How to expand your companies’ social impact
By Sam Gqomo, Director, Womandla Global Network In today’s world, companies are increasingly recognising the importance of not only generating profit but also making a positive impact on society. As a social entrepreneur with extensive background in public relations and communications, I have dedicated my career to advocating for women and girls, leveraging various strategies to enhance social impact. Here are key strategies to assist companies expand their social impact: Building strong partnerships and stakeholder relationships One of the most effective ways to amplify social impact is through strategic partnerships and strong stakeholder relationships. Collaborating with NGOs, community organisations, and other businesses can create a synergistic effect, allowing for a broader reach and more significant impact. Here are some steps to consider: Identify common goals: Look for partners who share your company’s vision and objectives. This alignment will ensure a cohesive effort towards common goals. Engage stakeholders: Regularly engage with stakeholders to understand their needs, concerns, and aspirations. This can be achieved through surveys, town hall meetings, and one-on-one interactions. Leverage each other’s strengths: Utilise the unique strengths and resources of each partner. This could include sharing expertise, networks, and financial resources. Media and storytelling for advocacy These are powerful tools for advocacy and raising awareness about social issues. Effective communication can shape public perception and inspire action. Companies can use the following tactics: Craft compelling narratives: Develop stories that resonate with your audience, highlighting the human aspect of social issues. Personal stories of those affected can be particularly impactful. Engage with media outlets: Build relationships with journalists and media outlets to ensure coverage of your initiatives. Press releases, opinion pieces, and media kits can help in this regard. Use social media: Leverage social media platforms to share your stories, engage with your audience, and create a community around your cause. User-generated content and interactive campaigns can boost engagement. Integrating sustainability research in corporate communications Sustainability is a critical component of social impact. Companies can enhance their social impact by incorporating sustainability research into their corporate communications and marketing strategies. Consider the following: Conduct Thorough Research: Stay informed about the latest sustainability trends and research. This knowledge can guide your strategies and ensure they are grounded in current best practices. Transparent Reporting: Regularly report on your sustainability efforts and progress. Transparency builds trust and demonstrates your commitment to making a difference. Incorporate Sustainability into Branding: Highlight your sustainability initiatives in your branding and marketing materials. This not only differentiates your brand but also attracts customers who value social responsibility. Leveraging corporate communications for advocacy Corporate communications can be a powerful vehicle for advocacy. By integrating advocacy into your corporate communications strategy, you can amplify your impact the following ways: Advocacy campaigns: Develop and launch campaigns that address social issues relevant to your mission. Use these campaigns to educate, inform, and mobilise your audience. Employee advocacy: Encourage and empower your employees to be advocates for your cause. Provide them with the tools and resources they need to effectively communicate your message. Stakeholder collaboration: Work with stakeholders to amplify your advocacy efforts. Collaborative advocacy can lead to more substantial and lasting change. Expanding a company’s social impact requires a multifaceted approach that leverages partnerships, media, storytelling, and sustainability research. As a social entrepreneur, I have seen firsthand the power of these strategies in advocating for women and girls. By integrating these tactics into your corporate communications and marketing plans, your company can make a significant and lasting impact on society. Together, we can create a world where businesses not only thrive but also contribute positively to the communities they serve. Let us commit to expanding our social impact, one partnership, story, and sustainable practice at a time.
Youth Empowerment: South Africa’s most critical investment in the age of AI
By Ravi Naidoo, CEO, Youth Employment Service As the Artificial Intelligence (AI) revolution accelerates, empowering South Africa’s youth means preparing them for the challenges and opportunities that this transformation brings. On this journey, we face a critical juncture. We’ve increased access to higher education and created innovative work experience programmes like the Youth Employment Service (YES), but we’re still grappling with a world of rapid technological change that threatens to leave many people behind. As the COVID-19 crisis demonstrated, the world will bifurcate between those countries that possess technological capabilities and those that lag behind. Hence vaccine-producing rich countries kept six vaccines per citizen before they released vaccines to Africa (which barely could get six per 100 people). Moreover, technological capabilities are enabling a “cross-species transmission” in an economic sense – for example, companies once more famous for making cellphones are now producing state-of-the-art SUVs. There is no question that as new technology advances, many old industries will be massively disrupted with concomitant employment implications. Accordingly, it is imperative that we prepare young people for that technology-driven future. The Harvard Business Review investigated the challenges and opportunities presented by AI’s impact on the labour market. Tools like ChatGPT and image-generating AI have significantly impacted automation-prone jobs like writing, software development, and coding. This indicates that workers in automation-prone jobs are more likely to face challenges in this shifting job market compared to manual-intensive jobs. To keep up and remain hireable, they’ll need a diverse skillset and a comprehensive understanding of AI tools. It’s clear that basic digital skills are foundational to mastering AI and successfully navigating the workplace of the future. The African Development Bank Group projects that by 2025, at least 263 million young Africans will lack economic opportunities, partly due to a lack of digital skills. According to The African Union’s AI for Sustainable Youth Development in Africa Report, “If harnessed effectively, emerging digital technologies such as Artificial Intelligence could create new jobs and business opportunities in agriculture, health, trade, and education, among other sectors.” Countries across Africa are waking up to these possibilities and starting to invest in AI upskilling to overcome challenges in these sectors and beyond. Our mandate is clear. We must harness the