragic past of colonialism has been devastating for African languages in terms of their support, preservation and integration. This has resulted in a technological space that does not understand our names, our cultures, our places, our history.” This cross-cutting collaboration to level the digital and AI playing field consists of about 1000 participants from 30 African countries with diverse educations and occupations, as well as about three countries outside Africa. Overcoming the barriers Although progress is being made in making AI more accessible, there are still some specific challenges in developing models in African languages. One of the most significant issues is related to the scarcity of data. Many African languages are considered low-resource, meaning that there is a limited amount of digitised text available to train AI models effectively. Also, in many African communities, oral traditions are the primary means of communication and exchanging information.This raises ethical questions about consent and ownership when collecting data. By addressing these challenges around data scarcity and ethical concerns, African innovators are not only preserving their linguistic heritage but also paving the way for a more equitable digital landscape, concludes Africa.com in its article, ‘AI’s role in preserving and promoting African languages.’ Sources: University of Pretoria | Artificial Intelligence News | AI and the Future of Work in Africa | Africa.com | Masakhane
Green energy, green economy, green opportunities
By Nicholas Fordyce, Communications and Publications Manager, Green Cape The building blocks of any economy are the same; to power an economy, we need sources of energy. To grow our community, we must provide food and other resources. We need infrastructure to supply and distribute water and sanitation services. We require a waste management system that can capture, process, and safely dispose of, or clean, the waste we generate. And for all of the above, we require modes of transportation. However, not all economies are built the same way. For far too long, people have pursued a form of economy based on a linear “take-make-waste” model based on the extraction and consumption of limited fossil fuel resources. This has gradually plunged us into a number of crises, including the global climate crisis, the 6th extinction, resource availability crises, landfill airspace shortages, and significant widespread inequality. Globally, there is now an urgent trend towards transitioning to alternative ways of operating. A green economy has all of the same building blocks as its linear counterpart, but with an emphasis on technological solutions that are circular, clean, renewable, sustainable, and, critically, also profitable. Moreover, a green economy is one that is considered socially inclusive, creates meaningful and dignified job opportunities, and is focused on service delivery to those communities that are most vulnerable. For businesses that transition to green technologies, enhanced business resilience and profitability are anticipated outcomes. Through its partnership with the City of Cape Town, GreenCape, a non-profit organisation that drives the widespread adoption of economically viable greentech solutions across Africa, has published a suite of freely available case studies and industry briefs designed to showcase the broad range of green economy opportunities, solutions, and interventions across all of the aforementioned sectors that are currently present within Cape Town. The examples provided below are not exhaustive but paint a clear picture of the types of opportunities that exist within Cape Town’s enabling environment. The energy crisis For South Africans, the most glaringly obvious challenge facing our country is our energy crisis. Load shedding is now a daily reality, and with the schedule so extreme, we shift through many stages a day. Indeed, in 2023, we saw more hours of load shedding, and at higher stages, than in any previous year. For businesses, the combination of energy insecurity and rising Eskom tariffs makes the provision of electricity a major liability. There is now a huge movement for businesses to ensure security of supply, with many opting for the costly and dirty solution of running diesel generators or seeking energy storage solutions. But those are not the only solutions. There is an increasingly strong business case for small-scale embedded generation (SSEG), a green economy solution that allows for the generation of clean, renewable energy at a cost significantly lower than that of Eskom tariffs. Indeed, the uptake of SSEG has exploded in South Africa, particularly in the commercial and industrial (C&I) sectors. So, what’s the catch? Until recently, a significant one was the upfront capital costs associated with installing a solar photovoltaic (PV) system. But accessing finance has now shifted from being a barrier to becoming a competitive means of extracting additional value. Consequently, the most significant consideration for companies is selecting the most appropriate financing option for their project, and a range of innovative financing options exist. While outright purchases still provide the best return on investment over the lifetime of the asset, power purchase agreements (PPAs) and lease agreements have cash flow and system performance benefits and provide great alternatives for businesses without the upfront capital for a solar PV system. Many businesses are starting to take up these opportunities. For example, Pick n Pay (Brackenfell, Cape Town) has demonstrated the benefits experienced from installing a 250.8 kW solar PV system (developed, designed and installed by Emergent Energy and financed through a solar rooftop rental agreement by Decentral Energy). Urban agriculture: the growth of cannabis Turning to agriculture, a trio of urban agricultural opportunities in the hemp market—in pharmaceuticals, in the construction industry, and in textile production—demonstrate the inherent potential within Cape Town’s urban agricultural market. Globally, the cannabis sector is growing, and is currently valued at ~$51.28 billion (Statistica 2023). Nationally, recent policy and regulatory changes have created an enabling environment that is opening up local opportunities for investment and job creation within the cannabis sector. In Cape Town, the first of these key opportunities for investment in the cannabis sector, lies within the pharmaceuticals industry. Because medicinal cannabis can be grown in three different production systems (indoor, greenhouse, or outdoor), opportunities exist across