At the forefront of providing quality water and sanitation services

Tasked with leading the largest water utility in Africa, meet Sipho Mosai, the Group Chief Executive of Rand Water since 2019. He spoke to Leadership Editor Prof JJ Tabane about all things water.

Prior to his current role at Rand Water, Sipho Mosai worked as the Rand Water Chief Operations Officer for 10 years.

With a background in science, Mosai has evolved into a strategist and business leader in the water sector. His wealth of experience drives innovation and, in turn, has fostered significant advancements in the water sector, effectively transforming this vital industry.

With over two decades of experience, the Group Chief Executive (GCE) has held a diverse array of roles, showcasing expertise in executive management and technical operations in bulk and distribution water systems. His extensive background encompasses water infrastructure planning, maintenance, and refurbishments alongside project management and scientific services. Additionally, Mosai has made contributions to strategic asset management, sector growth, and development. This includes serving on the Construction Industry Development Board (CIDB), where he chaired the Human Resources Subcommittee in his first term and was the chairperson of the Audit and Risk Committee in his second term.

Among his many credentials are a Bachelor of Science (BSc) and BSc (Honours) degrees from the University of the North (now University of Limpopo), a Master of Science from the University of Free State, a Postgraduate Diploma in Management and MBA from the University of KwaZulu-Natal.

Visionary leadership

Under the visionary leadership of Mosai, Rand Water has garnered a global reputation for delivering water of the highest quality, consistently meeting and surpassing national and international standards.

The bulk water utility serves over 18 million people across four provinces, namely Gauteng, some parts of North-West, Mpumalanga, and Free State, and spans an area of over 37 000km2. Mosai has enhanced operational efficiency, all while nurturing strategic partnerships and spearheading sustainability initiatives. This has positioned Rand Water as an influential thought leader in the industry.

“It must also be noted that I have remained an advocate for corporate social responsibility and community engagement, spearheading initiatives that go beyond water supply and tackling broader socio-economic challenges, aligning Rand Water’s goals with national development priorities,” he says.

His dedication to attracting and developing top-tier talent in water services aligns seamlessly with Rand Water’s mission of cultivating a high-performance culture. The utility, which has been tasked with providing bulk water, plays a pivotal role in ensuring that municipalities, local authorities, mines, and large industries can access the essential water they require.

The Rand Water story

“Rand Water operates a sophisticated network of pumping and purification stations with an extensive regional pipeline network that stretches approximately 3 660km,” says Mosai proudly. In addition, the bulk water utility has major facilities in Zuikerbosch and Vereeniging.

Water is more than a resource; it is the lifeblood of humanity, underpinning health, sanitation, and economic vitality. Rand Water’s efforts are to address the broader needs of the expanding population.

The establishment of the Rand Water Board in 1903 marked a transformative moment in the Witwatersrand water supply history. Prior to this, many of the earlier initiatives by small private companies failed to quench the growing thirst for potable water and meet the wide-ranging needs of the expanding population.

After the Boer Republic and the British Empire reached a peace deal in 1902, the British government responded to the shortcomings of early effort inadequacies through the foundation for what would become Africa’s largest bulk water utility, Rand Water.

Mosai asserts that in South Africa, the provision of water services has become a crucial lifeline amid rapid urbanisation, population growth, and the relentless effects of climate change. As cities swell and the demand for clean water surges, the need for resilient infrastructure and adept management of water resources has never been more urgent.

“It is vital that society as a whole acknowledges that despite great effort, severe water challenges persist, posing a threat not only to humankind, but to all species in the environment,” Mosai avers.

Access to clean water is a fundamental constitutional right for every South African. However, strong and well-maintained infrastructure is necessary to realise this. Sadly, the ageing water system, built more than forty years ago, has suffered from extensive wear and tear, leading to substantial water loss through leaks.

As result, it is paramount that these issues are addressed for the sake of safeguarding this vital resource for future generations to come.

Fortunately, Rand Water is committed to providing a sustainable and dependable water supply for everyone. From cutting-edge water purification plants and expansive reservoirs to efficient pump stations and advanced automation.

Pressed on the issue of ageing infrastructure, Mosai says: “By strategically investing in the maintenance of infrastructure, the development of new facilities, and embracing innovation, the organisation is well-equipped to tackle the challenges of a changing environment, while ensuring millions have access to clean water.”

As the largest bulk water utility in Africa, Rand Water stands as a sentinel in the water supply and sanitation sector.

The company is on a transformative journey, making profound contributions to water management and service delivery, not just in South Africa, but across the African continent.

Creating a lasting impact

Under Mosai’s leadership, combined with his organisational expertise, Rand Water stands as a guiding light in addressing the urgent water needs of the region.

However, in order to make sure that the utility’s efforts are not in vain, society must cooperate. “It is important that the public’s attitude and behaviour towards water usage is reshaped for the sake of their livelihoods and future,” Mosai adds.

Engaging communities in water conservation will encourage responsible practices and promote awareness, fostering a culture of sustainability that benefits everyone.

To assist in this process of transforming society’s interaction with water, Rand Water has already launched several campaigns, such as Water Wise, that aim to ignite awareness about the importance of valuing and conserving water resources.

In addition, the Rand Water Communications Division chairs the Communicators Forum between the utility and municipalities within Rand Water’s areas of operation. Amongst others, the Forum discusses communication strategies that are aimed at changing people’s attitudes towards water usage to ensure equitable provision.

Therefore, to realise its vision, Rand Water has established strategic objectives that propel its mission forward. The organisation aims to achieve growth by expanding its reach and enhancing service delivery.

This includes maintaining operational integrity, which is essential as Rand Water seeks to implement the best-fit technology to optimise its processes, as well as cultivating a high-performance culture within the utility that is crucial for fostering innovation and efficiency.

Furthermore, Mosai highlights that “Rand Water is committed to positively engaging its stakeholder base, ensuring open communication and collaboration.”

Lastly, the company prioritises maintaining financial health and sustainability, identifying that robust fiscal management is vital for its long-term success and ability to serve the communities it supports.

A commitment to Rand Water’s values

Rand Water is guided by a strong set of values that underpin its commitment to delivering quality water services.

Mosai emphasises that “equity stands at the forefront, ensuring fair and just treatment for all stakeholders”.

The organisation upholds integrity, fostering trust through transparency and ethical practices. A spirit of partnership drives collaboration with various stakeholders, recognising that collective efforts lead to greater success.

“Rand Water is dedicated to excellence, striving for the highest standards in all its operations. Additionally, the company embodies a caring approach, prioritising the well-being of the communities it serves,” Mosai says.

Mosai has consistently applied these strategic objectives in every decision he has made relating to Rand Water. The well versed and seasoned leader has used both his knowledge in science and executive management to improve the company.

In addition to this, the organisation has adopted a strategic vision focused on growth and sustainability, aimed at tackling existing water challenges and enhancing water distribution. This approach not only aims to improve access to water, but also ensures that resources are managed responsibly for future generations.

Mosai’s focus on maintaining financial health while investing in state-of-the-art technologies and infrastructure has yielded significant projects such as the construction of the biggest post tension reservoir in Vlakfontein, Ekurhuleni at 210 million litres storage and the biggest purification plant since the dawn of democracy at 600 million litres a day Station 5A at Zuikerbosch Water Purification Pant.