enormous potential of AI by addressing South Africa’s digital divide and upskilling our youth. This begins with providing essential digital infrastructure at a basic education level and building on these skills in universities and in the workplace to align with global standards. Although universities are producing highly skilled STEM graduates, the current state of youth unemployment in South Africa shows that formal education is still falling short when it comes to preparing youth for this digital shift. While South Africa has made strides in increasing access to tertiary education—with universities like UJ growing their student population by 50% in just four years—we still face a critical challenge as students struggle to complete their qualifications. A 60% dropout rate in first year is a clear indication that we need to rethink our approach to youth empowerment through education. The reality is that a qualification rapidly loses value without practical experience. Our survey of 150 employers at YES shows that two years of practical work experience is valued almost equally to a three-year tertiary qualification highlighting the importance of programmes like YES in preparing youth for the demands of the workplace beyond tertiary education. This is not to diminish the importance of formal education—universities play a crucial role in developing critical thinking skills and providing deep contextual understanding. However, the traditional model of “get a degree and you’re set for life” is obsolete, particularly in the age of AI. Practical work experience that applies theoretical learning in real-world contexts is crucial for bridging the gap between education and the workforce. Organisations have recognised the importance of continuous upskilling through courses and training for employees, particularly when it comes to key digital skills and integrating AI into organisational structures. We’ve already seen this happening with companies like Microsoft, Amazon and other tech giants offering AI-accredited programmes that are more agile and market-relevant than traditional government-accredited courses. If businesses followed these examples and gave South Africa’s youth the opportunity to access invaluable skills and work experience, we could build a tech savvy generation, ready to take on the digital revolution. At YES, we’re making this happen by providing young South Africans with practical work experience and access to crucial tech skills that enhance their employability. Our voluntary programme has enabled 1,834 corporates to fund over 170,000 youth in quality first jobs, with an average of 3,000 youth joining monthly. We’re seeing incredible results. Part of this success is our incorporation of AI training into our modules, which has been proven to grow market-relevant skills and foster innovation. By partnering with YES, businesses can provide youth with access to essential digital skills development and AI upskilling. If corporate South Africa matched the youth employment commitments of current YES clients, we could create approximately 150,000 youth jobs annually at current GDP growth rates. More broadly, this means building a more resilient economy and a sustainable future for South Africa as our economy becomes more dependent on harnessing AI for growth. AI holds enormous potential to transform how we work and down barriers to economic development. Harnessing this potential means investing in our youth by providing access to the skills needed to master this emerging technology. Through collaboration between key stakeholders, from government to the private sector, we can help the next generation thrive in the age of AI and put South Africa on the map as a leader in the global digital landscape.
Turning a tip into millions: Y-Brand Founder Kabelo Ncholo
By Fiona Wakelin and Koketso Mamabolo “Hao o eletsa batho dilo tse ntle le bona ba tla ho eletsa botle (When you wish good for others, they will in turn wish you great things),” said Kabelo Ncholo’s late great-grandmother, Mosela Magdaline Ncholo, describing the communal, collaborative essence of empowerment. Not satisfied with merely riding the wave of the success of his award-winning marketing agency, and his impressive list of accolades, Kabelo is scaling up while conscious of the broader socio-economic impact the business could have. He’s seen significant progress in the marketing, advertising and communication (MAC) sector in the last five years, including policy changes crafted with empowerment and inclusivity in mind, such as a target to increase Black ownership with 10 -15%, which is consistent with the B-BBEE policy. “The success of black entrepreneurs in South Africa is, and will continue to be, one of the major means of moving this country and the continent forward in terms of creating employment, economic participation, and redressing the uneven and unjust system of the past,” says Kabelo. “The sustainability of black-owned businesses is crucial to the health and stability of the African economy.” Kabelo is leading by example, coming from humble beginnings to build a 100% black-owned “one-stop shop” marketing agency which offers below-the-line, above-the-line and digital marketing solutions, running an average of 50 campaigns a year across its six offices. The child of a single mother who was working as a domestic worker, Kabelo describes himself as an entrepreneur by default, like many young people from townships and villages – “flying the plane while building it.” Fresh out of matric with great results, Kabelo had been awarded a bursary to study medicine at the University of the Witwatersrand but had no means of getting to Johannesburg from the village of Bapong in the North West province. His aunt, Rebecca Seilane, gave him a lifeline of R2 000 but, unfortunately, by the time he arrived the academic year had already commenced and his only option was to shadow doctors until he could register the following year. Little did he know at the time that he had hemophobia (an extreme aversion to blood) and after collapsing a few times, in Lenasia Hospital’s casualty ward, Kabelo realised a career in medicine was not for him. While working as a waiter at the Mac Ribs restaurant at the Garden Court Hotel, in Milpark, Kabelo noticed room for improvement in how matric farewells were hosted. He voiced his concerns to a colleague whose response marked the genesis of Y-Brand: “Kabelo, as black people, we like to complain without taking action.” Inspired, Kabelo made a promise he would soon regret: He would either host the best matric farewell people had seen or, if he still worked at the restaurant, he would pay his colleague R10 000. He was reminded of it at every turn, and in the end it became a provocation, with him choosing to resign instead of forking out the money. In 2002, using the R350 he had gathered in tips from a table he’d served at the restaurant, Kabelo printed out a business profile and began contacting the schools who rented out the restaurant, offering them the services of his newly-founded company, Yourself Function Organisers. He quickly secured his first four