The theory of constraints and growing your small business
By Magdaleen Scott Starting a small business is a significant milestone; however, the transition to scaling it presents a unique set of challenges that many entrepreneurs often underestimate. While South African visionaries aspire to transform their start-ups into flourishing enterprises, the reality is that scaling demands meticulous strategic planning, effective marketing, and an acute awareness of the ever-evolving business landscape. To put this into perspective, consider that approximately 66% of small businesses in South Africa fail within the first five years, with nearly 50% not surviving beyond their inaugural year. This stark reality not only highlights the need for innovative solutions but also underlines the necessity of a cohesive growth strategy aligned with the Theory of Constraints, as articulated by Eliyahu Goldratt in his seminal work, The Goal. This theory posits that every organisation has at least one constraint that limits its performance. Identifying and addressing these limitations is crucial for long-term success. In the start-up phase, an entrepreneur’s vision must align seamlessly with exceptional execution, as identifying market gaps, developing compelling offerings, and establishing a strong brand are foundational steps in this journey. However, many ventures stumble at this stage largely due to a lack of scalability in their business models and little understanding of an evolving economy and market entry dynamics. Without these insights, business owners often struggle to grasp the needs and behaviours of their target audience, hindering their ability to create sustainable models. Additionally, a distinctive brand identity is crucial for differentiation in a competitive market, while delivering exceptional customer experiences is vital for building trust and credibility, both of which are essential for fostering repeat business and driving future growth. Navigating the growth stage is a pivotal moment for any business that has begun to gain traction. At this juncture, the primary focus must shift towards enhancing sales, expanding market reach, and optimising operational efficiency. However, it is often during this important phase that many organisations encounter significant roadblocks. Limitations in resources, ineffective marketing strategies, and an inability to adapt to the ever-changing consumer landscape frequently hinder progress. This is where the Theory of Constraints becomes essential; identifying and addressing the specific ‘bottlenecks’ within your operations is crucial for unlocking growth potential. By recognising these constraints and developing targeted strategies to overcome them, businesses can not only navigate the prevailing challenges but also position themselves for sustained success in the marketplace. We have to remain agile and responsive, continually assessing our capabilities to drive scalability and achieve our growth objectives. The role of marketing in scaling a business cannot be overstated, particularly for small enterprises striving to make their mark. Strategic marketing can serve as a transformative force, propelling businesses toward enhanced brand awareness, lead generation, and ultimately positioning them as industry leaders. It is essential to recognise the importance of investing wisely in marketing strategies that drive growth. In South Africa, where access to connectivity continues to rise, establishing a digital presence is non-negotiable. Businesses that adeptly leverage digital platforms — such as social media, search engine marketing, and content marketing — gain a distinct competitive advantage. Furthermore, adopting a data-driven approach allows businesses to harness customer insights effectively, refining their marketing strategies and enhancing engagement. Don’t underestimate the influence of public relations and thought leadership initiatives – it’s still one of the best spheres in marketing strategies for establishing credibility through media placements which amplifies brand authority. According to Goldratt, if resources are limited, marketing investments must be strategically targeted to address the most pressing constraints within the organisation. By focusing on overcoming these challenges, businesses can ensure their marketing efforts not only resonate but also contribute to long-term growth. To achieve successful scaling, it is imperative to automate and streamline operations by investing in technology that enhances efficiency, reduces costs, and improves service delivery. This is also the time to look at expanding your customer base through the exploration of new markets, forging strategic partnerships, and adopting innovative distribution channels is essential to broadening your reach. Furthermore, investing in your team is not just an option—it is a necessity. A business is only as strong as its people, so upskilling employees and making strategic hiring decisions are crucial for laying the foundation for long-term success. We must identify and address ‘what’ inhibits growth, ensuring that every area of the business operates at its full potential as we move beyond the small business status. The South African market, while presenting unique challenges, also offers incredible