This can also be witnessed in the revenue growth of 11.4% to R21.8 billion, driven by cost-reflective tariffs and volume growth. Furthermore, there has been a gross income growth of 15.3% to R7 billion while maintaining a gross income margin above 30% year on year through a dedicated focus on cost efficiencies.

This translates to a solid bottom line with net income growth of 29.0% to R4 562 million (2023: R3 536 million) and a net income margin of 20.9% further boosted by returns on strategic investments.

Under Mosai’s tenure as GCE, immense effort has been made to ensure the maintenance of a strong financial profile amidst the economic challenges and tough operating environment. He acknowledges that liquidity and financial risk management remain the cornerstones towards Rand Water’s financial sustainability.

This was underpinned by the organisation’s ability to successfully redeem the RW21 bond with a total nominal amount of R1.6 billion in April 2021 and the RW23 bond in December 2023 at a nominal amount of R1.2 billion. The successful settlement of these bonds has demonstrated Rand Water’s financial strength and financial stability.

Rand Water’s financial sustainability was further attested by the issuance of three new bonds on 30 June 2021, in senior and sustainability-linked notes amounting to R1.7 billion. The issuance of the bonds attracted over R4.5 billion in capital market bids—a solid indication of confidence in Rand Water’s financial status by the investor community.

It is significant to mention that the organisation was the first state-owned company (SOC) to issue sustainability-linked bonds in Africa and was the single largest ZAR-denominated sustainability-linked bonds to be issued then. In March 2022, Rand Water won the Bonds & Loans Africa Awards in relation to the sustainability-linked bonds.

However, the utility’s efforts do not end there. To further ensure that it preserves water for future generations, treatment plants have become the solution. These initiatives are designed to bolster water supply and ensure reliability for communities in need.

The Rand Water Institute plays a vital role in driving innovation and research within the organisation. It has placed focus on developing cutting edge technologies and solutions to enhance water supply and management. It is establishing itself as a thought leader in the water industry locally and globally by encouraging collaboration and knowledge transfer.

The many moving parts

The leadership and management of Rand Water has been deliberate and successful in managing the operations of its bulk water infrastructure, ensuring they serve as reliable sources for the organisation’s water supply. To better understand this, it is vital that one knows the history of where it began.

Although the idea was first proposed in 1954 by the Natural Resources Development, it was only in the late 1970s when the South African and Lesotho governments negotiated to harness water from Lesotho to enhance the Vaal River Integrated System.

Eventually, in 1987, a treaty was finally signed by representatives from Lesotho, the World Bank, the United Nations, and the European Union to formalise this arrangement.

For the first of three phases, the building of four large dams: Senqu in Lesotho, Ash River in the Free State, Wilge River, and ultimately, the Vaal Dam, was required. This cost ultimately grew from R5.1 billion to R9.1 billion.

The first phase saw the construction of the Katse Dam and the Mohale Dam, along with a network of tunnels in the Highlands of Lesotho.

Under this arrangement, South Africa is obligated to pay Lesotho R150 million each year to help augment the water supply to the Vaal Dam, regardless of the water’s utilisation. This financial commitment ensures a steady support for the water supply system.

The Lesotho Highlands Tunnel is a project of the Department of Water and Sanitation (DWS), and the Trans Caledon Tunnel Authority (TCTA), an entity of DWS, that manages it on behalf of the Department.

The project comprises of the Katse Dam, Mohale Dam, Muela Power Station, and 82km of tunnels that transfer 780 million m3 of water per year into the Integrated Vaal River System, from which Rand Water draws water to supply its customers.

The scheme is designed to deliver an impressive 2.2 billion m3 cubic metres of water annually to South Africa.

Despite this, concerns have been echoed by Mosai and the public alike about non-revenue water, which has resulted in litres of water lost through leaks at an estimated 1.6 billion litres a day drastically increasing water usage across the Gauteng Province and municipalities that are supplied by Rand Water.

The No Drop certification measures water use efficiency in municipal drinking water distribution systems. It uses non-revenue water as a key performance indicator to gauge water wastage. The evaluation examines physical water losses (leaks), daily per capita water usage, strategies to reduce water losses, and the effectiveness of metering, billing, and revenue collection systems.

According to the No Drop report independently produced by the Department of Water and Sanitation, only four Water Services Authorities achieved the certification by scoring 90%, a significant drop from 44 municipalities in 2014. The report also noted an increase in non-revenue water from 37% in 2014 to 47% in 2023 in South Africa.

Gauteng’s non-revenue water stands at 49.5%, one of the highest in the country. Dr Sean Phillips, Director General of Water and Sanitation, highlighted that the high levels of non-revenue water, including physical losses, in Gauteng Province contribute to water supply disruptions.

Due to these high physical losses (water leaks) in municipal distribution systems, South Africa’s average per capita water consumption is approximately 218 litres per day, compared to the international average of 173 litres per day. Gauteng’s consumption is particularly high at 279 litres per day.

The report emphasised that Gauteng’s water interruptions are not due to a lack of bulk water provision, but rather high-water consumption driven by significant physical water losses in the municipal distribution system.

These challenges can be addressed through better operations, maintenance of water infrastructure, and effective implementation of water conservation, including demand management measures. It is crucial that these interventions include education and awareness, pressure management, reduction of night flows, repairing leaks, revenue collection, and debt supervision.

Moreover, Rand Water has collaborated with municipalities that are facing significant financial strain and impacted by non-revenue water. This spirit of collaboration was evident when the Emfuleni Local Municipality (ELM) agreed to pilot an innovative water services delivery model known as the Special Purpose Vehicle (SPV) to lead the provision of water and sanitation services in the area.

The SPV will include shareholders such as Rand Water, the affected municipality, and other third parties willing to invest in upgrading, refurbishing, operating, and maintaining water services infrastructure. Profits generated by the SPV will be distributed to investors as dividends, according to the SPV’s dividend policy.

Municipalities will contribute to the SPV by transferring their water services assets, which will be assessed, valued, and migrated, to the SPV. The Rand Water stake will be determined by its capital injection. This entity will then manage its own assets, liabilities, rights, and resources, effectively ringfencing water services under its umbrella.

For day-to-day operations, shareholders will appoint non-executive directors, who will then select the Chief Executive Officer or Managing Director of the SPV.

The SPV will be equipped with a Chief Operations Officer, Chief Financial Officer, and a full management team and staff. To ensure proper oversight, governance structures such as Audit, Risk, and Investment Subcommittees, composed of professional experts, will be established.

Consumers will pay their water bills directly to the SPV, ensuring that funds are exclusively used for water and sanitation services. Additionally, water and sanitation grants typically directed to municipal accounts will be redirected by the municipality into the SPV to maintain liquidity.

From a regulatory standpoint, compliance with various acts such as the Public Finance Management Act, Municipal Finance Management Act, Water Services Act, National Water Act, Companies Act, and Municipal Systems Act will be ensured. Permissions for transferring municipal assets to the SPV, which is partially owned by municipalities, will be sought from relevant government departments, including National Treasury, the Department of Water and Sanitation, and the Department of Cooperative Governance. Extensive stakeholders’ consultations and a change management process will be undertaken before implementation.