clients, making his first R100 000 at the tender age of 19. In 2004 the company was properly established after a contract from the Wits University School of Mining and Law, and began trading as Yourself Events Management, before evolving into a marketing agency after Kabelo met his mentor, Michelle Combrink, a few years later. WHAT HAVE BEEN YOUR COMPANY’S IMPORTANT DIVERSITY, INCLUSION AND EQUITY MILESTONES? The most significant one is Y-Brand reaching the 20-year milestone as a business. This achievement supports our vision statement to exist for over 100 years. The second milestone is transforming people’s lives. The company has over 300 full-time employees and, at the busiest times of the year, our activation and field sales department employs over 1 000 seasonal employees. The third milestone is the business winning award, including the Top Empowered Employer of Choice: Small-Medium Organisations and I was the 2024 Top Empowered: Richard Fletcher Entrepreneur of the Year. The agency is committed to improve the lives of the disadvantaged by addressing South Africa’s serious economic problems, especially the severe skills gap that contributes to economic challenges such as high unemployment. My mission is to create job opportunities through the agency and prioritise skills development for students and professionals seeking career advancement in the marketing or communications industries. Over 100 students have been given full-time employment to date by the business and more are working as seasonal staff while still studying. The corporate social investment (CSI) body of the business is called Y-Brand Cares and the business contributes 1% of its revenue and provides tertiary bursaries for students. Through this programme we plan to develop our own talent from schools, especially village schools (my background) and afford them the opportunity to study marketing or communications at esteemed institutions, and give them experience through our seasonal jobs such as activations and office support while studying. Currently we are sponsoring six students and looking forward to seeing them working with us in two years when they complete their degrees. In addition, Y-Brand Cares, together with partners (consisting of Y-Brand clients), have reached out to communities to deliver corporate social investment worth millions of rands through a range of initiatives, including the donation of food parcels to various schools and children’s homes. WHAT SETS Y-BRAND APART FROM THE COMPETITION? Our clients are everything to us, they are not only clients, but also investors. They gave us the opportunity to grow and become who we are today. Our clients are the actual “bosses” of the business. Without them Y-Brand does not exist. Through our processes and systems, we have established an operating rhythm to maintain performance to satisfy them. We discover relevant cultures and trends to assist our clients
Building Africa’s future: The time for action is now
By Dr Terence G Sibiya The UN Economic Development in Africa report, released earlier this year, considers what African economies can do to strengthen resilience to trade risks caused by interconnected shocks across political, economic, energy, technological, and climate fronts. Many global crises, including the legacy of COVID-19, the war in Ukraine, and more recently tariffs which are being negotiated between African states and the US, introduce degrees of uncertainty, and necessitate greater resilience by African economies. Reliance on foreign markets, volatile commodity exports, high debt, and weak infrastructure have increased our vulnerability to economic shocks. As Reserve Bank Governor Lesetja Kganyago stated in an interview with Bloomberg earlier this year, the global economy faces economic fragmentation, and this raises the level of uncertainty. Strengthening our resilience is necessary to create a buffer against uncertain headwinds. While these are certainly challenges, they can also present an opportunity for Africa to build self-sufficiency and economic stability. The African Continental Free Trade Agreement (AfCFTA) is certainly one of the mechanisms we have to achieve this, with its potential estimated at $3.4-trillion, according to UN Trade and Development. AfCFTA is designed to unlock Africa’s economic strength from within, reducing dependency on external markets and enhancing regional trade networks. As things stand, intra-African trade accounts for just 16% of our total trade on the continent. Over 50% of the continent’s imports and exports are tied to just five economies, all outside of Africa. Meanwhile, only 16 of 54 African nations source more than 0.5% of intermediate goods regionally, which is a missed opportunity for value-added trade and manufacturing on the continent. Strengthening and diversifying Africa’s trade networks is key to building resilience, but infrastructure gaps, especially in transport and electricity, and non-tariff barriers, all pose hindrances to regional supply chains. Poor telecommunications connectivity also stands as an obstacle to trade growth. For example, road transport accounts for about 29% of the price of goods traded within Africa, compared to just 7% for those traded outside the continent. Without significant investment in infrastructure, trade liberalisation alone will not be enough to drive economic transformation. With these infrastructure backlogs and fiscal constraints in the public sector, attracting private sector capital has become essential to unlocking infrastructure expansion and improving cross-border connectivity, which in turn will drive economic growth and boost revenue for African nations. Governments alone cannot bridge this gap, which is why public-private partnerships (PPPs) are crucial in financing infrastructure and trade-related projects. Blended finance models (DFIs + commercial banks) will be instrumental in financing this transformation. The African Development Bank (AfDB) estimates that Africa requires between $130-billion and $170-billion annually for infrastructure, but there remains a $100-billion funding gap. The private sector must step up to help bridge this gap by leveraging its capital and expertise to fast-track critical projects. The leveraging of solid blended finance models will also be critical in the execution of necessary projects. Accelerating economic integration requires AfCFTA member states to collaborate with the private sector to unlock business opportunities and tackle trade and investment barriers. While the private sector stands ready to invest in infrastructure, logistics, and renewable energy, governments will need to implement reforms that encourage this private sector investment and financing. In particular, regulatory frameworks must be harmonised across countries to create a stable and predictable business environment that fosters investor confidence. As the African Union (AU) states in its Agenda 2063, success requires political leadership, vision, and commitment as well as the capacity to implement change. As the Group Managing Executive for Nedbank Africa Regions, I recognise that bridging