opportunities for entrepreneurs who are willing to embrace change and invest strategically in their brand’s growth. We can identify and overcome the barriers that hinder progress, ensuring that we not only navigate the complexities of the market but also capitalise on the strengths of our dynamic environment. In this landscape, success belongs to those who are committed to evolving and redefining their approach at every turn. At KVD Communications, we are dedicated to assisting businesses in navigating this critical transition through strategic communication, brand positioning, and marketing excellence. By establishing a solid foundation, embracing digital marketing, and optimising operations, small businesses can not only scale but thrive in today’s economic landscape—moving beyond mere survival to achieving enduring success. Magdaleen Scott, is the Managing Director at KVD Communications
The importance of exports for SA agriculture’s long-term growth
By Wandile Sihlobo We do not emphasise enough the critical role of exports in driving South Africa’s agricultural growth. If one looks at the past three decades, this sector has more than doubled in value and volume. Indeed, the improvements in genetics and cultivars, amongst other interventions, are the primary catalyst that delivered this growth. But another critical catalyst is exports. This is a point I illustrated at length in my book, A Country of Two Agriculture. We now export roughly half of what we produce in South Africa’s agriculture, which was nearly US$14.0-billion in 2024. We are not even at capacity in terms of agricultural production, as we have roughly 2.5 million hectares of government-owned land that was previously commercially farmed, but now sub-optimally utilised. We also have capacity in the former homelands to increase agricultural output. When this land is finally released to deserving black farmers, with title deeds, paired with affordable finance, and partnerships from commodity associations, we will be able to drive the agricultural output to new heights. But we won’t be in a position to absorb that output in the domestic market. We will need to look at export markets. These exports are also key in ensuring that the farming businesses remain financially viable and can sustain jobs, and provide economic value to various communities. And yes, we don’t just export without first taking care of the domestic food needs. The exports are primarily a surplus. (The poverty issues we all are aware of in South Africa are mainly an income poverty issue, not necessarily an agricultural question). It is this reality I have just explained above that has always compelled me to speak more about the need to expand our export diversification efforts. I was encouraged on August 4, 2025, when I heard the key policy makers in the trade and international relations space pushing this message strongly. In a joint media briefing by South Africa’s Ministers of International Relations and Cooperation and Trade, Industry and Competition, the intent to rigorously pursue export diversification was made clear, with the ministers stating that: “We have been strengthening trade and investment partnerships with various trade partners. These efforts are bearing fruit, targeting markets across Africa, as well as in Asia, Europe, the Middle East, and the Americas.” The Ministers further stated that: “We are making significant inroads into new, high-growth markets across Asia and the Middle East, including the UAE, Qatar, and Saudi Arabia. These efforts are not only opening doors to new opportunities but also reinforcing our commitment to retaining the vital markets we already have.” With this clarity on the importance of export diversification, the South African agricultural community must rally behind this message. The first step must be to support the government with insights that further help them in engaging with the new markets and their prioritisation. This may not be something that people have on their minds, especially in the fast-evolving world of global trade. Thus, supporting research efforts on trade to provide up-to-date key insights that guide us in decision-making is vital. Another aspect we will have to assess is capacity readiness in the various government departments that are directly engaged in trade matters, specifically, the departments of International Relations and Cooperation and Trade, Industry and Competition. This also means that South Africa will have to adjust its approach on trade matters and be more open to Free Trade Agreements, understanding that there are tradeoffs they bring. You cannot want to win in all industries. There will be tough choices of tradeoffs that the policy makers will have to make. The countries we want to diversify to may also want to sell something from South Africa. This is particularly true today, where all countries are under pressure to expand their export markets given the disruption caused by the U.S. trade policy. The government senior officials in the trade department will also need to align with this new approach, which may be a slight shift in orientation from the established way of approaching trade policy matters. Ultimately, export diversification is key to the long-term growth of South Africa’s agriculture. We should keep this work going! Wandile Sihlobo is the chief economist of the Agricultural Business Chamber of South Africa. Sources: Agbiz | Daily Maverick | dtic