the value chain, not only in cultivation and processing but also in the companies that provide the required agro-technologies and services. The medicinal cannabis companies in the Western Cape use both greenhouse and indoor production systems, and so agro-technology suppliers of systems such as lighting, fertigation (the practice of applying fertiliser solutions with irrigation water), drip irrigation, water treatment, etc. will benefit from the greater market demand as more medicinal cannabis start-ups set up facilities. Industrial zones, such as Epping, are well-suited for start-ups looking to repurpose existing warehouses and set up indoor facilities. Additionally, in 2018, Cape Town was the leading medical destination for medical travellers in Africa and has a competitive advantage in that it has world-renowned doctors, a medical industry that has pioneered many ground-breaking surgeries, and a favourable currency exchange rate (in comparison to the US Dollar, Pound Sterling, and Euro). This only serves to highlight the potential of the opportunity within the Cape Town context. In addition to pharmaceuticals, there is a growing global interest in the use of hemp in the construction sector, particularly as the sector looks at different pathways for reducing the overall carbon footprint of the value chain. It is estimated that the building and construction sector accounts for around 40% of greenhouse gas (GHG) emissions globally, from materials to heating, cooling, and lighting (Muller et al 2020). There is also growing concern that the price
Thriving in the modern workplace: Navigating mental health, burnout, and toxic positivity
By Kim-Lee Ricketts The modern workplace is more demanding than ever, with intense deadlines, a flood of emails, and the constant expectation to maintain a positive attitude—sometimes at the expense of authenticity. While optimism has its place, ignoring mental health challenges and burnout can be detrimental to both individuals and organisations. A mentally exhausted employee isn’t productive, and companies that overlook well-being aren’t setting themselves up for long-term success. How do we manage workplace stress, set boundaries, and protect our well-being while staying engaged and effective? Let’s break it down. Mental health at work: A necessity, not a luxury Mental health is the foundation of well-being, yet many professionals feel pressured to “push through” stress, anxiety, and exhaustion out of fear of being seen as weak. This mindset leads to reduced productivity, dissatisfaction, and long-term health issues. Taking care of mental health isn’t a weakness—it’s a strategy for longevity. Forward-thinking companies foster well-being through flexible schedules, mental health resources, and open conversations. The best leaders lead by example, sharing their struggles, normalising mental health days, and fostering a culture where employees feel valued and supported. Burnout: The silent productivity killer Burnout is more than just feeling tired—it’s a state of chronic stress that leads to exhaustion, drains motivation, creativity, and enthusiasm. In today’s “always-on” culture, where emails and messages flow in at all hours, disconnecting from work has become increasingly difficult. How often do we hear, “I’m so busy,” as if constant exhaustion equates to success? The reality is, unchecked burnout leads to disengagement, reduced performance, and physical health issues. Common signs of burnout include: How to combat burnout: The problem with toxic positivity Toxic positivity—the belief that people should maintain a positive mindset at all times—can be just as harmful as stress itself. When workplaces insist on persistent optimism, they risk invalidating employees’ struggles, making them feel unheard or pressured to suppress negative emotions. How toxic positivity shows up at work: What we actually need instead: How to thrive (without losing your mind) Now that we’ve identified the challenges, here’s how to protect your mental health while staying engaged at work. 1. Set clear boundaries Define specific work hours and stick to them. Avoid checking emails outside of these hours and create “no work” zones at home. Prioritising personal time sends a message that work-life balance matters. 2. Prioritise self-care Self-care isn’t just a buzzword—it’s a necessity. Self-care looks different for everyone. Whether it’s exercising, journaling, reading, or watching your favourite show, do what genuinely replenishes your energy. 3. Seek professional support Therapy isn’t just for crises—it’s for maintenance. Whether through an Employee Assistance Program (EAP) or a private counsellor, professional support can help you manage stress effectively. 4. Build a support network Strong workplace relationships can make even the hardest days more manageable. Find your people—whether it’s a mentor, a supportive colleague, or a professional community outside of work. A sense of community can make workplace challenges feel more manageable. 5. Advocate for workplace change Employees can collectively push for healthier work policies, such as mental health days, flexible hours, and access to wellness programs. Advocate for policies that promote flexibility, wellness programmes, and open conversations about well-being. 6. Embrace realistic positivity Instead of pretending everything is fine, practice “realistic positivity”. Replace “everything is great!” with “this is tough, but I’m figuring it out.” Acknowledging challenges while focusing on solutions leads to a healthier mindset. 7. Learn to disconnect Being constantly plugged in drains mental energy. Set tech-free times—no emails during dinner, no scrolling before bed. Give your brain the rest it deserves. 8. Keep learning and educating others The more we understand mental health, the better equipped we are to navigate workplace challenges. Share knowledge, attend workshops, and normalise conversations about burnout and well-being. The future of work: Thriving, not just surviving Workplace well-being isn’t just an individual responsibility; it requires collective effort. Organisations that prioritise mental health foster more engaged, innovative, and productive teams. Employees who take care of themselves perform better, feel better, and actually enjoy their work. It’s time to redefine success. Instead of glorifying exhaustion, we should champion sustainable, fulfilling careers. Small steps—whether by individuals, teams, or entire companies—can create a culture where people don’t just survive the workweek but thrive in it. Because let’s be real—work should challenge us, not break us.
