Balancing progress and protection: How restraint of trade safeguards South Africa’s workforce and innovation
By Jessie Taylor In a fast-paced, competitive economy such as South Africa’s, where knowledge and intellectual property often determine an organisation’s value, the concept of restraint of trade remains a cornerstone of contractual employment. Designed to protect businesses from unfair competition and the leakage of proprietary information, restraint of trade clauses continue to be tested against the constitutional right to freedom of employment. Striking a balance between protecting legitimate business interests and upholding an individual’s right to work is one of the most nuanced tasks within South African labour law. These clauses—widely used in both the public and private sectors—require careful drafting, regular review, and, increasingly, judicial interpretation. The legal foundation of restraint of trade In essence, a restraint of trade clause is a provision in an employment contract that limits an employee’s ability to compete with their former employer after leaving their job. This can include restrictions on working for a rival, starting a competing business, or soliciting former clients for a specific period and within a specific geographic area. Historically, such clauses were viewed with scepticism. However, since a landmark in 1984, South African courts have shifted their perspective. The case established the principle that restraint clauses are presumed valid unless proven unreasonable and contrary to public policy. In other words, employees must now demonstrate why a restraint is unfair or overly restrictive. This reversal of the burden of proof reflects a strong judicial inclination to uphold contractual freedom, but not at the expense of constitutional rights – particularly the right to work as enshrined in the Constitution. The primary legal test for the validity of a restraint of trade involves four essential considerations: 1. Is there a protectable interest?This could include confidential information, client connections, trade secrets, or unique business methods. 2. Is that interest being prejudiced?Would the employee’s new role jeopardise these interests? 3. Does the employer’s interest outweigh the employee’s right to work?A fair weighing of competing rights. 4. Is enforcement contrary to public policy?Would enforcing the clause unduly harm the economy or an individual’s career? These criteria have allowed courts to apply a flexible approach, often adapting to context, such as seniority of the employee, the industry involved, or whether compensation was provided during the restraint period. A balancing act A common misconception is that any restraint clause is enforceable if signed. In reality, courts scrutinise scope, duration, and geographical limits. While restraint clauses are more common in private-sector contracts – especially in technology, finance, and sales – public sector employers are also increasingly turning to them. Roles involving sensitive data, policy formulation, or technical innovation may warrant restraint provisions to prevent undue political or commercial exploitation after an employee exits. However, the public sector faces unique challenges. Any restriction must consider transparency and the public interest. Moreover, because taxpayers ultimately fund salaries and public projects, any restraint must be proportionate and serve a defensible policy objective. Should an employer wish to enforce a restraint, the process usually involves applying to court for an interdict (injunction) to prevent the former employee from engaging in prohibited activities. Importantly, employers must act swiftly when a breach occurs. Delays in enforcement weaken the argument that the restraint protects urgent and valuable interests. To ensure a restraint is enforceable, employers—especially in the public sector—should observe the following: From the employee’s perspective, restraint clauses are serious undertakings that should never be signed without understanding their implications. Ultimately, restraint of trade clauses operate at the intersection of contract law, constitutional rights, and labour relations. They remind us that in a democratic society, freedom of contract cannot override the right to dignity and economic participation. This legal terrain is neither black nor white, and as the economy becomes more complex, restraint of trade litigation is likely to increase. Employers in both the public and private sectors would be wise to treat restraint clauses not just as contractual boilerplate, but as strategic, legally sensitive instruments that require nuance, clarity, and fairness. Sources: Bowmans Law | DotNews | Labour Guide | Pagel Schulenburg
Africa Tech Digital Transformation Award winner: Etapath’s Co-Founder on making transport more accessible