Battle for the best talent: Wellness as your winning card
By Sue Ramauthar In today’s fiercely competitive talent landscape, a fundamental truth is emerging for companies: a great company culture is no longer just a desirable add-on; it’s a critical strategic imperative. At the heart of this evolving culture lies employee wellness. Forward-thinking organisations are now integrating comprehensive wellness programmes into their core culture, recognising that prioritising their people’s wellbeing – understanding their multifaceted roles and building resilience strategies that focus on mind, body, and soul – is the secret to attracting, engaging, and retaining the very best talent. For years, wellness initiatives often felt like afterthoughts – perhaps a token fruit basket or an occasional yoga class. While any effort is better than none, the modern approach to workplace wellness is far more holistic and deeply ingrained. It encompasses physical, mental, emotional, social, and even financial wellbeing. Companies are now beginning to understand that when their people are truly well, they perform better, are happier, and are more likely to stay. The job market is a battleground, and skilled professionals have more choices than ever. So, what truly makes your company stand out? More often, it’s not just the salary or the standard benefits package. Top talent actively seeks workplaces that genuinely care about their employees. Consider a robust wellness programme as a powerful magnet for job seekers. Surveys consistently show that potential hires highly value health and wellness benefits. Companies renowned for prioritising employee wellbeing simply feel more wholesome. This translates into more interest in your roles, a larger pool of qualified candidates, and quicker hires. Furthermore, investing in wellness creates a more enticing employer brand. It communicates to the world that you are a supportive, caring, and progressive place to work. This positive perception not only draws in new recruits but also transforms your current employees into your most enthusiastic advocates, spreading the word about the positive experience of working for you. Beyond attracting new talent, wellness programmes are proving to be an absolute game-changer or retaining your existing team and enhancing productivity. High employee turnover is a significant challenge – it’s expensive, disruptive, and drains energy and the bottom line. When your team feels genuinely supported in their wellbeing, their job satisfaction soars, sparking significantly higher levels of engagement. This leads to a more committed and invested workforce, and happy, engaged employees are far less likely to seek opportunities elsewhere. Research indicates that employees who feel cared for are significantly more likely to remain with their current employer. It’s clear that healthy employees simply take fewer sick days. Comprehensive wellness programmes, by emphasising preventative care and stress reduction, decrease absenteeism. They also combat “presenteeism” – the state where employees are physically present but mentally disengaged due to stress, burnout, or persistent health issues. A healthier team means more focused, energised, and productive individuals. Wellness initiatives also cultivate an excellent work environment, fostering a sense of community and shared purpose. Think group fitness challenges, mental health workshops, or team activities centred around wellbeing. These can significantly strengthen bonds among colleagues and boost overall morale. When people feel valued and supported, they are happier, more motivated, and contribute positively to the entire company’s atmosphere. And this holistic commitment isn’t exclusive to the corporate world; its profound impact resonates across various vital sectors, including healthcare. In our physiotherapy practice, for instance, we’ve witnessed firsthand how investing in a patient’s holistic wellness journey revolutionises outcomes, creating deeper buy-in and accountability. Just as a corporate gym perk alone won’t suffice, a narrow focus on a patient’s immediate injury, without considering their broader lifestyle, stress levels, sleep patterns, or emotional wellbeing, can limit their recovery. By empowering patients with a comprehensive understanding of their health – offering resources on exercise, stress management, discussing sleep hygiene, or connecting them to other wellness professionals – we help them become active participants, not just passive recipients, in their healing. This shared ownership is what truly drives adherence to treatment plans and builds long-term resilience, transforming individuals who are not just recovering from an injury but are better equipped to maintain their health and prevent future issues. This approach fosters loyalty that mirrors employee retention; when patients feel truly seen and supported in their entire wellness journey, they become powerful advocates for our practice. For wellness to truly function as a culture strategy, it cannot be a mere collection of segmented programmes. It must be deeply embedded into the very fabric of the organisation, championed from the top down. In a world where securing the right talent is paramount, prioritising employee wellness is no longer merely an option; it’s a smart, strategic imperative. It is the new culture strategy that will not only attract the brightest minds but also ensure they remain healthy, happy, and fully contributing to your organisation’s long-term success. Sue Ramauthar is a corporate wellness practitioner and physiotherapist at SuedeWellness