The SPV will generate revenue to cover all water provision costs, supported by a robust balance sheet and cash flows. It will be responsible for planning, operating, maintaining, refurbishing, and upgrading water and sanitation infrastructure, ensuring reliable, high-quality water supply for consumers.

This reimagined model promises a more sustainable and efficient approach to managing water services, ensuring better infrastructure and service delivery for municipalities.

Leading the change

A plateau of achievements has been made under the GCE’s direction and leadership, including the restoration of vital pump stations 2, 8, 9, and 10, as well as the three fully operational Sebokeng Module 5 and 6 wastewater treatment plants.

Additionally, the Vaaloewer Water Treatment Plant was successfully renovated, is operational, and produces water that satisfies all applicable criteria.

Mosai has established and fostered collaborations with the organisation’s municipal customers to ensure the provision of sustainable water quality and sanitation services. In turn, these engagements have resulted in the formation of the Rand Water Services, a subsidiary company with the sole purpose of executing special projects and water services business opportunities.

Besides No Drop, which focuses on non-revenue water, there are the Blue Drop and Green Drop.

The Blue Drop certification evaluates the quality of drinking water systems, from purification to delivery to consumers. The Green Drop certification focuses on wastewater treatment systems across the value chain, including municipal, Department of Public Works, and private systems.

Both certifications assess operations, maintenance, skills, qualifications, and the monitoring and control of water and wastewater infrastructure.

A detailed Blue Drop reported revealed a decline in water quality from 2014 to 2023. Specifically, 277 out of 958 (29%) Water Services Systems (WSSs) in 62 Water Services Authorities were found to be critically underperforming, compared to 174 out of 1036 (17%) WSSs in 33 municipalities in 2014.

Despite this, the report noted that major metropolitan areas generally performed well in the Blue Drop key performance areas. Gauteng, in particular, had the highest percentage (62%) of drinking water systems with excellent or good performance and the lowest shortfall of qualified staff.

Dr Phillips attributed this success to Rand Water’s management of water treatment and distribution in many Gauteng systems. None of the municipalities in Gauteng supplied by Rand Water were categorised as having poor or critical water supply systems.

“This supports Rand Water’s consistent assertion that its water meets the South African National Standard (SANS), ensuring it is safe for human consumption,” Mosai adds.

The future of Rand Water

Under the headship of GCE Mosai, Rand Water is not only committed to securing a reliable water supply, but also to promoting the delivery of water-related services to communities both within and outside its designated supply area.

The organisation effectively coordinates, administers, and manages its Corporate Social Investment (CSI) resources, through the Rand Water Foundation, to support community development projects in collaboration with various donors and relevant stakeholders.

The bulk water utility is crucial to strategic growth, which often necessitates making decisions that prioritise socio-economic benefits rather than immediate commercial gains.

Additionally, they promote prosperity and development not only in South Africa, but also across the African continent by supporting the broader objectives of the national government.

Mosai’s commitment to social impact embodies the organisation’s core values of equity and caring, which are crucial in a nation where access to clean water is a fundamental matter of social justice.

Mosai rounds the conversation off by firmly asserting: “The future of South Africa looks like one of hope, preservation, and effort. Rand Water’s vision is to be the cornerstone of sustainable, competitive water and sanitation solutions for Africa.

Our mission is clear: to meet the expectations of customers, partners, and government by attracting and developing cutting-edge skills in water services, maintaining robust financial health, and nurturing productive partnerships.”

Prof JJ Tabane is the Editor of Leadership Magazine.

Who is Sipho Mosai?

Sipho Mosai has been the Group Chief Executive of Rand Water since 2019. Before that, Mosai was Rand Water Chief Operations Officer for 10 years. Mosai, a scientist by training turned strategist and business leader in the water sector, boasts over 20 years executive management and technical experience in bulk and distribution water operations; water infrastructure planning, maintenance, refurbishment, and upgrade; project management, scientific services, strategic asset management; and sector growth and development.

Mosai has served as a non-executive and board member in various institutions. This includes serving on the Construction Industry Development Board (CIDB), where he chaired the Human Resources Subcommittee of the board in his first term and the chairperson of the Audit and Risk Committee in his second term. He currently serves on the boards of the Rand Water Foundation and Rand Water Services as a non-executive director.

Mosai holds the following qualifications:
• Bachelor of Science (University of the North)
• Bachelor of Science (Hons) (University of the North)
• Master of Science (University of Free State)
• Post Graduate Diploma in Management (University of Natal)
• Master of Business Administration (University of Kwazulu Natal)

MTN at 30: far more than just a telecommunications corporation

Charles Molapisi is the CEO of MTN South Africa and his mission at the helm of the telecommunications giant is to ensure that the people of the country benefit in order to create a better life for all. As the entity celebrates 30 years of connecting people, Ralph Staniforth sat down with Molapisi for a chat about all things MTN.

 The year 2024 is a big one in the South African context. Not only are we celebrating 30 years since the dawn of democracy in 1994, but MTN South Africa has hit the magical three-decade milestone, too.

From the humble beginnings of 20-odd employees to becoming South Africa’s best mobile network for four consecutive years , MTN has enjoyed major success not just locally, but across Africa.

Over the years, MTN has managed to build a strong network, invest significantly in South Africa, support numerous SMMEs, and grow a loyal customer base of 37 million-strong; all while enjoying a strong market share.

Add to those factors solid growth in the prepaid and postpaid market, a very strong enterprise business, and a growing wholesale business, and we have an organisation to be proud of as South Africans.

For the past three years, MTN South Africa’s sustained growth and progress is down to leaders like MTN South Africa CEO, Charles Molapisi; a visionary leader with an obsession for putting the customer first and building high performing teams.

With a plethora of experience at MTN from his time working across the continent in the likes of Nigeria, Zambia, Molapisi and has held the role of Group Chief Technology and Information officer, taking the MTN journey to heart and he is loving every minute of it.

“This business touches the lives of many South Africans, and it is a high impact organisation. While we talk about profits as a business, our purpose is delivering the benefits of a modern connected life to South Africans in their everyday lives,” Molapisi says with pride.

“As a CEO, to have the opportunity to lead an organisation that has such a high impact on society, it is really a privilege.”

“Obviously, we also deliver value to shareholders, which we are very excited to have managed to do. We have grown the business, we have delivered value, and I think it’s been a win-win in partnership with South Africans.”

“I am very proud that I stand on the shoulders of giants; the people who came before us, people who made very strong and strategic decisions to take this business forward. I take that with a lot of humility, privilege, and courage in terms of where the business is today.”

It’s time to celebrate three decades of milestones

MTN currently covers 98% of the South African population with 4G coverage, while 44% have access to their 5G network. In terms of their fibre network, links across the nation make sure that they can deliver connectivity for enterprises, government and all customers alike.

Throw into the mix the fact that MTN has built what many consider to be the best brand in South Africa, sponsored the Springboks during their two recent World Cup triumphs, taken South African soccer forward with the MTN8, and invested in green energy, and we have an entity which deserves all the praise that comes its way.

While all of these elements are to be commended, the overarching theme for more of the milestones and achievements of MTN South Africa is the people.