the gap between policy ambition and real-world execution requires financial institutions to lead from the front in all our markets. Our commitment goes beyond financing. We actively support cross-border trade, investment facilitation, and financial inclusion, having sustainable financing at the core of our business and strategy. Our current footprint in Africa includes operations in Eswatini, Lesotho, Mozambique, Namibia and Zimbabwe as well as representative offices in Kenya and Ghana, with plans to expand our presence over time. Nedbank offers banking and related services across NAR for retail clients, small and medium enterprises, larger businesses and corporates, as well as institutions. We offer a full range of banking services, including transactional, lending, deposit-taking, card, bancassurance and selected wealth management offerings. These place us at the forefront of promoting sustainable economic growth in Africa. Africa’s economic trajectory is increasingly influenced by global trade and policy frameworks. South Africa’s G20 Presidency, under the theme of “Solidarity, Equality, Sustainability,” presents an opportunity to ensure that Africa’s economic priorities are not just heard but acted upon on the global stage. President Cyril Ramaphosa has underscored the urgent need for climate-resilient funding, responsible debt relief, and the sustainable development of mineral resources. These are not abstract policy considerations. They have real and immediate implications for businesses, from capital flows to infrastructure investment and global competitiveness. This Africa Month, we declare that the time for planning is over – the time for action is now. We must make the most of the opportunities that the AfCFTA presents. AfCFTA’s success will not be measured by rhetoric but by the tangible progress we make in building a truly integrated, economically empowered Africa. Let us move beyond ambition and into execution because Africa’s future will not build itself. We must build it together. Terence G Sibiya is Nedbank’s Group Managing Executive: Nedbank Africa Regions
Africa Tech Week Awards 2025 finalists announced – Celebrate innovation in style!
We are thrilled to announce the outstanding finalists for the Africa Tech Week Awards 2025 – a celebration of excellence, innovation, and impact in South Africa’s dynamic tech ecosystem. Join us for an unforgettable evening as we honour the trailblazers transforming the continent through technology. This glamorous black-tie affair promises sophistication, inspiration, and world-class entertainment, hosted by the brilliant and beloved Alan Committie. Date: Tuesday, 3 June 2025Venue: Century City Conference Centre Secure your seat among Africa’s tech elite and be part of an evening that recognises brilliance and sparks the future. Contact quarnita.jumat@topco.co.za to book your seat. Here are some of our finalists: Organisational awards: Individual Awards: For more information on the awards please contact quarnita.jumat@topco.co.za
Meaningful enterprise development: What does it mean-and where are we in South Africa?
By Livhuhani Mukhithi, Director: Broad-Based Black Economic Empowerment: Policy, Institutional Management and Advocacy – dtic The growth and development of economies throughout the 20th and the 21st centuries have been built behind deliberate planning, and undertaking by state actors, private players and other social partners. These initiatives have been anchored around principles of broadening economic participation and inclusion across sectors in the economic mainstream. Support, development and participation of enterprises in the economic mainstream should be premised on the interconnectivity between MSMEs, existing multi-national corporations (MNCs), and original equipment manufacturers (OEMs) within their global value-chains (GVCs). In the South African context, a recently commissioned study on Enterprise and Supplier Development (ESD) by the B-BBEE Commission (2022: 18) hammers on the imperative that Enterprise and Supplier Development forms part of the B-BBEE legislation. The ESD programme’s goal, according to the B-BBEE Commission, is to “create a conducive environment for the building of sustainable relationships between corporate South Africa and black entrepreneurs to facilitate access and transformation of value chains.” B-BBEE is a government programme that aims to correct past wrongs and spread the nation’s wealth among all races and genders, as well as promote growth, development, and entrepreneurial development. B-BBEE is the policy implementation through the B-BBEE Act (as Amended) and the Codes of Good Practice, which provide the foundation for ESD policies for big corporations. As ESD development and support has proven to nurture and consolidate technological development and uptake amongst MSMEs globally, Lee (2017: 03) contends that private companies (locally-owned companies) need to be able to move up the value-chain to higher-value added goods, based on continued upgrading and improvement, and technological innovation. This stands to effect structural transformation and inclusive participation in the mainstream economy. In praxis, a study on Enterprise and Supplier Development (ESD) by the B-BBEE Commission (2022: 17) qualifies the posture that holds that the ESD is not just a South African notion; it’s a global movement that has proved to boost economies, diversify supply chains, and create jobs. The bulk of businesses and a sizable share of employment in both developed and emerging economies are SMMEs. These enterprises, however, face many obstacles that prevent expansion, such as poor technological capabilities, limited human resource capacity, and restricted access to capital. Furthermore, the GIBS White Paper on Enhancing Enterprise and Supplier Development Ecosystem Effectiveness in South Africa (2024: 8) contends that there is more consensus in the implementation challenges of ESD programmes such as limited resources, misalignment of corporate and MSME programme participants, and inadequate monitoring and evaluation. These challenges are at the core of botched ESD programme implementation. South Africa’s effort to increase participation of MSMEs in the economic mainstream hinges upon a plethora of support mechanisms. According to the report on the State of the Small and Growing Business Sector by ANDE (2024: 04) the South African entrepreneurial ecosystem requires innovative solutions to increase the available finance, improve access to markets, reduce bureaucratic burdens, and strengthen the capacity of small businesses and start-ups. The report also examines the state of the Small and Growing Businesses (SGB) sector in South Africa as of 2023 by assessing the amount and type of financial support available to enterprises, the type of capacity development offered, and trends in the policy landscape that affect the entrepreneurial ecosystem. It is also vital to acknowledge that the legislative ecosystem that is in existence to support entrepreneurship, enterprise and supplier development requires updating and reviewing to provide a blueprint