How the POPI Act empowers consumers against spam calls
By Jessie Taylor Despite growing awareness and technical countermeasures, South Africa has witnessed an unrelenting rise in spam calls, including telemarketing, phishing, and robocall scams. However, recent amendments to the Protection of Personal Information (POPI) Act have given individuals meaningful legal protection against these intrusions. As the digital economy grows, so too does the volume of personal data circulating in commercial and quasi-commercial ecosystems. Recognising this growing threat to personal privacy, South Africa has moved to reinforce the rights of its citizens through legislation that demands accountability and transparency from those who handle or distribute personal information. A new definition of electronic communication Historically, direct marketing calls skirted legal liability because telephone calls were not formally defined as “electronic communications”. This loophole has now been closed. In April, the Information Regulator issued a Guidance Note clarifying that voice calls, including automated and robocalls, are indeed “electronic communication” for the purposes of Section 69 of the POPIA. This means unsolicited calls now require explicit consent by law. Under the revised act, anyone receiving a direct marketing phone call from a non-customer must have previously provided explicit, informed opt-in consent. If no consent exists, marketers may make only one request for consent – and only if the consumer has not already refused. For existing customers, calls are permitted only for marketing similar products or services. Importantly, every call must clearly identify the sender and provide an easy means to opt out. Organisations are required to honour opt-out requests promptly and free of charge. Crucially, consent records must be kept and proof provided on demand. Companies must notify individuals if they intend to use their data for marketing and allow correction, deletion, or objection within 30 days. Consumers now have clear rights under POPIA: New opt-out registry in the pipeline Complementing the statutory consent framework, the government is working to launch a national Opt-Out Registry in the 2025/26 financial year. Once active, consumers can register their phone numbers to prevent any unsolicited marketing calls from both marketing firms and data brokers. Businesses will be legally obliged to “cleanse” their marketing databases for registry numbers before launching campaigns. This registry will replace or deepen the existing voluntary Do-Not-Contact list run by the Direct Marketing Association of South Africa (DMASA), which only covers its own member companies. Under the strengthened POPIA regime, failures to comply with consent rules can result in hefty penalties, such as administrative fines up to R10 million, or imprisonment for serious offences. The Information Regulator now has broadened enforcement capabilities, including accepting complaints from any member of the public (not just data subjects themselves). Spam callers risk prosecution if they continue contacting consumers after an opt-out request. Consent must be reinstated explicitly, and failure to comply is criminal. Despite these robust laws, spam calls remain widespread. As recently as July, TechCentral reported pervasive telemarketing intrusions across South Africa, with operators claiming they cannot block calls at the network level without breaching interception laws under RICA. This leaves consumers largely responsible for filtering calls through apps like Truecaller, Samsung Smart Call or Apple’s upcoming call-screening features. When spam continues, consumers are encouraged to file reports with the telecom provider, the Independent Communications Authority (ICASA), or the National Consumer Commission. The complaint process now extends beyond marketing-specific laws to data protection enforcement. The strengthened provisions under Section 69 of the Protection of Personal Information Act offer South Africans robust legal recourse against unsolicited calls and messages. Consumers now have the power to withhold consent, request deletion of their data, and lodge formal complaints—all backed by statutory penalties for non-compliance. Yet, the lingering spam epidemic illustrates that legislation alone is insufficient. Effective enforcement, increased resources for the Information Regulator, public education, and coordination with telecom operators are essential to make meaningful progress. Sources: BusinessTech | Moonstone Information | TechCentral | CapeTownEtc | MediaUpdate | Cape Argus
12 tips for becoming solutions focused