Leadership that lasts – trust, alignment, and the courage to communicate
By Etienne Le Roux, Chief Financial Officer at Metropolitan When I think about leadership, it’s not the big boardroom moments that stand out the most. To me, it’s the quiet, unguarded ones that make all the difference – those moments when you bring people together around a table, cut through the noise, and have a real conversation about where the organisation is headed. And this is the universal truth, leadership isn’t about having all the answers. It’s about creating a space where the best ideas are revealed while everyone feels part of something bigger than themselves – a team with a shared goal. That’s the ultimate destination, but the journey is far from comfortable and the bumps in the road ahead may seem like mountains. No matter how good a driver you are as a leader, if you are unable to pull your team together, your organisation will never reach its full potential. So, what have I learned about succeeding together? Here are a few lessons I have learned during my years in leadership roles: Projects fail when we lose sight of what we are solving for Let me start with this: if you’re unclear on what problem you’re solving, you’re setting yourself up to fail. I’ve seen it too many times, exciting projects launched because they sounded innovative or used the latest tech, only to unravel because no one stopped to ask, “What are we really trying to solve?” Think about it: the best ideas solve real problems—something your customers need or a way to make your business work better. Start small, test your idea, and keep it simple. If you’re launching a new venture, for instance, it might be best not to build the whole ecosystem from scratch. Can you sell an existing product through a new distribution channel? Can you digitalise an existing process? These are two examples of hypothesis testing that you can use to build the full venture. Having clarity on which hypothesis to prove before starting the end-to-end process makes a significant difference. Trying to solve too many problems at once makes it difficult to unpack why something is not working. Instead, focus on proving successes in links of the chain before solving for the entire value chain. The gift of failure Here’s the thing about failure: it’s not a dead end! If I look back, some of the most valuable lessons I have ever learned came from projects that didn’t pan out. But the key is what you do with that failure. If you let it pass without reflection, you’ve wasted it. If you use it to understand what went wrong and share those insights, you’re turning failure into progress. Here’s the magic—when people know they won’t be blamed for failure, they’ll take risks. They’ll speak up. They’ll try something new. That’s when real innovation happens. But this only works if we create an environment where people feel safe. If a team doesn’t feel heard, or worse, if they feel punished for missteps, you lose their creativity—and that’s the most expensive thing to lose. Making the tough calls Leadership often means sitting in the tension between opposing forces. One moment you’re in a meeting about cutting costs, the next someone’s pitching a bold growth initiative that will cost millions. It’s messy, but that’s the job – balancing today’s realities with tomorrow’s potential. Deciding whether to pull the plug on something is one of the hardest calls. And honestly, it’s never black and white. The key is to step back, look at the evidence, and include diverse perspectives in the conversation. Test assumptions, listen to dissenting voices, and remember to ask, “What’s the opportunity cost if we keep this going?” Delaying decisions drains resources – time, energy, and even morale. In business, there will always be more ideas and opportunities than you have time to successfully implement. Often, saying no to things is the more crucial decision as it creates focus for the team, and improves the chances of execution. Multiple small wins create energy and momentum, which often lead to larger wins down the road. A leader’s role is to direct focus on the right things that will move the needle, and this involves making tough calls which includes having to say no. Honest conversations build trust Here’s where it all comes together: communication. If you’re not honest and clear about decisions you make, you lose trust from your employees. People start second-guessing leadership, rumours spread, and suddenly, your team falls out of alignment. The truth is alignment isn’t all about everyone agreeing. It’s about ensuring everyone understands why a decision was made, what it’s based on, and what happens next. That clarity is what keeps people rowing in the same direction and doing it in sync, even if they might not entirely happy about the course. When you get this right, something incredible happens. You create a culture where people don’t just follow – they invest themselves. They challenge, they innovate, and they make your organisation stronger. Leadership is a journey At its core, leadership isn’t about having all the answers. It’s all about learning. When we win, and even when we fail, there’s an opportunity to learn; so be sure to pause and take in the learnings. By applying these lessons, we create an environment where people are seen, heard, and most importantly, valued. Yes, there will be tough decisions to make, and you’re going to need to demonstrate humility when you get it wrong. Your team needs to know that you are not infallible – and that’s okay. Humility doesn’t diminish a leader’s authority; it enhances it by showing that leadership isn’t about being infallible—it’s about being human. When leaders embrace humility, they empower their teams, build stronger relationships, and inspire a culture where every voice matters. So, if you’re ever wondering what great leadership looks like, remember this: it’s not about you. It’s about the people you serve, the problems you solve, and the culture you build. If