for the building of a vibrant MSME sector. The GIBS report concedes that South Africa has a relatively robust financial and capacity-related development landscape for MSMEs. The report State of the Small and Growing Business Sector identified 197 active funding sources offering financing in the form of loans (43%) and equity (41%), with the remainder made up of grants (16%), quasi-equity (7%), and guarantees (5%). Nevertheless, the credit gap among MSMEs continues to be significant. Additionally, the South African economic mainstream’s relationship with MSMEs is characterised by relationships that are both progressive to the country’s reindustrialisation efforts and the ones that are only driven by the compliance imperative (informed by the tick-box approach for compliance purposes). The magnitude to which MSMEs are connected, or not connected, to the GVC of MNCs differs significantly and varies from strategic high value chain integration to non-core value chain integration. On one end, certain MNCs conduct extensive value chain and supplier opportunity analysis to inform the identification of supplier opportunities. At the other end of the scale, other MNCs and corporates link MSMEs to less strategic, non-core supply opportunities. Some corporates have a mixed ESD approach in terms of linking MSMEs to both core and non-core supply opportunities. As contained in the study commissioned by the dtic (2019), the five most common benefits reported by 65 MSMEs surveyed and participating in Enterprise Development programmes are in order of frequency: 1. Business management skills & systems (31%); 2. Networking and business opportunities (14%); 3. Market access (12%); 4. Financial support (9%); 5. Company (marketing /brand) exposure (6%). On the Supplier Development (SD) side, the 5 most common benefits reported by 29 MSMEs surveyed and participating in SD programmes are, in order of frequency: 1. Business management skills & systems (17%); 2. Marketing skills (17%); 3. Access to markets (17%); 4. Financial management skills (10%); 5. Company (marketing/ brand) exposure (10%). The B-BBEE Commission Study (2022) gives us a sense of where we are currently are as a country in relation to B-BBEE ESD compliance. The report underscored a low level of compliance on ESD spending by measured entities. According to the B-BBEE Commission, “in 2021 only 61% of the set targets was achieved for ESD, which is a continuing trend over the past five years (2017: 44%; 2018: 60%; 2019: 51%; 2020: 61%)”. The matter to point at on ESD and its application exceeds the compliance imperative as obligatory legislatively by all economic actors, it is about releasing its might in driving economic inclusion and participation. As
Africa’s renewable energy leaders: Looking towards an energy secure continent
By Jessie Taylor As the global community intensifies efforts to combat climate change, several African nations are emerging as frontrunners in renewable energy and green innovation. South Africa, Egypt, Nigeria, Morocco, and Kenya are at the forefront, implementing ambitious projects and policies to harness their abundant natural resources and drive sustainable development. Africa’s transition to renewable energy is not just a climate imperative—it’s an economic and social necessity. Over 600 million people in sub-Saharan Africa still lack access to electricity, accounting for 77% of the world’s unelectrified population, according to the International Energy Agency (IEA). Meanwhile, energy demand is expected to grow by 60% by 2040 as Africa’s population rapidly increases and urbanisation accelerates. Renewable energy offers a sustainable solution to meet this demand, especially as the continent holds immense potential: Africa receives 10 TW of solar radiation, has vast wind corridors, and has significant geothermal reserves. Harnessing just a fraction of this could dramatically improve living standards while reducing dependence on expensive fossil fuels and vulnerable energy imports. Additionally, renewable energy could create over nine million jobs by 2030, according to the International Renewable Energy Agency (IRENA), stimulating local economies and reducing poverty. As the global community pivots toward net-zero emissions, Africa has a chance to leapfrog to cleaner technologies, develop green industries, and ensure energy security for future generations. The time to act is now—and renewables are at the heart of that transformation. South Africa: Transitioning from coal to renewables South Africa, traditionally reliant on coal, is undergoing a significant energy transformation. The South African Renewable Energy Master Plan aims to deploy at least 3 GW of new renewable energy capacity annually, increasing to 5 GW by 2030. This initiative is expected to create approximately 25,000 jobs in the renewable energy and storage sectors. The country is also exploring green hydrogen production, leveraging its vast solar and wind resources. International partnerships, such as the European Union’s €4.7 billion investment, support South Africa’s transition to cleaner energy sources. Egypt: Harnessing solar and wind power Egypt is capitalising on its solar and wind potential to become a regional energy hub. The government aims to increase the share of renewables in its electricity mix to 42% by 2030. A notable project is the 1.1 GW Obelisk solar and 100 MW/200 MWh battery storage facility, currently under construction by Scatec ASA. Additionally, Egypt is positioning itself as a leader in green hydrogen production, with plans to produce green hydrogen for under two dollars per kilogram by 2030. The Suez Canal Economic Zone has been identified as a hub for green hydrogen development, attracting investments from companies like Siemens and Scatec. Nigeria: Expanding access through mini-grids Nigeria, Africa’s largest economy, faces challenges in electricity access, particularly in rural areas. To address this, the government has initiated projects to develop and operate 400 mini-grids and 50 MetroGrids across the country, aiming to improve electricity access for an estimated 1.5 to 2 million people. The country is also investing in solar home systems and hydropower projects, such as the Zungeru Hydropower Plant, to diversify its energy mix and reduce reliance on fossil fuels. Support from international organisations, including a planned $1 billion investment by the African Development Bank, is bolstering Nigeria’s renewable energy initiatives. Morocco: Advancing solar and green hydrogen projects Morocco has set an ambitious target to have renewables constitute 52% of its installed electricity capacity by 2030. The country is investing heavily in solar energy, with projects like the Noor Ouarzazate Solar Complex, one of the world’s largest concentrated solar power plants. In addition to solar, Morocco is focusing on green hydrogen, approving projects worth $32.5 billion. Partnerships with companies like TotalEnergies and Engie aim to produce ammonia from green hydrogen, positioning Morocco as a key player in the global green hydrogen market. Kenya: Leading in geothermal and off-grid solutions Kenya is a leader in geothermal energy, with facilities like the Olkaria I geothermal power plant contributing significantly to the national grid. The country aims to achieve 100% renewable energy by 2030, focusing on geothermal, wind, and solar power. Kenya is investing in off-grid solar solutions to address electricity access in remote areas. Initiatives like the Intersolar Summit Africa in Nairobi highlight the country’s commitment to advancing photovoltaic technologies and energy storage solutions. The efforts of South Africa, Egypt, Nigeria, Morocco, and Kenya underscore Africa’s potential to lead in renewable energy and green innovation. By leveraging their natural resources and implementing forward-thinking policies, these countries are addressing their energy needs and contributing to global sustainability goals. Sources: Africa Trade News | AP News | Reuters | IOL | AGBI | Africa Exponent | IEA | IRENA