This is evident in the bursaries they offer to employees and their families, which enhances the quality and the retention of employees, as well as provides support for their families. They have also provided internet access to many clinics, schools, and police stations, and built one of the largest online school platforms to bring education to the people of the country especially those living in rural areas.

“As we turn 30, we are celebrating with our customers; reminding South Africans of the value that we have added through our 30-year campaign. We are also reflecting on and celebrating our employees for the work that they have done, as it takes a lot to build and sustain a company of this profile,” Molapisi states.

“So we reward our employees, we reward our customers, and we continue to build to enhance South Africa going forward.”

Another aspect which goes slightly under the radar is the impact which their sponsorship of South African sport provides.

We all know how important sport is to South Africans, so being part of that unifying factor is a big deal for MTN.

“The extent of joy that sport brings to South Africans, that is the happiness index, so sponsoring South Africa’s passions in rugby and soccer and supporting our nation is all that we are pushing for. In the process, we benefit, as we get loyalty from our customers, they get to engage with our products and services, we run activations, we run competitions, and that is the value that we bring in terms of social cohesion, social impact, happiness index, and, of course, the returns in monetary terms for the organisation,” Molapisi avers.

A destination of choice for employees

When it comes to finding out whether MTN is a destination of choice for employees, there is no need to look further than Molapisi himself.

Molapisi has been with MTN since 2009 and he admits that his time within the various operations of the entity has been richly rewarding.

“This organisation has rewarded me immensely and has challenged me immensely. It has given me enough opportunities to test and express my talent—that’s what the company does. It challenges its employees,” the 49-year-old explains.

“I’ve pretty much had new assignments every three years in this business since 2009 and there are many people like this. This company gave me ten years of experience outside of South Africa, which I’m very privileged to have had a chance to do; to go and learn other cultures and develop and test my talent.”

Another big plus for employees is MTN’s desire to promote from within, giving those who work hard and deserve it the chance to move up the ranks and feel valued.

“We focus a lot in terms of succession planning and are obsessed with internal appointments and how we make sure that we build a cadre of leadership that can succeed towards executive positions,” Molapisi adds.

Then there is the fact that MTN has in-house academies for the upskilling of staff in data science and the cloud, creating an atmosphere of learning and empowerment for all employees, with a particular emphasis being placed on all employees especially young black women being afforded the chance to grow in these types of fields.

There has also been investment in education around physical and financial well-being for all employees, adding another layer of care onto what is already seen as an organisation which wants the best for its staff.

“We are obsessed with making sure that this is an environment where employees can flourish and people can build their careers. Every organisation knows that without employees, you cannot achieve much,” Molapisi insists.

Unlocking the digital economy and digitisation of government

MTN is currently working with the Gauteng provincial government on what’s called the Gauteng Broadband Network (GBN). The aim of the GBN is to provide connectivity for hospitals, clinics, and police stations within the province.

Facilitating connectivity within other provinces for local governments is critical, avers Molapisi, who also revealed that mobile services are being rolled out in various municipalities to bring mobile, data, and voice access to a number of government departments.

“We have done a fantastic job in that we have retained most of those deals. We are pitching a lot in terms of digital services enablement for different ministries to digitise their offices—their records, data, and all of that,” Molapisi says.

“A lot more work needs to be done in supporting the digitization of government services. We believe this is a big opportunity for us and, again, it is a win-win situation in how we support South Africa’s economy.

“I see MTN’s role in ensuring that we help to create employment in the different provinces as an important part of our role as a South Africa corporate citizen. There’s a number of deals that we are doing to enable the government to function, so that the government can become more efficient and they can serve South Africans better.”

Sadly, we still have a problem of access in South Africa, with many people unable to take part in the digital revolution.

MTN, however, is working tirelessly to assist in affording more people access, with their 98% 4G coverage a fantastic start in ensuring all South Africans can become connected.

While there is still work to be done in the connectivity sphere, another barrier to entry is the fact that many people living in rural areas cannot access the network as they do not own a device to do so.

To celebrate 30 years of MTN, Molapisi has pledged to donate 30 000 devices as part of its Connecting Every Child campaign for those without access in rural communities and schools, in order to help them on their way to upskilling themselves and obtaining an education.

“We also work in partnership with the government, where there is a push by ICASA and our regulators who we partner with to make sure that we all expand rural coverage to bring connectivity to more people. As MTN, we are doing our bit to drive device affordability and connectivity. There is a lot of work that we are doing, but we are very proud that from a connectivity point of view, we have made significant investments. We have a very clear rural connectivity strategy,” he adds.

Future-proofing MTN

In order for MTN to continue moving forward, infrastructure is going to play a major role.

This is especially true when looking at the organisation’s operations on the continent, as Africa in general has a huge infrastructure deficit.

Plans are in place to scale up MTN’s infrastructure footprint across Africa and in particularly in South Africa, with fibre set to play a major role in the years to come.

Another key aspect of future-proofing MTN is fintech.

With over 66 million customers throughout their continental operations, in many ways, MTN could be considered ‘the biggest bank on the continent’.

So, bringing financial solutions in the shape of options like micro-loans and remittance capabilities will strengthen MTN’s standing in South Africa and broader continent.

In terms of their other plans, Molapisi explains: “We are also working on building what we call the API business. We want to enable the software development capabilities on the continent and build Africa’s largest API marketplace. We are going to participate in terms of 5G, as that will help us a lot more in terms of data access or fixed order access on the continent.

“So, the fundamental layer is infrastructure, but strategically it must make financial sense. Then we must make sure that our financial services are solid and pervasive. After that, we can build services such as content, entertainment, video, IOT, AI capability, and data analytics.”

In order for MTN to continue growing and serving more and more people, driving inclusive economic growth in South Africa is important.

To do their bit in the drive for economic growth, Molapisi says that MTN will continue to partner with the government and the private sector, bringing their own contribution in order to assist in the success of the ambitions of those in charge of the country.

“We see ourselves as a critical stakeholder with our partners and the government is a critical stakeholder, so we will lend a helping hand where we can. We believe that many of the structural challenges that the country faces will be fixed and we have the confidence that the right things are being done,” he says.

“We are committed to the future of South Africa and we are going to continue to make investments.”

A lasting legacy

In closing, we thought it would be apt to find out what type of legacy Molapisi is looking to leave at MTN.

While he still has a lot of unfinished business to attend to before thinking about his next move, pondering the type of legacy you want to leave can put a lot of things into perspective and sharpen your own personal goals.

So, without further ado, this is the legacy Molapisi is aiming for...

Spoiler alert: It has everything to do with his previously mentioned obsession for putting the customer first and building high performing teams.

“It is not the profit that I want to be remembered for. It is not the top line performance that I want to be remembered for. I want to be remembered as the CEO who facilitated social change and purpose for this business. I want people to say that since Charles was here, we have seen MTN become much more socially conscious, we have seen an impact on society, we have seen MTN fuse itself into the fabric of South Africans, we have seen the lives of South Africans get better because MTN existed. That’s the most important thing,” he concludes.

Building the nation through the power of sports

MTN is the principal sponsor of the South African national rugby team, the Springboks and the MTN8 soccer tournament —partnerships which Molapisi is extremely proud of.