Taking South Africa’s agenda to the world: B20 South Africa kicks off in Cape Town
By Koketso Mamabolo The economy reigns supreme and the 2008 financial crisis triggered a response from the developed and developing world which has sought to mount collective responses to the world’s economic and financial challenges. Representing two-thirds of the world’s population, 85% of the world’s GDP, and over 75% of international trade, the G20 group of countries is a global forum which brings together decision-makers as they discuss issues, share information, draft the policies which seek to maintain order, formulate approaches to stimulate inclusive growth and avoid the kind of crisis the world witnessed almost two decades ago. Along with the dialogue between heads of state, finance ministers and diplomats is a forum which provides a platform for a vital cog in any economy: the business community. The Business 20 (B20) has, since 2010, brought together business leaders from both non-G20 and G20 member states for an opportunity to present their views on how we can solve global economic problems. The South African government – led by the Presidency, cabinet’s economic cluster and Dirco – is the host of this year’s G20 summit and comprehensive programmes of meetings of working groups have already begun. The private sector host of B20 South Africa is Business Unity South Africa (BUSA) which, on the domestic front, has been building a relationship with President Cyril Ramaphosa’s administration that has seen the public and private sector collaborating to address the country’s priorities, such as the energy and logistics crises, which has proved fruitful. Together with Business Leadership South Africa (BLSA), BUSA hosted the summit’s launch this week in Cape Town, under the theme of “Inclusive Growth and Prosperity through Global Cooperation”, kicking off a year-long programme guided by task forces formed around eight socio-economic issues: “The B20 is an unprecedented opportunity to engage with the world and build our relationships while plugging into the wider G20 agenda to project South Africa’s interests to the global stage,” wrote BLSA CEO Busisiwe Mavuso in her weekly newsletter leading up to the launch. “It ensures that South Africa is part of the conversation and that our contributions are recognised.” Co-chaired by Standard Bank Chairperson Nonkululeko Nyembezi and former Exxaro CEO Mxolisi Mgojo, the summit’s task forces will each engage with around 150 members, from more than twenty countries representing multiple sectors. From March to July, the task forces will develop policy papers and have engagements with G20 Working Groups, delivering and discussing the papers leading to the actual summit itself in November. Two task forces of particular significance in the local context are the employment and education task force and the trade and investment task force. The former because of the high unemployment rate and the latter because of a widespread conception of investor apathy and recent developments around tariffs sparking fears of eminent trade wars. The impact of technology and digital transformation (a task force on its own) has been felt heavily in both areas as the scale of technological innovation has led to fears of countries being left behind due to a lack of skills and investment in the digital infrastructure needed to drive the growth the world needs. “When you talk about a good job, that conjures up in my mind formal employment,” said Sanlam CEO Paul Hanratty, highlighting the role of technology-related interventions in equipping people with the productive skills and resources needed. “On this continent and in the south, the informal economy is massive and we have to pay attention to that. We have to look at the interventions that need to take place.” With the economy firmly in the spotlight, and socio-economic challenges taking on new dimensions as geopolitical tensions grow, as much attention will be on the policy recommendations of the B20 task forces as the outcomes of G20 Working Groups. Sources: B20 South Africa | G20 South Africa | Daily Maverick | IOL | BLSA | Polity
Your next big break in sustainability is waiting