By Lynn Vermaak, Chief Imaginations Officer at Aha Training & Development When did you last think about ‘the way you think’? How has your thinking led you to greater success, performance or not? Are your thoughts mainly positive or negative? Do you get caught up and absorbed in the problem, and then struggle to focus on the solutions? Our world is made up of many problems. It’s inevitable. Every day as human beings we are faced with various problems. It’s human nature to focus on problems and fall into the trap of negativity. Therefore, one of the most powerful things you can do for yourself is to train your mind to be a solution-focused mind. Your mind-set impacts everything you do – your relationships, your work, how you approach projects, your success in different areas of your life. Do you have any limiting beliefs that keep you from achieving your goals? Limiting beliefs such as, “I will fail. I don’t have what it takes. I don’t have the resources. I don’t know where to start solving the problem.” So many people fall short of their true potential because their fear holds them back in some way. We are living in exponential times. The nature of work is changing. Change is a constant. Quick adaptive responses are needed. We need to anticipate the future and develop strategies that minimise the effects of being blindsided by change, especially with the onset of the Fourth and Fifth Industrial Revolution. To manage this disruption and change, we need to shape the future; and embrace a solutions focused mind-set. It is possibly one of the most effective tools we can pack into our career development toolkit. For an organisation it drives it forward in creating competitive advantage and innovative capability. Next time you have a problem in your everyday personal and work life, find solutions by trying the following: 1. Press the PAUSE button When you are so engulfed in a problem, you don’t think clearly and finding a solution is nearly impossible in that state of mind. Clear your mind from the negative noise with silence for at least 5 minutes. If possible, find a quiet place to pause and reflect for even 10 minutes more. 2. Choose your reaction The way you choose to engage with and think about problems, directly influences your ability to solve them effectively. Don’t let emotion get in the way of finding a solution. Regulate your emotions, from irritability of the problem to rather excitement; seeing the problem as a challenge to grow and improve. 3. Your attitude determines your altitude Choose and develop an attitude which is more positive and not stuck. This helps you to tackle problems better and find more creative solutions that will move your forward. 4. Change your perspective Change your perspective. Think solutions, not problems. Changing your perspective requires looking at the world with different eyes. Not to look at problems as blocks, barriers or inconveniences, but rather as an opportunity for growth or an opportunity to deliver a creative solution. See challenges as opportunities. 5. Change your language to a solutions-orientated language Replace the word “problem” with the word “opportunity”. Thus, no ‘problem-talk’, rather ‘solution-talk’. Focus on the strengths, and not the weaknesses. Focus on what is working well. 6. Leverage your creativity We must employ creative thinking to break away from the boundaries of traditional thinking and problem-focussed thinking. Albert Einstein once said, “We are boxed in by the boundary conditions of our thinking.” Can creative thinking be learnt? Yes – a resounding ‘yes’. Learning to think creatively should be a key part of your career and personal development. It is a must-have skill for the 4th Industrial Revolution. It will give you the edge in your career. It is time to reinvent yourself. It is time to practice deliberate creative thinking as part of your work and life. 7. Silence your inner critic When brainstorming ideas, to come up with solutions, often our inner critic judges and evaluates them before we have even said them out aloud. We look for all the reasons why the idea will not work or why it will fail, or why it is impossible. Silence your inner critic and realise that anything is possible. Instead of saying, “It’s not possible, it’s stupid, or it will not work, etc.”, rather say. “Anything is possible”. 8. Ask open-ended, exploratory questions that invite solutions Look at what you take for granted about your problem. Challenge your basic assumptions about the problem. Ask questions such as, “How might I …?” “In what ways might we …?” “How to …?” “What if ….?” 9. Don’t dwell on the past. Build the future Know what you want, and what your desired outcome or vision is. Become action-orientated towards creating a preferred future. 10. Utilise your resources optimally Look at the resources available to you right now, what can you use? What can you do with what you have? Most times the answer is right in front of you. 11. Flexibility Take action until you find the best solution fit for you. This will require you to be flexible when things don’t work out as planned, so that you can go back to the drawing board to panel beat ideas to make workable solutions. 12. Collaborate Involve others. Generate ideas together to find the way forward. Solution-seeking is a deliberate way of thinking. We need to think ‘solutions’ – not problems. The choice remains yours. It takes practice, but believe me, it is worth it.
