‘Winnie Mandela thought that was an assassination attempt’ – Mathews Phosa
“In this Business Unusual Podcast Mathews joins Ralf Fletcher to reflect on an eventful career in politics which saw him play a key role in the Codesa negotiations, serve as Premier of the Mpumalanga province, and advise all five of South Africa’s democratically elected presidents.”
Revolutionising tax season: SARS introduces express access e-filing for 2025
“Against the backdrop of an increasingly complex economy and tightening public finances, this year’s tax season is set to be one of the most efficient in recent memory.”
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
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.
From DEI to AI: Nedbank’s Deb Fuller on why humanity is still key for success
From General Electric, building a bank, and now leading the HR portfolio at one of Africa’s leading banks, Deb Fuller’s story is one of how human-centred leadership trumps everything. In this episode of the Business Unusual Podcast, Deb joins Ralf Fletcher to discuss why DEI is evolving, the reason why culture is even more important than strategy or even execution. “If you’re not solving for execution, your strategy is merely a pipe dream. But from my perspective, I truly believe that culture is actually what eats execution and strategy for breakfast.” This is a must-hear for anyone ready to: Listen if you’re ready to challenge assumptions and accelerate leadership that matters.
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
Creating waves of change for women in mining and transport: Young achiever of the year Nerissa Chegwidden
By Shumirai Chimombe “Where passion meets purpose – Success is inevitable” Nerissa Chegwidden lived up to her company’s name Sekunjalo (meaning ‘now is the time’) when she walked away with both the Top Empowered Fast Growth Black-Owned SMME of the Year, and the Young Achiever Award at the Top Empowerment Awards 2024. A qualified civil engineer with a deep passion for change through empowerment, Nerissa is the CEO of Sekunjalo Engineering Solutions Ltd which is a 100% women-owned and managed company specialising in project management, logistics, and commodity trading. The company has earned a formidable presence in the industry, and is driven by excellence and a vision to transform the industry to be more inclusive and representative of black women. “I always had a desire to change the opportunities that were available to women in our country. Being a civil engineer for 12 years in the field, I became accustomed to being one of very few, if not the only, woman on a construction site. This needed to change. The same scenario seemed to repeat itself in the mining and transport sectors, and finally, being able to make my own decisions and plans for Sekunjalo, I started to make the changes I wanted to see. It had to start somewhere.” The engineering sector opened a door into the mining and logistics space where Nerissa is one of very few black women who are successfully blazing a trail in this sector. She founded Sekunjalo Engineering Solutions in 2018 and started operations in August 2020 as a transport agency that offered transporters contracts for their vehicles. The coal transport industry is a male-dominated industry from transporters to mine owners, drivers and operators. Sekunjalo Engineering Solutions had a mandate from inception to transform this industry to be more inclusive and welcoming to black females. “The order of business was to create a company that was 100% female managed, so we employed female managers that shared this desire and passion for both the industry itself and its transformation.” Sekunjalo is now one of very few coal transport companies that have 100% female ownership and management. After five years of hard work and determination and seeing the growth of the company, she succeeded in entering the space as a transporter in her own right and purchased her own in-house fleet of side tippers. She did this while still maintaining the mandated fleet of vehicles that are solely managed by the company. The company is a Level 1 B-BBEE contributor with a regional coverage that includes South Africa, Zimbabwe, Malawi, Zambia, Mozambique, Botswana and Namibia. “When we increased our fleet in 2024, we embarked on a targeted recruitment process to hire female side tipper drivers. This process proved to us that there was a lack of experienced female drivers available due to lack of opportunities. I employed the experienced drivers as lead drivers and the ones with no experience as trainee drivers…thereby skilling them and creating a small pool of female drivers that can be absorbed into the industry. Our driver component is now made up of 30% female drivers and we are striving to increase these stats.” Spreading the branches to reach and empower other women When Sekunjalo started expanding and purchasing its own vehicles, Nerissa realised that it was very hard to find networking opportunities for women, and she discovered that there were other women who were searching for the same thing. Experienced women were looking for like-minded individuals to network with, while the inexperienced were looking for organisations that could share knowledge on how to start and where to start. This inspired Nerissa to found Women in Transport South Africa (WITSA) to bring together women and share knowledge. The forum also aims to train more women to enter the mining and transport sector, from entrepreneurs to drivers and operators. “Knowledge is power and it’s power that many of the experienced women in this industry possess and are willing to share with each other in this forum.” WITSA also opens up opportunities for smaller companies to grow by coming together as a unit to be awarded contracts and orders for transport. Nerissa explains that there are many transporters that have one or two trucks and find it very hard to be awarded long term contracts. One of the aims of the organisation is to band together as a consortium of smaller transporters and target bigger contracts as Women in Transport. From the work of WITSA Nerissa further identified a need for trained female side tipper drivers. She is currently heading up the funding application and business case for the creation of a driving school for female side tipper drivers. The school, named She Drives, will train the drivers and offer experiential training as assistant drivers to various transport companies while paying them a stipend from the funding. After a year, the school will have produced a new cohort of female drivers who are experienced and ready for employment. Nerissa has come a long way since starting Sekunjalo Engineering Solutions as a new mum growing her business from home and hosting meetings in her dining room, to now moving into new office space in 2024 that will enable the company to continue to grow. “I’ve worked tirelessly to build a legacy and to create more opportunities for others to come in. I’m committed to breaking barriers so that one day, the next generation of female transporters, drivers or operators won’t have to work so hard to get a foot in this door. I am extremely proud of what we are achieving and still striving to achieve. Sekunjalo is now a well-known name in the industry for both our great performance as well as our women empowerment initiatives. The hard work and sacrifices are paying off. Our company has proven that women-owned and managed companies can stand head and shoulders with the rest – if not even taller.”