By Koketso Mamabolo In just five years Etapath went from manual internal process to building an in-house tool which evolved into client-facing, digital-first, centralised tech solution. Their digital transformation journey has seen them help businesses provide their employees with safe, reliable and affordable transport. “Our journey has been rooted in a vision to make transport in South Africa more accessible, efficient, and opportunity-driven,” says Benjamin Gordon, Co-Founder of Etapath, the winner of the 2025 Africa Tech Digital Transformation award. Across the country, Etapath has completed over a million scheduled commutes, with over 15 000 users and the results are impressive: Their corporate clients report 30% in savings on transport and a 40% drop in absenteeism. After having made such an impact in only half a decade, there’s sure to be even more success in store for the rapidly growing tech company. “Opportunities only materialise when you’re prepared to seize them, and we’ve made it a priority to always be ready for what’s next.” Congratulations on winning the Digital Transformation award. What does winning the award mean to you and your organisation? Winning the Digital Transformation Award is a significant milestone for us. It affirms the hard work we’ve invested in evolving from manual operations to digital systems, from reactive problem-solving to proactive innovation, and from serving local needs to having a national footprint. More than just a recognition of our technology, this award honors the real-world impact we’re making; supporting workers on their daily commutes, enabling businesses to function reliably, and opening doors for communities to access better opportunities. Meet the Africa Tech Founder of the Year Please tell us about your journey, how did you get to this point in your career? Our journey has been rooted in a vision to make transport in South Africa more accessible, efficient, and opportunity-driven. Since Etapath’s start in 2020, we’ve focused on delivering high-tech transport solutions that address real-world challenges. Early traction with major corporate clients helped us expand nationally by 2022. Along the way, we developed impactful tools like the Team Manager platform, an integrated payment system, and detailed passenger data analytics. Strategic partnerships with organisations such as BPESA and Google Mobility have played a critical role in our growth and influence. What are the biggest lessons you’ve learnt in your journey and how have you been able to apply them? One of the most important lessons is to never take things personally. The best ideas should win, no matter where they come from. True progress happens when ego steps aside. Another key lesson is that luck is really the intersection of preparation and timing. Opportunities only materialise when you’re prepared to seize them, and we’ve made it a priority to always be ready for what’s next. Read: The full list of winners from 2025 Africa Tech Awards What inspires you to do what you do? We’re driven by a bigger mission: to eliminate technology as a barrier to employment, investment, and growth. We believe tech should be an enabler, not an obstacle. By making commuting simpler, safer, and more affordable, and by equipping small fleet operators with advanced tools, we’re helping build an inclusive and competitive transport ecosystem that benefits everyone, from individual commuters to enterprise-level clients. What do you believe are the major trends you believe we should be looking out for in the next few years? We expect Cape Town to emerge as a key hub for tech innovation in South Africa. We’re also watching the rise of homegrown e-hailing platforms expanding across Africa. And of course, AI is set to transform the transport industry even further; especially in areas like route optimisation, driver allocation, and operational efficiency.
Success, innovation and productivity: The importance of employee engagement
By Paula Quinsee In today’s evolving landscape, organisations are realising that success extends way beyond profits and products. A company’s true strength lies in its people, and cultivating a workforce that is not only motivated but also aligned with the organisation’s values and mission is critical to everyone’s thriving. This is where effective employee engagement and culture strategy play a key role and are drivers of productivity, innovation, and success. So how do we define an employee engagement and culture strategy? Employee engagement is a delicate ecosystem where the professional and emotional needs of employees meet the company’s goals and values. It cultivates the level of commitment, passion, and enthusiasm employees bring to their roles and is closely linked with their overall job satisfaction and well-being. Culture, on the other hand, refers to the shared beliefs, values, norms, and practices that shape the behaviours and interactions within an organisation. It’s the glue that holds a company together and guides decision-making processes at an individual, team, and holistic level. An employee engagement and culture strategy should be deliberate and embody a holistic approach to shaping these dynamics by creating an environment where employees feel connected, valued, and inspired to contribute their best work while aligning their efforts to the organisation’s purpose. So why is it important to have an intentional strategy? Employee performance and productivity Engaged employees are more productive and go the extra mile. When individuals feel that their contributions matter and their efforts are recognised, they become more invested in their work (the power of positive reinforcement) and overall success. Initiative and creativity When employees are encouraged to share their ideas without fear of criticism or intimidation, they feel empowered to be creative in their thinking. A culture that values the diversity of its people creates space for creativity and collaboration as employees work together to find solutions to challenges. Reduced turnover High employee turnover can be a huge cost for organisations and impact their growth. When employees are happy, fulfilled, and stimulated in their work environment, they are less likely to seek opportunities elsewhere. This leads to a more stable workforce, which in turn reduces churn, recruitment, and training costs. Attracting talent Organisations