Leadership and innovation in tech
By Thulani Dube, Head of Innovation and Advancement, Cornerstone Institute While noticeable strides have been taken to drive inclusivity and gender parity within the technology industry, we have to continually ask ourselves what meaningful inclusion looks like in a country with a history of engineered inequality. The tech space in South Africa continues to be shaped by visionary women striving for digital innovation and inclusive leadership. It becomes imperative for female tech leaders like tech social entrepreneur Baratang Miya to emerge and challenge norms, as well as build bridges for future talent. While leaders must have a presence so as to take up space, it is also important for them to create spaces for future generations to follow, something that Baratang has continually done, making her endeavours align with the United Nations Sustainable Development Goal 5 focused on promoting women in achieving gender equality and empowering all women and girls. Recently at a Transformation and Empowerment focused conference, Dr Simamkele Dlakavu, a lecturer on Gender Studies, asserted that the current gender inequality in various industries is by design and therefore needs leaders who will be intentional when it comes to issues such as women employability and equity. Leaders in the technology space must therefore make equity a core strategic priority and not another HR buzzword, whilst actively challenging entrenched systems and cultures in order to inspire a shift in organisational mindset around gender, power, and value. The gender gap in South Africa’s Information and Technology sector reminds us that transformation requires more than policy, it demands intention and action. As of 2024, women account for just under 40% of the ICT workforce. While that figure signals some movement, it is far from parity and even further from power. The problem starts early where only 13% of STEM graduates in South Africa are women, a sobering contrast to the global average of approximately 35%. This limited pipeline of talent feeds directly into an even more exclusive leadership tier. Notably just 5% of ICT CEOs in South Africa are women, and across all JSE-listed companies, only 14% of CEOs are female. At board level, women hold only 20% of director positions, and top executive roles sit stubbornly at 17% female representation. These aren’t just numbers,they’re symptoms of a system that wasn’t designed with women in mind. Women redesigning the future and paving the way for others to follow Amid these structural imbalances, a generation of formidable women is rising to redesign the future from within. Leaders like Naadiya Moosajee, engineer and co-founder of WomEng, are not only breaking barriers – they’re building frameworks for thousands of women to follow. Through her work across Africa, she has become a global advocate for gender equity in STEM, ensuring that young women don’t just enter the field but thrive within it. Equally inspiring is Mpumi Madisa, CEO of Bidvest Group and the first Black African woman to lead a JSE Top 40 company. Her ascent signals what’s possible when competence meets opportunity and when corporate South Africa embraces inclusive innovation. Basani Maluleke, former CEO of African Bank, brought a bold voice to the fintech space, illustrating the power of representation in reimagining financial services for a broader, more inclusive economy. And then there’s Emma Mphahlele, whose journey from rural Limpopo to international tech stages defies the limits historically placed on girls in underserved communities. Through initiatives like Kids Innovate Africa and African Youth Ignited, she is championing access, neurodiversity, and digital empowerment for girls and differently-abled youth alike. As a TechWomen alumna and UN Women-endorsed facilitator, her mission is not only deeply personal but structurally transformative. These women are more than outliers, they are architects of change. Their journeys stand as living proof that while the system may not have been built for women, it can be reshaped by them. Collectively building an ecosystem of transformation across sectors The growing influence of women across key sectors is reshaping South Africa’s approach to innovation, inclusion, and progress. In government, women leaders are playing a crucial role in shaping the country’s digital transformation agenda through expanding broadband access in rural areas and embedding gender-sensitive approaches in ICT policy. Initiatives like the SA Women in ICT Forum and the TechnoGirl Trust are helping to bridge the gap between young talent and future-ready careers, ensuring that girls are not left behind in the tech-driven economy. In the private sector, leaders such as Nolitha Fakude, Chairperson of Anglo American’s Management Board in South Africa, are at the forefront of embedding sustainability and inclusive innovation into core business strategy. Through her work, she has championed digital upskilling, enterprise development, and gender equity in traditionally male dominated sectors like mining and industrial technology, demonstrating how corporate power can serve as a platform for systemic change. Similarly, the LaunchLab, Stellenbosch University’s innovation incubator, under the dynamic leadership of Anita Nel, is actively nurturing startups, with a focus on tech, agri-innovation, and social impact ventures. Their support of female entrepreneurs from ideation to investment readiness has made LaunchLab a catalytic force in bridging the gender gap within the startup ecosystem. Higher education institutions are also key levers in this transformation. Visionary leaders like Professor Pamela Zibuyile Dube, Vice-Chancellor of the Central University of Technology (CUT), are steering universities toward inclusivity and innovation. Under such leadership, institutions become not just academic spaces, but launchpads for female talent in science, technology, and research. By aligning academic output with national digital goals and social equity, such leaders in higher education are helping to redefine what progress looks like as well as who gets to lead it. Together, across sectors, these leaders are building an ecosystem of transformation. Not all heroes wear capes!