"What we are celebrating now is what we have all achieved. The fact that the Springboks have won two World Cups in a row under the banner and the brand of MTN, we celebrate that and the fact that Africa’s richest soccer tournament MTN8 is now in its 16th year. These two sponsorship properties have proven to be a key tool in uniting our nation contributing towards social cohesion, social impact, happiness index. As an example: I want to acknowledge the leadership of South African Rugby and the genius of people like Rassie Erasmus. Rassie, Siya, and the players have made transformation fashionable, and we celebrate them and thank them for what they have done," Molapisi says with pride.

MTN's African footprint

Launched in 1994, the MTN is a leading emerging market operator with a clear vision to lead the delivery of a bold new digital world to its customers. It is inspired by its belief that everyone deserves the benefits of a modern connected life. MTN operates in 18 markets across Africa, with over 288 million customers.

"We pride ourselves as a pan-African organisation. It is not just about putting our flag up in those countries, it is about making a difference by bringing financial, digital, and educational inclusion. The South Africa and the continent is super critical to us, and we are fully committed to helping it prosper," Molapisi insists.

One hundred days into GNU and cautious optimism holds

What does the first 100 days of the ANC-led Government of National Unity (GNU) say about our country’s political future? Yacoob Abba Omar investigates...

 The roots of marking the first 100 days as a milestone for any new administration can be traced to US president Franklin D Roosevelt’s first tenure, which began in 1932 amid the Great Depression. During the first three months of his presidency, the US Congress passed 76 pieces of legislation, an unsurpassed figure.

Senior Democratic Party strategist David Axelrod has described the milestone as the “journalistic equivalent of a Hallmark holiday”—attracting a lot of fanfare but having little real significance.

Yet, President Cyril Ramaphosa should be pleased with developments thus far, says University of Cape Town academic and Ramaphosa biographer Anthony Butler. In pulling together the GNU he “has played a political blinder” that has caused the simplification of internal management of the ANC given the departure from its ranks of several corruption-tainted figures, and has provided a “fresh chance to shape policy somewhat freed from vested interests in the ANC’s tripartite alliance”.

The May elections may have been a strategic setback for the ANC, but the ANC-led GNU displayed the extent to which the venerable party remains the fulcrum for all events in SA. Since May 29 we have seen the election of an ANC president and speaker on June 14, the announcement of the ANC-led GNU cabinet on June 30, and the formation of governments of provincial unity including the ANC in KwaZulu-Natal and Gauteng.

Breathtaking speed

Within weeks, all GNU parties had signed up to a statement of intent, which set out its foundational principles and a minimum programme. Based largely on the ANC’s election manifesto priorities, it is the basis of the five-year medium-term development plan of this administration, elaborated on by Ramaphosa in his opening of parliament address on July 18.

Observers, especially those hailing from European countries where it often takes months if not years for coalition governments to be formed, have been astounded at the breathtaking speed the seventh administration has set.

Much of this has been due to the deep commitment most of the GNU parties have to address the core challenges facing SA—poverty, unemployment, and inequality. Many programmes and trends that can be seen in bold relief now were germinating in the pre-election era.

Elna Moolman, head of SA macroeconomic research at Standard Bank, argues that we are now experiencing the long-foreseen rise in consumer, and concomitant retail business, confidence. Much of this is due to the decline in inflation, with factors such as lower fuel prices and wage stability playing a big role. This especially “stems from the resilience, and strengthening, of the rand exchange rate”.

Rand strengthened

As columnist Peter Attard Montalto recently noted, the Treasury has slowly but surely shifted SA into a primary surplus and is taking a more active role in how it manages bond issuance, with the result that there has been a “lower, flatter yield curve this year”.

The rand has strengthened 5.8% against the dollar in the first 100 days, with local-currency bonds surging to returns of 17.8%—outpacing all peers in the Bloomberg EM index of sovereign debt.

Standard Chartered Bank research head Razia Khan has argued that “the improvements we’re seeing now are largely the result of reforms introduced during Ramaphosa’s previous administration”.

She points out: “It’s too early to say whether the GNU itself has had any real impact, but the outlook for SA has certainly improved thanks to those earlier efforts.”

Despite the rancour over the National Health Insurance Act and Basic Education Laws Amendment Act, Butler suggests “it is not impossible at all that the GNU will bring in pragmatic compromises that improve overall outcomes in both cases, and perhaps—if the coalition survives—in many others besides”.

Such cautious optimism built on past successes is what SA needs.

Yacoob Abba Omar is director of operations at the Mapungubwe Institute.

Setting a foundation for a prosperous South Africa

The Cyril Ramaphosa Foundation is on a mission to create a South Africa where everyone is able to participate, with CEO Mmabatho Maboya at the helm of the cause

 The year 2024 has been a busy one for the Cyril Ramaphosa Foundation.Apart from ce lebrating its 20th anniversary and 30 years since the dawn of democracy, a strong focus has been placed on the key elements of their strategy, which includes support for education across the spectrum, a strengthened focus on women and youth empowerment through entrepreneurship, and a commitment to social justice by promoting economic inclusion for marginalised groups.

At the helm of the Foundation is Chief Executive Officer (CEO) Mmabatho Maboya, a seasoned executive with a deep-rooted passion for uplifting people and ultimately creating a better South Africa.

Her vision matches up perfectly with that of the Foundation, which is to turn the tide of South Africa’s socio-economic challenges.

“As the Foundation, we want to see our country thrive. To do this, we need to afford people the opportunities, tools, and skills required to overcome our challenges,” Maboya insists.

These challenges require a partnership between government, corporates, NGOs, and active citizens to effectively address them. The work and impact of the Cyril Ramaphosa Foundation attests to the value of such partnerships.

Through their implementing programme partner entities, the Foundation works for ever-increasing access to the economy and a fulfilled society through basic education, higher education and training, small business development, and socio-economic development.

The Foundation committed to spend R100 million over 10 years at its inception 20 years ago. By the close of the 2022/2023 financial year, the Foundation had contributed close to R500 million, and leveraged over R1.6 billion through its partner entities.

Well over 1.5 million learners, students, and entrepreneurs have participated in and benefited from the programmes of the Foundation.

“Our work is so important,” Maboya continues. ”Yes, it requires resources, but it also requires optimistic leadership from all sectors of society; working with others contributes to the progress that we need to see in South Africa.”

Education is the key to unlocking change

The Foundation is of the belief that education is significant in interrupting the cycle of poverty and reducing inequality.

As a result, three key education programmes are run by the Foundation in collaboration with partner entities. These include:

• • Adopt-a-School: This programme implements a Whole School Development model, enhancing governance, academics, infrastructure, and the social environment in under-resourced and marginalised schools across the country. Within this framework, the Foundation’s Thari Programme supports vulnerable children and women in Botshabelo, Free State. Thari works to create safe, inclusive, and gender-sensitive school environments that promote health, well-being, and academic success. To date, 328 schools have been assisted, 872 535 learners reached, 9 914 jobs created through infrastructure development, and 7 035 educators upskilled.
  
• • KST: This programme is a partnership between the Foundation and Kagiso Trust. It combines the strengths of each organisation’s Whole School Development programmes. This collaboration supports district-wide improvement in infrastructure, curriculum, social welfare, and leadership within schools to drive lasting, systemic change. To date, 372 schools have been supported, 805 178 learners have benefitted, 650 small businesses have been assisted, and 27 130 educators developed.
  