that attract key talent and skills by prioritising employee engagement and a positive workplace culture have a significant advantage over those that don’t. Top talent is drawn to companies that provide more than just a job, rather than a place to thrive in, which enables them to become an employer of choice. Improved relationships The way employees interact with each other, service providers, and customers is a direct reflection of their engagement levels and the culture within which they operate every day. Engaged employees are more likely to provide excellent service levels due to their positive experiences. This can lead to enhanced customer and supplier loyalty and positive word-of-mouth referrals. Aligned to the organisation’s objectives An effective engagement and culture strategy ensures employees are aligned with the company’s mission, vision, and values. When employees understand, see, and believe in the bigger picture, they are more likely to be proactive in supporting the organisation’s long-term goals. Coping with change The landscape is constantly changing, so being adaptable is crucial for individuals, teams, and leaders. A healthy culture nurtures resilience and flexibility among employees, making it easier for organisations to navigate through challenges and evolve as things change. How does one craft an effective employee engagement and culture strategy? Creating a successful employee engagement and culture strategy requires a multifaceted approach: Leadership buy-In Leadership’s buy-in and support are critical to the success of an employee’s culture strategy. Leaders need to champion the cause, actively embody the desired cultural traits, and walk the talk when it comes to participating in engagement efforts. Close the communication feedback loop. While open and transparent communication is critical every step of the way, so is closing the feedback loop by regularly and consistently giving updates on implementation and progress. Employees need to be taken on the journey by having a clear understanding of the company’s values, goals, and how their roles contribute to the bigger picture; where possible, join the dots back to their KPIs. Empowerment and growth One of the key reasons for employees leaving organisations is the lack of growth opportunities. When employees feel their work is meaningful and they have room to grow, they are more engaged. However, in today’s world, the structure of hierarchies are flatter, so there is limited room to grow upwards; therefore, organisations need to find creative ways to grow their employees outwards in their current roles. This can be done through additional responsibilities, taking the lead on special projects, and more. Recognition and rewards Everyone wants to feel appreciated, and it’s the smallest things that can have the greatest impact. It’s not always about the money. When employees’ contributions are acknowledged, such as a job well done or a thank you for going the extra mile, it can go a long way in creating belonging and boosting morale. Work-life balance Environments that empower employees to have a healthy work-life balance and applaud well-being also prevent burnout. Flexibility in work arrangements and encouraging personal time should be key to the culture and strategy. The importance and value of having an employee engagement and culture strategy cannot be overstated; it is key to the long-term success of both employees and organisations. Paula Quinsee, is the Founder of Engaged Humans
Help them dream big like Bezos: How to encourage innovation in the workplace
By Louine Griessel, Resource Development Director for MoreThanMeerAs Innovation is the lifeblood of any successful organisation, driving growth, efficiency, and a competitive edge. Yet fostering an environment where creativity and new ideas flourish is often easier said than done. Dreaming: Creating a visionary culture Innovation begins with vision. Leaders must create a culture that encourages employees to dream big and envision new possibilities. According to a study by McKinsey & Company, organisations that foster a strong vision and purpose are more likely to innovate successfully. Here are some ways to incorporate the principle of dreaming into your workplace: Healing: building a supportive environment Innovation thrives in environments where employees feel safe, supported, and valued. The principle of healing is about creating a workplace culture that nurtures emotional and psychological wellbeing. According to the Harvard Business Review, a psychologically safe workplace is crucial for innovation. Here’s how leaders can foster such an environment: Innovation: implementing and sustaining change The principle of innovation emphasises the continuous process of implementing and refining new ideas. Leaders play a crucial role in not just sparking innovation, but also sustaining it. According to Forbes, continuous innovation requires a strategic approach and ongoing commitment. Here’s how to put this into practice: How to foster innovation in their workplaces By integrating these principles into your leadership strategy, you can create a workplace culture that not only encourages, but thrives on innovation. Together, let us build environments where every individual feels empowered to dream, heal, and innovate, driving meaningful change and success for an organisation. Louine Griessel is the Resource Development Director for MoreThanMeerAs (Image of Jeff Bezos courtesy of Daniel Oberhaus, 2019)
Leading with Heart in the Age of AI