Rachel Kolisi to deliver keynote address at Standard Bank Top Women Conference 2025
The Standard Bank Top Women Conference, South Africa’s premier gender empowerment platform, returns to the Sandton Convention Centre on 22–23 September under the bold theme: “Her Power. Africa’s Future.” Now in its ninth year, this two-day conference will convene over 1 000 influential leaders, visionary entrepreneurs, policymakers, and changemakers committed to advancing women’s role in shaping Africa’s growth story. It has become a rallying point for women who are not only participating in South Africa’s progress, but actively defining it. This year’s theme underscores the unstoppable force of women entrepreneurs as visionaries whose strength, innovation, and resilience are transforming industries, communities, and borders. “I believe platforms like the Standard Bank Top Women Conference are vital because they don’t just recognise women’s achievements, they ignite conversations and connections that lead to real change. For me, the most powerful part of this journey is seeing how collaboration between visionary leaders, sponsors, and entrepreneurs creates lasting impact. As we launch the 20th annual Top Women Leaders Publication, it’s a reminder that women are not waiting for the future…we are building it.” – Twaambo Judy Chileshe, Head of Brand, Top Women A powerful line-up of topics and leaders The two-day programme is set to deliver an impactful experience, featuring inspiring keynote addresses from visionary leaders, dynamic panel discussions, SheLeads Dialogues, and a wealth of networking opportunities designed to accelerate inclusive growth across South Africa. Delegates will also have the opportunity to participate in PitchPower Networking sessions, where they can deliver rapid two-minute lightning pitches to showcase their business, product, or service to an audience of peers, potential partners, and investors. Programme highlights include: From sustainability and governance to creative industries, youth entrepreneurship, and healthcare innovation, the agenda reflects the full entrepreneurial journey and the ecosystem of support needed to help women thrive. READ: 3 ways to use events to boost your organisation’s reach and revenue Keynote voices of change This year’s keynote speakers include: Together, these leaders and many others will bring their expertise, experience, and passion to discussions that champion inclusive enterprise and women-driven innovation. Building legacy through partnership The Standard Bank Top Women Conference continues to grow as a collaborative platform thanks to the support of its valued partners and sponsors: Platinum Partner: Standard Bank Gold Partner: merSETA Host City Partner: Gauteng Tourism Authority Silver Partners: Merchants, Harmony Gold Mining Company, Guerbet SA, KFC South Africa Bronze Partners: Enel Green Power, Barloworld Limited, Bridging & Associates, MSD Southern Africa, South African Airways, SIBANYE Still Water Showcase Counters: CorpsAfrica, Mancosa, Godrej Consumer Products, Euphoria Telecom, The Gordon Group, CCG Systems Lifestyle Partners: Nespresso, Mr Price Sport, L’oreal, DHL Their commitment to advancing women’s empowerment in business and society is central to the conference’s impact and longevity. INTERVIEW: How Rachel Kolisi balances it all Join the movement – Shape Africa’s future Delegates will leave empowered with actionable strategies, new connections, and a renewed vision of how women-led enterprises can shape Africa’s economic and social future. Event Details:Venue: The Ballroom, Sandton Convention Centre, JohannesburgDate: 22–23 September 2025 Tickets: https://qkt.io/X98Pay
Narrowing workplace gender bias needs strong leadership
“PWC’s recent insights into gender equity, released in March this year, highlight significant gender empowerment gaps globally, and in previous years have honed in on South Africa, where men remain more empowered in the workplace than women.”