By Thabiso Mohlabeng & Koketso Mamabolo To all the sustainability champions and forward-thinkers who know that the future is built together, The Future of Sustainability Conference is your gateway to meaningful connections, groundbreaking ideas, and collaborations that will shape our planet’s future. Are you ready to connect with some of the brightest, most influential figures driving us towards a greener tomorrow? Looking to scale up your sustainable impact, secure funding and form game-changing partnerships? On 26–27 March 2024, Emperor’s Palace will transform into the epicentre of sustainability innovation—and you’re invited to join the movement. The programme is packed with interactive sessions, fireside chats, and more, allowing you to position yourself in rooms where ideas turn into action—and where you’ll meet collaborators who share your vision. You will learn how companies are turning ESG goals into profit, scaling green tech, and redefining industries by solving some of sustainability’s biggest challenges. From global leaders in renewable energy and capture, to award-winning startups blazing a trail in the circular economy and ESG investment pioneers looking to fund innovative solutions. You’ll meet: Explore the list of attendees Whether you’re a seasoned sustainability pro or a rising star, this is where ideas collide and partnerships ignite. Let’s create a legacy—one connection at a time. Secure your spot—tickets are going fast! With only a few weeks left, don’t miss your chance to join this exclusive gathering. Network with purpose, gain actionable insights, and leave with a contact list full of changemakers.P.S. Early-bird pricing ends soon! Snag your ticket: https://qkt.io/FOS2025 before they’re gone—your next big opportunity awaits.
Driving gender parity in tech: A blueprint for scaling inclusion
By Nyari Samushonga Women remain underrepresented in the IT industry, a fact that is both well-known and well-documented. While numerous programmes and interventions aim to enrol more girls in STEM subjects, large-scale change remains daunting. The underrepresentation of women in technology is not due to a lack of capability but the result of historical, structural, and systemic exclusion. Over time, this exclusion has created a false perception that women are less suited for technology roles. The reality is that women have always been capable. The real challenge is not about “fixing” women but rather unlearning our biases and reframing social perceptions—both in the minds of young girls and in the broader tech ecosystem of employers, mentors, and collaborators who shape career opportunities. This reframing starts with early exposure to technology and intentional career guidance that normalises women’s participation in tech. If young girls can see technology as a viable and exciting path from an early age, they are more likely to pursue it with confidence. At the same time, the industry itself must shift its perception of who belongs in tech, ensuring that hiring practices, mentorship, and workplace cultures actively foster inclusivity. From high school, I followed a more traditional path, studying finance and building a successful career over 11 years in the sector. I enjoyed my work, and my background gave me deep insights into business and problem-solving. But as technology evolved, I realised that software solutions and products were transforming industries, and my financial expertise was valuable in teams building tech-driven solutions. This opened my eyes to the fact that technology was not an isolated field but a tool shaping every industry, offering opportunities for professionals from diverse backgrounds to contribute meaningfully. What was strange, however, was that despite this expanding need for varied expertise, I was often the only woman in the room or on a team. It was a stark contradiction: an industry unlocking new possibilities for different skill sets yet still lagging in gender diversity. This experience ignited a passion in me to support more women in entering the field and claiming their place in shaping the future of technology. Success stories: Proof that women have always been capable The potential is almost unimaginable. When given the opportunity, young women don’t just participate—they excel, lead, and inspire. WeThinkCode_’s deliberate approach to gender inclusion has not only opened doors but has also proven that talent knows no gender. Many of our female graduates have gone on to become role models, demonstrating their initiative, resilience, and ability to thrive in the tech industry. These young women are proof that their ability has always been there—when given the chance, they grab opportunities with both hands and redefine what’s possible for the next generation. Scaling the vision: Public-private partnerships for inclusive growth Now, we need to scale this vision. Achieving true gender parity in tech requires public-private partnerships that bring together: Investments from key partners continue to bolster WeThinkCode_’s ability to scale nationally. JPMC and Standard Bank Tutuwa are funding a 60-person cohort at Central Johannesburg College (CJC), with JPMC also engaging public sector stakeholders for nationwide TVET adoption. Meanwhile, DGMT and the Caterpillar Foundation are supporting a 30-person cohort at South Cape College’s rural Garden Route/Hessequa Campus. The roadmap is clear. The talent is there. The ambition is there. Now, we must build the pathways that bring more women into tech—not just in pockets, but at scale. Nyari Samushonga is the CEO of WeThinkCode, a South African software development academy that operates in Joburg, Durban and Cape Town.