By Brian Eagar In 2025, leadership is changing in two main ways. The first is through human-centred leadership. This style has come about after many years of leadership that focused on authority, hierarchy and top-down control, often ignoring people’s well-being and personal needs to pursue productivity and profit. Human-centred leadership flips the script and puts the needs, well-being and growth of individuals before tasks or profit. It values empathy, listening carefully and creating a supportive place where people feel respected. More and more organisations are choosing to operate this way, recognising the benefits of human-centred leadership to boost employee engagement and belonging, resulting in a marked improvement in productivity, innovation and ultimately business performance. The second way leadership is being shaped in 2025 is by the rise of AI. While AI’s promise of efficiency is exciting, relying too much on technology can hurt the goals of human-centred leadership. The focus on efficiency, innovation and growth can shift attention back to tasks and results, often ignoring people’s well-being. According to a CNBC SurveyMonkey Workforce survey, 60% of employees who use AI reported that they worry about its impact on their jobs. Insights from the Harvard Business Review also found that, in addition to concerns about AI’s impact, motivation dropped by 11% and boredom increased by 20% when using AI in the workplace. As concerns about job security and uncertainty grow, leaders need to act now. Success will come from leading with both people and technology in mind, with clear understanding and care. This means recognising the power of AI but also being aware of its hidden effects. The promises and reality of AI AI offers great benefits. It can take over routine tasks, help us make better decisions and let teams do more important work. From smart assistants that organise schedules and messages, to systems that give fast data insights, AI aims to make work easier and people more productive. By automating simple tasks, AI can reduce the time and energy employees spend on admin work. This should let people spend more time on creative thinking, solving problems and working closely with others. Leaders are told AI will boost human ability by handling boring tasks and helping us think and work better. In this view, AI does not replace people. It helps them. It is like a teammate, coach or tool that makes work smoother and opens up opportunities for new ideas and growth. But this is only part of the story. Even though AI has benefits, it also causes some hidden problems. Its advantages come with challenges that can negatively impact job difficulty, create stress and reduce how much control employees and teams have over decisions that are based on AI outputs. According to the Deloitte 2025 Human Capital Report, while AI is often praised for improving productivity and easing workloads, its impact on employees reveals significant hidden challenges. 77% of workers report that AI has increased their workloads and 61% fear it contributes to higher burnout rates. Although AI automates up to 45% of routine tasks, employees are left with more complex and mentally demanding work, making their jobs harder rather than easier. Additionally, 33% of workers report reduced human interaction and collaboration due to AI and 28% feel a loss of personal connection. This shows how AI can make workers feel isolated and lonely. Deloitte emphasises that these effects are often unintended and overlooked by leaders who focus on AI’s efficiency gains. This can erode trust and weaken the employee-employer relationship if not addressed proactively. Leading with both heart and AI With this type of study data available, it’s obvious that leaders will have to find the right balance between utilising AI and implementing human-centred leadership styles. Here are three simple ways to do this: 1. Understand the trade-offs Good leaders know that while AI can boost productivity, it can also create problems. Automating work can increase workloads and lead to burnout and letting AI make too many decisions can make workers feel less in control. Also, replacing human interaction with technology can lead to isolation. Leaders must recognise these risks and respond with care and responsibility, always putting employees’ best interests first. This includes intentionally creating an environment where people feel safe to speak up, share concerns and know that their well-being matters; not allowing the grind to take over but instead checking in regularly and creating space for genuine connection. When people feel psychologically safe and know their voices are heard, a sense of belonging grows, even in times of change and especially when that change is introduced through the use of AI. 2. Work with employees to adopt AI Instead of forcing AI on workers, organisations should involve them in deciding how and when it is used. This collaborative approach leads to better and more meaningful use of AI, builds trust and gives employees a greater sense of control. When people help shape the tools they use, they feel more ownership and confidence in their work. They feel their input is valued and respected and this, in turn, supports a stronger sense of belonging, because workers feel included in important decisions that affect their roles. 3. Reinforce the human core of work As the use of technology grows, the risk of loneliness and disconnection increases. Leaders should respond by investing in human connection through mentoring and opportunities for collaboration around shared goals. This creates space for forging genuine relationships, teamwork and emotional support. A strong team is built not just on tools but on trust, care and shared purpose. In 2025, strong leadership means balancing the power of AI and technology with a deep commitment to people. While technology can drive progress, it must not come at the cost of well-being, connection or control. Human-centred leadership reminds us that when people come first, business benefits through stronger performance and better results. Generative AI is positioned as a tool to augment human skills, not replace them. Leveraging human creativity, empathy and contextual