Can SARS tax you on bonuses and incentives?
By Jessie Taylor Incentives and bonuses are often viewed as rewards for hard work and high performance, offering employees a welcome boost to their earnings. However, many South Africans are caught off guard when their long-anticipated bonuses appear significantly smaller than expected due to tax deductions. To make the most of these additional earnings, it is crucial to understand how the South African Revenue Service (SARS) treats bonuses and incentives for tax purposes. This is what you need to keep in mind: 1. Bonuses form part of your taxable income Bonuses and incentives, whether they take the form of performance bonuses, annual 13th cheques, commissions, or productivity-linked rewards, are considered part of your taxable income in South Africa. SARS does not treat these payments as separate or exempt; they are lumped together with your monthly salary and taxed at the same marginal rate applicable to your income bracket. The misunderstanding often arises from the assumption that bonuses are taxed at a higher flat rate. In truth, they are subject to the same progressive tax system as regular income. The issue is that receiving a lump sum can temporarily push your total monthly income into a higher bracket, increasing the PAYE deduction for that specific month. For example, if your monthly salary is R30 000 and you receive a R20 000 bonus, your total income for the month becomes R50 00. The tax is then calculated on that combined figure. Even though this may lead to higher tax withholding at the time, the final tax owed for the year will be calculated based on your total annual income. If too much tax was deducted, SARS will refund the difference when you submit your annual tax return. 2. There are different methods of taxing bonuses Employers may apply one of two SARS-approved methods to calculate the tax on bonuses: the annualisation method or the balance of remuneration method. Annualisation of income is the more common approach. It works by calculating the tax you would pay if your monthly income (including your bonus) were earned every month for the year. So, your income for the month is multiplied by 12 to project an annual figure. The tax due on this amount is then divided by 12 to determine the PAYE for the month. Since the bonus inflates the monthly figure artificially, this method often results in a higher-than-normal PAYE deduction for that month. Balance of remuneration separates the bonus from the regular salary when calculating tax. First, the tax on your usual salary is computed. Then, the bonus is added, and the total tax due on the combined amount is calculated. The difference between the tax due on the total and the salary alone is the tax payable on the bonus. This method is often more precise and prevents excessive deductions but is used less frequently. 3. Non-cash incentives can also be taxable While most people think of incentives in cash terms, non-cash rewards can also be taxable. These include items such as company cars, accommodation, travel vouchers, or gifts. Known as fringe benefits, these perks are assigned a monetary value and may be taxed accordingly. For instance, if you are awarded a R5 000 shopping voucher or a weekend away as a reward for excellent performance, your employer must declare this to SARS and potentially withhold PAYE on its value. However, SARS does allow for small, infrequent gifts to be exempt, such as long-service awards or minor holiday gifts below a certain threshold. Employers must be careful to categorise and report these correctly to avoid penalties. Bonuses and incentives are valuable tools for recognising performance and boosting morale, but they come with important tax implications. In South Africa, these payments are taxed as part of your regular income, and while the immediate PAYE deduction may feel steep, SARS ensures fairness by assessing your full-year income and tax liability. Employees expecting a bonus can take steps to plan for the tax impact: Employees should understand how SARS calculates tax on bonuses and explore options for managing and possibly minimising the impact. By being informed and proactive, you can ensure that your bonus works for you – not against you. Sources: FA News | Tim Tax
Future of HR Awards 2025: Celebrating the architects of tomorrow’s workplaces
“We’re not just handing out trophies. We’re shining a spotlight on the unsung heroes who manage the most unpredictable, complicated, and vital aspect of any organisation – its human capital.”