• • The Cyril Ramaphosa Education Trust (CRET): This Trust offers a holistic bursary and youth development programme for students with potential from disadvantaged backgrounds, providing financial support for higher education and vocational training. CRET’s comprehensive model includes mentorship, psychosocial support, career guidance, driver training, work experience, and the development of socially responsible young leaders. To date, the Trust has helped produce 234 graduates, while 411 students have been assisted.
  

“Through our programmes, we ensure that schools are equipped, resourced, and supported. We engage with the government and other partners to make sure that the work being done can continue and is sustainable,” Maboya explains.

“We also support educators via mentorships, coaching, and skills training, as we believe that if we have supported our educators, then every child will benefit.”

The Foundation’s internal mandate to improve education and grow small black-owned businesses is aligned with the National Development Plan (NDP), which stresses education, skills, and work opportunities as key capabilities for decent lives.

While the Foundation could have chosen a different avenue to assist South Africans, Maboya believes that consistency and a shared vision has the power to yield real results.

“We firmly believe that you need to be in solidarity with other development goals, thus we align with the NDP. Most of the time, philanthropic organisations are generally free to support what they would like to because the mandate comes from within, but we have found that if it does not contribute to systemic change, often that is when you don’t see any real progress,” she shares.

“We look at what the goals are, we look at our work and progress, and we assess when we go through our annual strategy review if we are still on track with what the goals are advocating for, simply because we know that development is a long-term game and we are but one of the players in the whole ecosystem. For us, that’s the best way we can assist in moving the needle for development.”

Furthering the scope of the Foundation

A major source of pride for Maboya and her team has been seeing the sustainability of their hard work, which includes the progress being made at the schools they support in maintaining an 80% matric pass rate and the work of the small business incubation programme, which has touched over 3 000 small businesses.

”Over two decades, the Foundation has made a meaningful impact on the lives of individuals and communities across South Africa. Through dedication, collaboration, and an unwavering drive to create positive change, we continue to build on our achievements, working towards a South Africa we can all take pride in,” Maboya says.

While the achievements are there for all to see, Maboya does not want to stagnate, with a desire to further entrench the Foundation in the very fabric of the South African story being a work in progress.

“We are an ambitious organisation, but central to our plans is not necessarily expansion, but on deepening the work that we are doing,” she explains.

A five-year strategy review has been undertaken to inform the Foundation’s next five-year plan, which Maboya believes will ”improve scale through increased partnership support, on the basis of proven programme efficacy”.

“In education, we will continue to implement and scale the implementation of Whole School Development, and aim to address challenges in education outcomes,” she continues. ”We also aim to support youth entrepreneurship, skills development programmes, and implement a targeted bursary programme for post-school education and training.”

In order to ensure continued success, certain checks and balances are required, so Maboya is eager to strengthen their monitoring and evaluation processes, which in turn will produce invaluable data for the benefit of their programmes.

A proud CEO

Maboya has been at the helm of the Foundation for seven years. Her greatest joy, she shares, is the fact that she is able to work with such dedicated people who are selfless in their quest to provide a better future for others.

“It is pleasing to know that what we are chasing is meaningful impact, so that others can overcome cycles of generational poverty and small businesses and their entrepreneurs can have a chance at succeeding in building the country,” she says.

“I am proud of the work that the team puts in. It has been a privilege to lead them and I am proud that we can reach so many people through our work.”

In closing, she thanked all those who have trusted the Foundation to lead the way in making a difference and called on any interested parties to join them on their mission.

“I’d also like to extend our heartfelt gratitude to all our partners and stakeholders for 20 years of shared commitment to South Africa’s development goals,” she concludes.

“We value collaboration as essential to fulfilling our vision, purpose, and goals, especially in addressing society’s developmental challenges.

We are thus calling on the private sector to partner with us further in enhancing our impact.”

Dear Tito

Fr Michael Lapsley pens a final letter to his dear friend Tito Mboweni, who passed away on 12 October 2024

Dear Tito,

In the early hours of this morning, I woke up and saw messages arriving to say you had left this world a few hours ago.

I was very shocked and very saddened to learn that you had left us so suddenly. Most of us never had a chance to say goodbye. More importantly, we never had the chance to thank you for your contribution to the people of South Africa.

We first met at the National University of Lesotho in 1980 when you came into exile, fresh from the University of the North in Turfloop.

So we became comrades and friends and remained so for the last 44 years, along with people such as Ngoako Ramatlhodi.

We were part of an above ground unit of the African National Congress at the National University of Lesotho. It was a time when the 1976 generation were swelling the ranks of Umkhonto We Sizwe and other liberation forces. At the same time, the apartheid regime was on the rampage throughout Southern Africa.

The night I opened a letter bomb on 28 April 1990 in Harare, Zimbabwe, I had just picked up the phone to arrange to meet you later that evening. If you had arrived at my house earlier, you may have also been seriously injured. Fortunately, that did not happen.

Typical of you, when you became the first black Governor of South Africa’s Reserve Bank, many of us, your old friends and comrades from Roma days, were invited to your inauguration.

While you were Governor, you invited Ngoako Ramatlhodi and myself to lunch at the bank. To my relief, there was no sign of pilchards anywhere. In 1998, I had founded the Institute for Healing of Memories. I always knew that I could count on support from you, both morally and financially.

When my memoir, ‘Redeeming the Past’, was published in Johanneburg in 2012, you immediately agreed to be one of the speakers at the launch.

Appropriately, there has been a deluge of tributes to you since your passing, significantly from across the political spectrum as well as the faith community.

I have not heard one voice questioning your integrity and commitment to the people of South Africa and to the whole of the mother continent.

One of the many things I loved about you, was your ability to think critically and independently, and speak your mind no matter how many feathers were ruffled.

Even as we mourn your passing, you are already a role model for future generations of a life in the service of others.

As you know, whenever you phoned me, I would hear your voice saying, “Holy Father, how are you?”, which I experienced as a term of endearment, not that you had confused me with Pope Francis.

I hope you are finding the cuisine in the next life to your liking or maybe you are already offering cooking lessons.

I thank God for your life and witness, and especially for a lifetime of friendship.

Robala Hantle.

May you rest in peace.

Fr Michael Lapsley

Empowering lives

The Impact of Blind SA on visually impaired entrepreneurs

In an increasingly competitive world, entrepreneurship is a vital pathway to economic empowerment and independence. However, for individuals with visual impairments, barriers to entry can be significantly higher. Recognizing this challenge, Blind SA has emerged as the light at the end of the tunnel- dedicated to fostering the skills and capabilities of blind & partially sighted individuals through Small, Micro, and Medium-sized Enterprise (SMME) projects and training programs.

The training programs are currently targeted at the branch members within the 9 provinces with the main aim to help grow small businesses, equip with necessary skills, create employment & generate income.