Entries close soon – Nedbank Oliver Top Empowerment Awards 2025
The countdown is on! The prestigious 24th annual Nedbank Oliver Top Empowerment Awards returns on 31 July 2025 at the Sandton Convention Centre, honouring South Africa’s trailblazers in transformation, diversity, and empowerment. With just days left to enter, organisations from all sectors are urged to submit their entries and gain national recognition on the country’s leading empowerment stage. As the Platinum Partner, Nedbank continues to champion inclusive economic growth by celebrating companies and individuals that are actively building a more equitable and transformed South Africa. The awards spotlight excellence in B-BBEE, leadership, innovation, and sustainable impact, offering a platform to share transformation success stories and inspire change across industries. Entries close soon! Enter now and secure your place among South Africa’s most empowered changemakers. Meet the 2024 winners here. Submit your entry by visiting this link. For more information on the awards and for assistance with your entry, please email quarnita.jumat@topco.co.za.
Empowering South Africa’s youth
Partner Content June is a significant month in South Africa, marking Youth Month and commemorating the pivotal role young people played in the fight against apartheid, notably the historic Soweto Uprising of 16 June 1976. Youth Day, celebrated on 16 June, serves as a powerful reminder of the ongoing contributions to social transformation made by young people. It is both a tribute to their legacy and a call to reflect on the current opportunities and challenges facing the youth today. Nedbank’s Executive Head of Transformation, Kershini Govender, offers valuable insights into how the bank’s transformation journey is closely aligned with the country’s youth development and economic inclusion objectives. Central to this is Nedbank’s commitment to the Youth Employment Service (YES) Programme – a national, business-led collaboration with the government to address one of South Africa’s most urgent challenges. The youth unemployment rate in South Africa remains alarmingly high, standing at 46.1% in the first quarter of 2025 according to Statistics South Africa. “Nedbank’s purpose-led approach to transformation transcends compliance and box-ticking,” Govender explains. The bank embeds transformation within its core business strategy, driven by a purpose to use its financial expertise ‘to do good’ for its clients, shareholders, and society at large. This approach to transformation is underpinned by creating sustainable socioeconomic impact across society. A leading example of this commitment is Nedbank’s partnership with the YES Programme. Since 2019, Nedbank has onboarded 17 264 candidates, including this year’s sign-up, providing crucial work experience and skills development opportunities. The 2024 Nedbank YES cohort was empowered to gain meaningful employment and workplace exposure, either within Nedbank or through our partner organisations, the Africa Foundation and WILDTRUST. The impact of the YES Programme extends beyond employment figures, with about 64% of the work opportunities created being filled by women, and approximately 85% of YES participants coming from households reliant on social grants. Many participants also support their families with their income. Nedbank’s commitment to youth and transformation also extends into its Enterprise and Supplier Development (ESD) programmes. Nedbank’s ESD strategy is rooted in sustainable development principles; empowering entrepreneurs not only with funding, but also with mentorship, business skills, and access to networks. This holistic approach positions these enterprises for long-term success, which benefits both the entrepreneurs and the communities they serve. Govender reflects on the ongoing transformation journey at Nedbank with humility and optimism. The bank’s Level 1 B-BBEE contributor status, achieved for 7 consecutive years, signals deep commitment and consistent progress. She emphasises that transformation is not just a moral imperative, but a business necessity to remain relevant and effective in an evolving landscape. With over R930-million injected into the economy through salaries earned by YES youth across the programme and since its inception in 2019, Nedbank is one of the programme’s top 5 corporate sponsors, demonstrating how private sector leadership can catalyse systemic change. “The YES Programme continues to uncover extraordinary young talent and positively contribute to a more inclusive South Africa,” Govender says. “We are proud that our young people gain vital skills and that their families and communities benefit through this programme.” As South Africa marks Youth Month this June, Nedbank’s efforts exemplify how strategic partnerships and purpose-driven transformation can empower youth, uplift communities, and build a sustainable, inclusive economy. Through the YES Programme and its broader ESD initiatives, Nedbank is not only celebrating youth but actively shaping their futures and that of the nation.