Overcoming talent scarcity: How South African businesses can overcome the skills shortage
By Daniella Frank & Susan Truter According to the Forvis Mazars C-Suite Barometer: Outlook 2025, business leaders are focusing on new or revised talent and retention strategies, which will play a major role in redefining organisations and creating opportunities to unlock growth, compete for market share, and sustain a competitive advantage. However, as talent rises as a strategic priority in 2025, just under half (43%) of organisations continue to report a struggle to recruit talented people, with the emphasis shifting to high-quality employees at more junior levels. Executives are reporting widespread difficulty in attracting and hiring the right talent and the bigger challenge now is in recruiting entry and mid-level talent, rather than senior talent as we saw in 2024. In some regions, C-suite executives are having an especially tough time finding the right people. Leaders in Africa report the most difficulty, with smaller businesses bearing the brunt of recruitment challenges, with more than half struggling to hire top talent compared to around a third of $1-billion+ organisations. Locally, businesses are struggling to attract and retain skilled professionals, despite rising unemployment. Findings from the report reveal that South Africa faces a dual challenge of high youth unemployment and a skills mismatch, particularly in tech and finance. From a talent acquisition standpoint, companies are seeking individuals who can effectively integrate artificial intelligence (AI) with business goals and utilise it adeptly. The success of AI and the businesses that embrace it is dependent on the skills of those who implement and operate it, because the technology will not replace professions like auditing. Instead, AI will enhance organisational efficiency and help distinguish the service offering by enhancing human skills and traits like understanding, trust, empathy, personal connections, and nuanced approaches to the specific cultures and needs of its people. Establishing trust with clients and effectively communicating findings and solutions are critical skills that AI cannot replicate. Our auditors are evolving into strategic advisors, concentrating on higher-value tasks such as interpreting complex data trends, focusing on areas of judgement and estimate, offering insights, and making risk-based decisions. As such, all staff, from the CEO to team members, need to enhance their proficiency in AI applications, which is why we have launched initiatives like our data school. However, finding, attracting and retaining people with these skills is a major challenge facing organisations in every sector. While a generous salary and benefits remain the top factor (96%) in the report, the salary premium already being paid in certain sectors is making it harder for organisations to put inflated offers on the table that are big enough to persuade candidates to join. As such, companies need to look at other means to secure the right candidates for the business. In this regard, learning and development opportunities (94%) continue to feature highly as important factors to attract and retain talent. To get the best people, organisations must recognise the importance of learning and development opportunities for employees and their business but may need to review with their people what they expect from their employer of choice. In addition, findings from the report suggest that companies need better employer branding, upskilling programmes, and flexible work models to remain competitive, as how companies structure work will impact talent attraction and retention. To make their organisations more attractive places to work, C-suite executives are focusing on flexibility and hybrid working. However, there is still a split in consensus regarding ways of working. While many are leaning into flexible working, another group is doubling down on standard working hours, with compliance with this traditional model still chosen by 37% of executives. In South Africa, certain industries like finance, law, and consulting are resisting full flexibility. The reality is that business leaders cannot bring back the working models used before COVID-19, and they cannot lead an organisation as they did even 10 years ago. If leaders expect and push everyone back to the office, they will struggle to retain their best people. Business leaders need to consider intergenerational differences in how and where people want to work. Among organisations that use hybrid working, the aim is to be as flexible as possible for employees, not ensure that everyone is in the office. Based on the findings shared in the report, three in five executives say that a key goal of hybrid working for their business is to “be fully flexible for our people”. Business leaders should view the workplace model as an opportunity to readdress their business strategies, listen to their people and create a sustainable working model that retains experienced workers and attracts new talent, states the report. Alongside this, a modern working environment with access to tech increased by three points (93%) in the 2025 report, with employee engagement emerging as another important factor. To create engagement, it’s important to give people the trust and responsibility to ensure they know that they matter. At Forvis Mazars, we do this through our own people surveys to capture a consensus of opinions as well as the more personal day-to-day discussions during development. This is a great way to establish engagement and receive more value in return from your people. Ultimately, the talent is out there, leaders just need to approach their needs differently. Talent today does not necessarily need or want to work from a specific location or office. The more flexible organisations can be with their people, the more opportunities they will have to attract the best talent when combined with other factors, such as top-paying jobs and access to the latest technologies. Daniella Frank is the HR Senior Manager & Susan Truter is the Audit Partner and Member of the Executive Committee for Talent at Forvis Mazars in South Africa.