Two decades of celebrating success: Standard Bank Top Women Leaders publication hits 20 year milestone
Standard Bank Top Women Leaders celebrates the gender empowerment journey of South Africa as seen through the lens of our publication. Since 2004, the Top Women brand has been South Africa’s leading advocate for gender empowerment, celebrating women-led business success, and spotlighting organisations which have not only integrated this imperative within their operations, but achieved unparalleled growth because of it. Throughout the years the selection of thought leadership articles by women leaders, our features on prominent trailblazers, and our tips and advice for success have provided inspiration to the many female entrepreneurs out there seeking role models and advice. The brand has grown from strength to strength through its strategic alliances with organisations that share its passion for meaningful transformation, including the Department of Trade, Industry and Competition, UN Women, the Commission for Gender Equality and our Platinum Partner, Standard Bank. This milestone 20th edition will be launched at the prestigious Standard Bank Top Women Conference on 22 and 23 September at the Sandton Convention Centre. A taste of some of the exciting content you can expect includes catch ups with our Standard Bank Top Women Leaders cover icons over the last decade. These include Leila Fourie, Group CEO at the JSE; Dr Anna Mokgokong, Executive Chairperson at Community Investment Holdings and Chancellor of North West University; Caster Semenya, Olympic and world athletics 800m champion; Wendy Applebaum, business leader, philanthropist and Chairperson of DeMorgenzon Wine Estate; and Professor Glenda Gray, Chair of the Global Antibiotic Research and Development Partnership (GARDP) to name a few. The editorial features cover a cornucopia of topics, looking at where we are in terms of GBVF, South Africa’s Young Global Leaders, AI, The Ripple Effect of Empathy, Top Women in Africa, Board Diversity, Sustainability and Scaling, Transformation, and The Importance of Networking. We also celebrate the amazing women breaking barriers in typically male-dominated industries, with our ‘Top Women Across The Board’ section, shining a light on the women blazing the trail in the fields of tech, mining, finance, engineering and more! In addition, we showcase the phenomenal award recipients of the Young Achiever of the Year; Entrepreneur of the Year, Business of the Year and Business Leader of the Year at the 2024 Standard Bank Top Women Awards! And last but by no means least for your edification is the index listing a selection of the top gender empowered companies in South Africa. To find out more about the Standard Bank Top Women Leaders publication, contact Odelia Fester, Top Women Leaders project manager at odelia.fester@topco.co.za.
Triple S: The simplest business plan ever
By Juanita Vorster Traditional advice guides business owners who feel stuck in some way to review – or create – a business plan as a framework for identifying the cause of feeling stuck. The catch is that a business plan can often be unnecessarily complex or lengthy for a business owner that is in need of quick and practical insights. An existing or template business plan may also be more geared towards funding requirements than the relentless grind of running a business past the initial exciting first few years. Business owners who are feeling stuck or overwhelmed need a simple structure that they can remember and review of the top of their heads. The following structure requires that a business owner reviews the entire business using only three main topics – strategy, sales, systems – and five questions – why, who, what, where, when, and how. For more complex entities, the same three topics and five questions can be used for each distinct business unit. The trick to keep this structure as simple and useful as possible is to stick to the three main topics, and to adapt the specific questions to the unique needs of the business. This flexibility also makes it much easier for business owners to do this review quickly and regularly. Strategy Every business needs a strategy. In the simplest terms, designing a business strategy is deciding where the business is going and how it’s going to get there. Questions to ask during this topic of the business review include: Sales A brilliant business strategy is useless without sales that bring it to profitable life. Questions a business owner can ask themselves when considering the state of sales of the business include: Systems Under the systems topic of this simplified business review, a business owner has to consider the people, processes and technology that enable the business to consistently implement its strategy. After completing this quick review, all that’s left for business owners to do is to create an action plan based on what they discovered during the review, and then do everything they can to make sure that the plan is followed. Running a sustained profitable business might be hard, but it doesn’t need to be complicated.