Award-winning impact: Oceana Group, Top Empowered Business of the Year
By Shumirai Chimombe “At Oceana, our actions are based on the philosophy that those of us who live above the breadline have a responsibility to improve the lives of those who live below the breadline. We are mindful of our social obligations as responsible corporate citizens of South Africa and remain focused on positively impacting the lives of all our stakeholders and communities not only in areas surrounding our operations but across the country.” It is this focus on uplifting communities, as well as its dedication to transformation, empowerment, and job creation that earned the Oceana Group the Top Empowered Company: Business of the Year Award 2024. The Top Empowerment Awards recognise the businesses leading in transformation, that have displayed innovative leadership, and made a significant impact on the communities in which they operate as well as society at large. A leader in the global fishing and food processing industry The Oceana Group is a global fishing and food processing company with businesses that operate across the full value-chain – from catching or procuring, to processing, marketing, distributing and selling. As Africa’s largest fishing company with a history dating back over 105 years, it has been listed on the Johannesburg Stock Exchange (JSE) for over 75 years, as well on the Namibian (NSX) and A2X stock exchanges. Oceana has about 3 400 employees based across South Africa, Namibia and the United States. It operates about 48 fishing vessels and boats, and 8 production facilities spanning three countries on two continents – South Africa, Namibia and the USA, selling products to customers in 41 countries across Africa, North America, Asia, Europe and Australia. Their core seafood offerings include pilchards (Lucky Star), horse mackerel, hake, squid, and lobster. Recently they expanded to include other canned protein products such as vegetables, beans and corned meat. Their fishmeal and fish oil manufacturing business is primarily for the aquaculture, animal feed and pet food industries. A household name and home to one of South Africa’s most trusted brands One of Oceana’s flagship products is the iconic Lucky Star brand of canned pilchards which has been on retail shelves for nearly 70 years, and is instantly recognisable to every South African. Canned pilchards are a healthy and affordable protein that provide daily food security to millions of people. With its sophisticated global supply chain, Oceana is the world’s largest procurer of frozen pilchards. It is not constrained by localised catch availability, migration patterns or weather conditions. This ensures Lucky Star is able to keep its factories fully operational throughout the year to meet ever-growing demand. A commitment to positively impacting lives “Focused support for communities through our corporate social investment (CSI) initiatives is key to our commitment to positively impact lives. In delivering our social investments, we forge strong partnerships with communities, NGOs, NPOs, and the public sector. We focus on making sustainable and scale-able social investments through collaboration and flagship projects.” Oceana has also aligned its initiatives to the United Nations Sustainable Development Goals (SDGs) 2030 by providing support where most needed. Oceana’s response to natural and social disasters is a testament to their steadfast dedication to stepping up as a group and responding to community challenges when it matters most. Their intervention is critical in events when traditional support structures are overwhelmed or unprepared, requiring the group to step up. “It’s during these moments that we witness the true strength of a community coming together. We understand the importance of disaster relief and how critical timing and access can be – it’s about offering a helping hand, providing essential care and support, and ensuring that no one faces adversity alone. In times of need, our collective efforts make a profound impact, reinforcing our belief in the power of unity and compassion.” The Oceana Maritime Academy offers a diverse range of courses, spanning from essential seafaring skills to advanced management programmes in collaboration with a renowned business school. Their vision is to cultivate expertise within their staff and also throughout the broader fishing industry. Their mission is to foster a culture of empowerment and knowledge-sharing among all seafaring people through tailor-made programmes, with a particular focus on supporting small-scale fishers (SSF). “Our programmes and training stand as a testament to our unwavering commitment, not solely to education, but to the holistic betterment of our coastal communities, our oceans, and the individuals who rely on them.” Oceana’s range of Lucky Star products have become more than just a part of its brand; they are a symbol of hope and nourishment. Each can of pilchards represents a meal, a source of sustenance for someone in need as thousands of these cans are distributed to communities across South Africa. As one of the group executives aptly put it: “Our commitment to alleviate hunger and to positively impact lives remains our strength in changing the lives of those in need.” A legacy of investing in South Africa Oceana is committed to investing, retaining and creating jobs in the country, the Western Cape and particularly in the West Coast where the opportunities for both employment and business are even less. Thanks to its prudent cash and capital management the group has been able to invest in its business and create new jobs. This included investing up to R700 million in upgrades to factories and vessels to improve efficiencies, expand the Lucky Star brand, and take advantage of bolt-on acquisition opportunities. The new canned meat plant is the first investment of its kind on the West Coast in at least 20 years. This will enable the group to meet the increasing demand for affordable protein, including exports to the SADC region. As part of its legacy of empowerment the Oceana Group, through its Saam Sonke Trust, has distributed up to 7.8 million shares to its employees across various branches and entities, ensuring continued employee engagement and empowerment. A leader in promoting positive change The Oceana group has an excellent track record in black empowerment as indicated by the statistics. 85.04%