There are over 43 SMMEs on the Blind SA database, all operated by people who are blind or partially sighted, 29 of them are either private companies (Pty) or Co-operatives. Industries include but not limited to: Food Gardening, Construction, Catering Supply of various products, Manufacturing & Selling of Detergents and Household Cleaning products, assistive technology, Clothing (Making Cushions, dresses, leatherwork & beadwork)

As an NPO that is committed to breaking down the barriers faced by visually impaired individuals in the business landscape. Blind SA’s mission is to empower these individuals with the knowledge, skills, experience and resources necessary to thrive as entrepreneurs. One of our vision is to see a world where people with visual impairments can confidently launch and manage their own businesses, contributing to the economy and their communities and live an independent life.

Comprehensive Training Programs

At the heart of Blind SA’s initiative are our comprehensive training programs. These courses cover various essential aspects of entrepreneurship, including:

• • Start Your Business (SYB): This training offers participants all the fundamental principles of starting a business, from developing a business plan, market analysis, financial forecasting, funding options and administrative aspects.
  
• • Computer Training: This training delves much in improving your business, covering key concepts on how to leverage technology for business growth, including registering, operating and formalizing business activities independently.
  

Our Partnerships

Thanks to various collaborations Blind SA has been able to provide skills and knowledge to many visually impaired individuals at our training centre where most of the learning and practical activities take place. Our partners consist of:

• • ETDP SETA- Assist -15 Blind SA branches in 5 provinces.
  
• • Croda Foundation – Offers Sensory Flavours Training in Food tasting.
  
• • Givaudon – Offers participants with exposure in the food industry and employment.
  
• • DSM-Firmenich Company – Trains 25 participants for two months and selects 12 to be employed as food tasting panellists.
  
• • Siyakhana Food Gardens – Establishes professional food gardens to 7 Blind SA branches in 3 provinces also offers training & resources in managing the food gardens.
  
• • Transnet
  
• • National Treasury
  
• • Central Supplier Database
  
• • Gauteng Economic Propella
  
• • SEDA (Small Enterprise Development Agency)
  
• • SEFA (Small Enterprise Finance Agency)
  

Blind SA also actively engages with the community and various stakeholders to raise awareness about the capabilities of visually impaired individuals, through workshops, advocacy initiatives and exhibitions to showcase their work and create exposure opportunities in both public and private sectors this helps to continue to inform the public on the importance of inclusion in entrepreneurship, challenging stereotypes and promoting a more inclusive society.

Future Plans

As we look ahead, Blind SA aims to expand its reach and enhance our programs. We are exploring various partnerships and continue to seek any form of assistance or resources. Our goal is to increase the number of blind and partially sighted entrepreneurs we support each year and to develop more tailored training programs that meet the diverse needs of our participants.

Together, we can empower visually impaired entrepreneurs to achieve their dreams!

South Africa is brimming with talent: a tribute to Tito Mboweni

Bonang Mohale pays tribute to Tito Mboweni, a man
who made a real difference to the South African story

At the intersection of education and government policy lies leadership and scholarship. At a time that there is general acceptance that the old South Africa has let down the majority of citizens and the new has not fixed it, it is abundantly clear that politicians are not working for us but for each other and one another; still recycling the brutality of both poverty and trauma laced with youth disillusionment.

Protocol observance of Africans is exorbitant. Steeped in wholesomeness and integrity. An epitome of social justice even at a time that the project of redress has long lost momentum and the infrastructure of violence is still exponentially growing. It bears repeating that 30 years into democracy, the country has been broken down and now needs rebuilding, replanning, repurposing, and reimagining. There are times when change is not only necessary, but crucial.

It was on 1 August 1806, shortly after admiral Lord Nelson’s fleet had won the most decisive naval battle against the combined French and Spanish naval squadron during the War of the Third Coalition of the Napoleonic Wars, that William Mauldin, the owner of the land in the table valley, called his estate Mount Nelson in memorial of the hero of the battle of Trafalgar.

It is on this piece of land that both The Mount Nelson—a Belmond Hotel in the Cape of Good Hope of Africa (Cabo da Boa Esperança), and the bust—carved in oak from the flagship HMS Victory of admiral Lord Nelson, still stands today. It was here that regular auctions were held and among the ‘items’ sold were ‘150 fine strong slaves from the coast of Guinea, being part of a cargo of a detained American ship’, or a pair of ‘beautiful Arabian stallions’. 153 years later, Governor Tito Titus Mboweni was born to continue the fight in the seat of Parliament for the land in his capacity as Governor of the South African Reserve Bank and Labour and Finance Minister.

We must truly reflect deeply and profoundly as to how we are going to celebrate this amazing pioneer, in order to continue to inspire and motivate generations to come. Up until today, we still celebrate the extraordinary achievements of Dr Hendrik van der Bijl (PhD) as the founding chairman of Eskom—from nothing—which became the largest and most profitable electricity provider in the world and both created and ran Iscor, Amscor, the Industrial Development Corporation (later becoming the CSIR), Transnet, and Safmarine.

Governor Mboweni was blessed, not with inheriting maintenance work but by being a true pioneer of note. Many would remember his 30 years as a government employee and might be prone to forget his student activist days in exile in Lesotho at the modern day National University of Lesotho (NUL). It was in Lesotho that he married morwetsana wa Mosotho and were blessed with children. Upon his return home, he became Deputy Head of the ANC Economic Desk at the same time that Ralph Mgijima headed up the Health Desk. This was to prove critical when he served on the Economic Committee as one of the architects of our modern economic policy framework. He in the Department of Economic Policy, former President Thabo M. Mbeki (political leadership), former Finance Minister Trevor Manuel (systematic reduction of the fiscal deficit), and the team led by Joel Netshitenzhe, were instrumental in cementing the monetary and fiscal policy regime and led the arguments for the independence of the SARB during the constitutional negotiations.

By being one of no less than five youngest MPs with Geraldine Fraser-Moleketi, Trevor Manuel, and Maria Ramos under 35 years of age, he went on to be appointed by former President Rolihlahla Nelson Mandela as the very first Minister of Labour (from 1994 to 1999) in his very first government of 400 MPs in 1994. As the BMF, we provided the first foundational staff, including morena Mpho M. Makwana as Director, Employment Equity. This piece of work was to be later completed by another BMF member, tata Loyiso Mbabane.

It is here that he persuaded us to ‘start with the end in mind’ by modifying the BMF Affirmative Action Policy to the Employment Equity white paper and the Basotho Hat Formula to the BEE white paper. He and his colleagues blessed the country with, among others, Basic Conditions of Employment Act, the Employment Equity Act, and NEDLAC, which codified the relationship between employer and employee and thereby gave labour the rights that were long denied by apartheid. He was among the first to be insistent and persuasive that it was an error of commission to have not included the community alongside labour, government, and united business. He was integral in supporting the then leader of business, then Deputy President Thabo M. Mbeki in the creation of BUSA out of 127 business organisations, including the BBC in Skukuza Camp and subsequently Mopane Camp—where the Mopane Memorandum of Understanding was birthed—in the Kruger National Park.

But the real resonance was being invited to his inauguration and actually seeing his signature on our Rand notes as the very first black Governor of the SARB (24 August 1999-2009). Even here, he and his team were the very first to introduce inflation targeting as a formal tool to tame rampant inflation; holding a press conference immediately after the Monetary Policy Committee (MPC) had concluded their deliberations and actually take questions.