Imtiaz Sooliman – Gift of the Givers: Practicing diversity, equity, inclusion and belonging on a global scale
By Fiona Wakelin “Best among people are those who benefit mankind” Early days Beginning his humanitarian work in Mozambique during the 1990s, Dr Imtiaz Sooliman raised significant funds in just five days to provide boreholes, medical supplies, and malaria medication for the country. His philanthropic work continued in Iraq and Bangladesh – and then the life-changing trip to Istanbul, Turkey, where he received an instruction from teacher Sufi Sheikh Muhammed Saffer Effendi al Jerrahi: “My son, you will form an organisation. The name will be Waqful Waqifin (the closest translation is ‘Gift of the Givers’). You will serve all people of all races, of all religions, of all colours, of all classes, of all political affiliations and of any geographical location. You will serve them unconditionally.” Imtiaz did not speak Turkish but understood the instruction. How was that possible? “When there is a meeting of hearts, language is not necessary.” After receiving this message from the spiritual leader, Imtiaz Sooliman, at the age of just 30, built the Gift of the Givers from humble beginnings into what has become the largest disaster response, non-governmental organisation of African origin on the African continent. He and the team live by the maxim: “Best among people are those who benefit mankind”. He established the organisation with family support – started in a small 12m² room with a fax machine. The first major project was during the Bosnian civil war in August 1992, delivering 32 containers of aid and creating the world’s first containerised mobile hospital in 1993, including surgery theaters, ICU, X-ray, and other medical units. CNN reported the mobile hospital as ‘equal to any of the best hospitals in Europe’. The dedicated team is committed to addressing crisis situations, showcasing innovative problem-solving and the importance of partnerships across sectors. We met at the Arabella Estate after a few months of planning – the Gift of the Givers are in big demand (not surprisingly) and it took a while for us to both be in the same province at the same time. The time flew by and it was so refreshing, and so easy to speak with this ego-free, quick, solutions-orientated, energetic, humanity-first human being. During our conversation he had 4 cell phones on the arm chair, all on silent. There are so many disasters happening all the time around the globe at any given time, I asked Imtiaz how they choose where to go – and where the funds come from: “If a country has hit something major, the head of state must come on world TV and announce they have a problem. Only then will we respond. But sometimes before he or she makes the statement and we hear about, say, a tsunami in Indonesia, an earthquake in Haiti, an earthquake in Nepal, a typhoon in the Philippines, I put my teams on standby. Usually Africa comes first. Money matters? “My spiritual teacher said, ‘You will never need to look for money. People will come to you. You’ll never have to ask for money.’ We never have to go to people to ask for funds. We have no need for fund raisers in our organisation. “Things just happen. Everything falls into place. The teacher said, ‘things will work out for you’ – and they do”. Knysna fire response and Cape Water crisis – diversity in action The Gift of the Givers responded to the 2017 Knysna fires with medical teams, food for firefighters, and essential supplies and set up a warehouse operation in the Checkers parking lot to coordinate massive aid distribution. This was diversity in action with teams of all backgrounds working together. They responded to the Western Cape water crisis by drilling 238 boreholes at a cost of R19-million, saving farming communities and livestock; and successfully navigated the flood response by coordinating multiple stakeholders, with partnerships across political parties, race, and class to reach isolated communities. CSI, ethics, economic philosophy and personal values We spoke about how Corporate Social Investment (CSI) is evolving from ‘ticking boxes’ to meaningful engagement and corporates in South Africa are developing a purposeful CSI focus: “CSI – we don’t just tick the box anymore. Now the CEOs call and ask for us to take them and their staff to be on site to see. To feel what it is like to be on the ground. Big companies like Sibanye-Stillwater, Bonitas, FNB, see first-hand where the CSI money is going. They feel the words of the people. “And we are growing. Now because we have got a new thing called virtual. They call you any time. On 31st December 2024, afterhours, the FNB guys called – ‘We’ve got all these fires in Cape Town. On the 2nd of January, the money will be in your account’. “ And when you think of COVID, the ethical business practices of keeping staff employed – ultimately benefitted the economy”. I had to ask about his take on the ramifications of the Trump administration withdrawing funding from Africa: “I am very happy about it. We should have cut ties long ago. We don’t need to have a begging bowl. We are self-sufficient and have the resources to manage our own needs. Companies are already calling to see how we can fill the gap. America is one country in the world. There are 199 others and we are about to sign an agreement with the Association of Southeast Asian Nations”. And what gives him joy? “The relief of suffering – a mother feeding a child, restoring sight to the blind – when a person has cataracts and they open and they can see. Or they can hear you because of a hearing aid. It’s priceless. Absolutely, absolutely priceless. “When I was in Somalia I saw a child who had been bed-ridden for 8 months and sepsis was creeping into the bone. Nobody could fix it. I brought my doctors from South Africa. They did the operation in 20 minutes. The father gets up and says, I like to appreciate you.