‘Success without people is empty’ – Africa Tech Founder of the Year Oscar Molaba
By Koketso Mamabolo Vision, perseverance and entrepreneurial spirit is what defines the Africa Tech Founder of the Year. For the judges of this year’s awards, Oscar Molaba, the founder of Batanidza Technologies, has demonstrated “exceptional leadership, innovation and impact” which landed him one of the headline awards at the ceremony held on after the first day of this year’s Sentech Africa Tech Week summit, held in Cape Town. Batanidza Technologies describes itself as a link between people, organisations and technology, offering innovative solutions such as AI software-testing and IT resource augmentation. The company has achieved rapid growth over the last six years driven by Oscar’s extensive experience in ICT consulting, business development, and strategic growth. “I founded Batanidza to create a consulting business where people felt seen, valued, and impactful. The journey has been anything but linear, but it’s been rich with purpose.” We found from Oscar what inspires him, what the biggest lesson in his career is, and more. Congratulations on winning the Tech Founder of the Year award. What does winning the award mean to you and your organisation? Winning this award is deeply meaningful, not just for me, but for everyone at Batanidza Technologies. It’s a powerful affirmation that purpose-driven leadership matters, and that building with heart, with people in mind, and with Ubuntu at the core, can lead to real success. This recognition is also a tribute to my team, most of whom are women, who have carried our vision forward with excellence, grace, and grit. For us, this award is not the finish line; it’s fuel for the road ahead. Read: The full list of winners from 2025 Africa Tech Awards Please tell us about your journey, how did you get to this point in your career? I started as a junior software tester nearly two decades ago. Back then, I was just eager to learn and earn my place in a fast-paced industry. Over the years, I climbed the ranks through roles in QA, project delivery, business development, and eventually strategic planning. But I always felt a disconnect in many environments, consultants were often treated like numbers. That discomfort became my drive. I founded Batanidza to create a consulting business where people felt seen, valued, and impactful. The journey has been anything but linear, but it’s been rich with purpose. What are the biggest lessons you’ve learnt in your journey and how have you been able to apply them? The biggest lesson? Success without people is empty. I’ve learned that culture eats strategy every day, if your people aren’t aligned with your purpose, no strategy will hold. I’ve also learned to trust timing; growth doesn’t always come as fast as we’d like, but consistency compounds. At Batanidza, we applied these lessons by building a culture that prioritizes inclusion, collaboration, and integrity. We don’t just hire skills, we hire values. That’s helped us scale sustainably and build a brand that people trust. What inspires you to do what you do? I’m inspired by the possibility of creating real, lasting change, especially in communities that have historically been left behind by the tech economy. Every project we deliver, every consultant we mentor, every job we create, it all contributes to something bigger than ourselves. Seeing someone grow into their potential because they were given an opportunity, that drives me. I believe that technology should be a tool for empowerment, and I wake up every day with a deep sense of purpose knowing that Batanidza is helping to build a more inclusive, more connected future for Africa. What do you believe are the major trends we should be looking out for in the next few years? The next few years will be shaped by AI integration, cloud-first strategies, and automated testing at scale, but beyond the tech, the bigger trend will be human-centered innovation. The companies that will lead are those that can blend emerging tech with empathy, ethics, and relevance to local needs. I also believe inclusive hiring and digital access in underserved communities will become not just moral imperatives, but competitive differentiators. The future is digital, yes, but it must also be deeply human.
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