Empowering ourselves: The past is past but the future is not here yet!
By Professor Bonang Mohale, Chancellor of the University of the Free State After World War II, in a new age of empire, great powers aimed to carve up the planet and nations pledged to create a more equal and law-abiding world. Now, Russia, China and the USA are returning to an older model in which powerful countries impose their will. Nearly five years since the COVID-19 pandemic upended the global economy, growth is slow but stable, inflation has gradually declined in advanced economies and trade trends have turned positive. Despite this, there remain challenges such as high public debt burdens, ongoing geoeconomic tensions and the potential impact of industrial policies on smaller countries. Poverty reduction is possible China has lifted over 800 million people out of poverty since the late 1970s. This is the largest reduction in inequality in modern history by focusing on no more than six economic reforms, namely economic growth (which grew rapidly after 1978 with an average annual growth rate of over 9%); infrastructure investment (invested in roads, railways, water supply and electricity); education and health (improved access to education, health care and social security); targeted policies (targeted the most poverty stricken areas with public policies); data collection (used data to identify the poorest areas and their needs and public support and mobilised the public to assess the status of each household). China’s poverty reduction efforts have helped the world achieve the UN 2030 Agenda for Sustainable Development goals. South Africa’s tax base According to the latest tax statistics from the National Treasury and the South African Revenue Service (SARS), 490 676 South Africans earned over R1-million in the 2024/25 financial year. This figure represents 6.7% of the country’s 7.4 million registered taxpayers and marks a significant increase of 82 000 individuals compared to the previous financial year when 408 288 South Africans earned above this threshold. These millionaires, who cover around 50% of all assessed income tax paid in the 2024 tax year, demonstrate the country’s progressive tax regime is in full effect, with the majority of income tax being paid by the country’s richest individuals at R2.2-trillion in gross tax revenue – R87-billion or 4.2% more than in the prior year. Personal Income Tax (PIT) revenue remained the biggest contributor to the tax haul, accounting for 35.7% – R641-billion of the total tax collected. Just 1 660 182 individuals, a mere 2.6% of the country’s 64 million people contribute 76.2% of all personal income tax. The situation is equally concerning in the corporate sector where only 1 051 companies, representing 0.1% of the total, pay 72.3% of all company income tax. Over 30% of the population, approximately 19.2 million people, currently rely on social grants, a figure projected to grow to 19.7 million by 2026/27. This means that about 12% of South Africans who pay income tax are supporting a social safety net for nearly half the population! Youth unemployment Youth unemployment has been at catastrophic levels since ‘two weeks in July 2021’ at 74.9 percent! Four years later, it is still hovering at 60.2% compared to Spain’s 26.6; France 20.5; Italy 17.7; China 17.1; Turkey 15.8; Canada 14.4; UK 14.4; USA 9; Australia 8.8; Netherlands 8.7; Germany 6.5; South Korea 5.5; Japan 3.2 and Switzerland 2.7. It is Mosibudi Mangena who opines that, ‘poverty and inequality are a menacing reality in South Africa. Unless the state and the citizens do something to share the fruits of the economy, things might unravel very soon. It is simply unsustainable to have wealth concentrated in the hands of a minority race whilst the vast majority wallow in abject poverty’. Human rights Human rights are those basic and fundamental rights to which every person – for the simple reason of being human – is entitled. These rights are inalienable – a person has them forever and they cannot be taken away. The natural rights of South Africans received no protection before the country became a constitutional democracy in 1994. Chapter 3 of the Interim Constitution introduced legally protected fundamental rights to South Africa for the first time. Now fundamental human rights are entrenched in Chapter 2 – Sections 7 to 39 – of the 1996 Constitution. The Bill of Rights is arguably the part of the Constitution that has had the greatest impact on life in this country. As the first words of this chapter say: ‘This Bill of Rights is a cornerstone of democracy in South Africa. It enshrines the rights of all people in our country and affirms the democratic values of human dignity, equality and freedom.’ It has also been the source of the majority of the groundbreaking rulings the Constitutional Court has handed down. In an address to the South African Constitutional Assembly on 8 May 1996, the day of the adoption of the final Constitution, President Rolihlahla N. Mandela declared that ‘now it is universally acknowledged that unity and reconciliation are written into the hearts of millions of South Africans. They are an indelible principle of our founding pledge – ‘the glowing fire of our New Patriotism’. At the same occasion, Deputy President Thabo M. Mbeki asserted that the Constitution ‘constitutes an unequivocal statement that we refuse to accept that our Africanness shall be defined by our race, colour, gender or historical origins’. Constitutional patriotism The University of the Witwatersrand’s Elsa Huyssteen reminds us that this is a patriotism of new South Africans who do not belong on the basis of race or ethnicity but on the basis of a shared loyalty to a constitutional state and a commitment to national unity, reconciliation and human rights. The creation of such a ‘constitutional patriotism’ is intended to establish the legitimacy of the outcome of the transition as well as to promote national unity and reconciliation, both seen as crucial to the consolidation of democracy in South Africa. Constitutional patriotism is seen as capable of meeting these challenges to the consolidation of democracy in South Africa as it ensures that the principles and values