We thank you for many things, especially for being intentional that South Africa is where “I want to die and be buried” and informing the conversations we must be having, for the courage to feel like you have done your part in solving not just cushioning the problem, for living what we want this country to look like, for giving democracy meaning, for your journey of hope, for being the trigger and contract that we have with each other and one another that anyone who is able can lead, being insistent and persuasive in asking the questions that have no right to go away, continuing to be fixated with the collective versus self, pushing us to sit in the discomfort of the moment because there was always a seed within and the drumbeat around us that knows what to do! Enveloped by bureaucratic inertia, this is where excellence sits.

He naturally proceeded to be appointed Minister of Finance (from 2018 to 2021) where he institutionalised both fiscal discipline and economic transformation, was quite firm on how the public purse should be used for and vocal that we can’t continue to bail out poorly led State Owned Enterprises/Companies (SoE/Cs).

Having initially registered for a Bachelor of Commerce at the University of the North (Turfloop) after completing high school, he proceeded to graduate in exile where he joined the ANC with a BA in Economics and Political Science from the National University of Lesotho (NUL) and a MA degree in Development Economics from the University of East Anglia in the United Kingdom. Apart from the no less than five family-owned entities, he served as a Non-Executive Director (NED), often as Chair, amongst the following: Pretoria Portland Cement Company (PPC) Limited, Anglo Gold Ashanti, Tourism Marketing South Africa (TOMSA), Tourism Business Council of South Africa (TBCSA), Nampak, Accelerate Properties, Goldman Sachs, and Discovery (Health, Vitality, Life, and Bank). He was also a director on the board of the New Development Bank (NDB) and chairman of the Audit Committee.

We convey our heartfelt and sincere sympathies and condolences to Sello, Tumi, and Pule, as well as the family, clan, and colleagues on your profound loss.

Bonang Mohale is the Chancellor of the University of the Free State, former President of Business Unity South Africa (BUSA), Professor of Practice at the Johannesburg Business School (JBS) in the College of Business and Economics, and Chairman of two listed entities.

Polyco: the time is now to take bold steps towards saving the only planet we have

Polyco CEO Patricia Pillay is on a mission to ensure that perceptions of plastic waste are changed and we are able to move forward as a country which not only recycles, but which is conscious of what is required to create a sustainable future

Established in 2011, Polyco PRO NPC is a non-profit organisation focused on ensuring that waste is seen as a valuable resource that works for the South African economy.

Polyco’s aim is to enhance the growth potential of the collection and recycling of plastic packaging in South Africa, to promote the responsible use and reuse of plastic packaging, build the Green Economy, and to put an end to plastic waste which adversely affects the environment.

The organisation is able to hit their goals through collaboration with multiple stakeholders, by strategically investing in recycling innovation and infrastructure, and by educating both the industry and the consumer about the power of recycling.

“Our work is important because we are not only transforming lives, but also ensuring a cleaner planet for future generations,” Polyco CEO Patricia Pillay explains. “Marginalised individuals from across the country now have the opportunity to earn an income within the Green Economy that we are fostering. This is made possible through the Extended Producer Responsibility (EPR) fees collected from over 650 members within the plastic value chain.”

The Green Economy and sustainable packaging

Polyco plays a vital role in advancing and strengthening the Green Economy, with a focus on supporting youth, women, and differently-abled individuals.

Through their enterprise development programme, the organisation empowers entrepreneurs by offering grants to help establish their businesses, along with providing essential training and business support.

”This enables them to actively participate in the Green Economy. Each enterprise not only creates a minimum of five direct jobs, but also generates numerous indirect employment opportunities. The more enterprises we establish across different regions, the stronger and more sustainable the Green Economy becomes,” Pillay, who joined Polyco in September 2021, reveals.

Polyco is continuously seeking new solutions and innovation to help achieve net zero waste goals.

Many materials remain challenging to recycle, and a significant part of their work involves educating designers on how to create products that are recyclable.

The Department of Forestry, Fisheries, and the Environment (DFFE), Plastics SA, and Safripol have developed Design for Recycling guidelines, with Polyco supporting the development of an app to assist in this effort.

”While new recycling plants are being established in South Africa to address hard-to-recycle materials, there are already companies taking items like toothpaste tubes and converting them into materials used for school desks, roofing, and even tiles,” Pillay avers. ”These types of innovation are crucial for extending the lifecycle of products and ensuring the value in what we call ‘waste’ is recognised and utilised.

”Some businesses take this responsibility very seriously, understanding that if they don’t adapt their design and production practices, they risk becoming obsolete as consumers and governments increasingly demand environmentally friendly products.”

However, there are still companies that prioritise profit over sustainability, believing they can continue with their harmful practices without facing consequences.

For this to truly change, Pillay believes that stronger enforcement is needed to hold these businesses to account and ensure they comply with environmental laws.

Partnering with Polyco

Signing up with a Producer Responsibility Organisation (PRO) is not only the law, but also non-negotiable if you are a packaging producer.

At Polyco, partnerships and collaboration are essential to their success. Whether through public-private initiatives or collaborations within the industry, Polyco are always seeking new opportunities to make a difference.

For example, in partnership with the Buffalo City Municipality and the Border-Kei Chamber of Commerce, Polyco have successfully established five static buy-back centers in the Eastern Cape, with more to be launched before the end of 2024. In Gauteng, their collaboration with Lions Cricket at the DP World Wanderers Stadium introduced their newest entrepreneur, Kera Kreate, who will manage all recyclables collected during stadium events and match days.

”Additionally, we’re proud of our Pick n Pay Schools Club collaboration, which has educated 1.9 million learners across 2 500 schools and reached 91 000 educators nationwide. We also have sponsorships with Sasol and Shoprite, supporting Packa-Ching Mobile Units across South Africa,” Pillay, who is also an admitted attorney.

”These are just a few examples of how Polyco is working with stakeholders to drive positive environmental change.”

Milestones and challenges

One of Polyco’s most innovative initiatives has seen the launch of 39 Packa-Ching Mobile Units supported by The Glass Recycling Company as well as MetPac-SA

which are both registered PROs in South Africa. These units are mobile separation-at-source collection businesses.

These businesses collect used recyclable packaging material from the public in low income and informal areas; areas which are often overlooked with regards to recycling. Each kilogram of recyclable material brought to a Packa-Ching unit is weighed and paid for via a cashless payment system.

This initiative has paid out over R20 million to various communities and successfully diverted more than 20 million kilograms of waste from landfills.

Polyco’s schools programme has also been a major success; reaching over 1.9 million learners across 2 500 schools and empowering 91 000 educators nationwide to join the recycling revolution.

”Since January 2022, Polyco has invested over R200 million, achieving more than 300 000 tonnes of recycling growth. We’ve collaborated with over 145 project partners and supported more than 15 000 jobs annually, making a significant impact on South Africa’s recycling and sustainability efforts,” Pillay reveals.

In terms of the challenges faced by Polyco, the presence of groups that extort money from enterprises and waste pickers, hindering progress in the waste management sector, has proven to be problematic. Polyco is calling on law enforcement to urgently step in to eradicate these syndicates who are extorting from the most vulnerable of workers of their hard earned money.

Legislative uncertainty is also a challenge, as it makes it difficult for businesses to plan and invest in sustainable practices. Polyco has requested a meeting with the new ministry to discuss these various concerns and to work with them on finding solutions.

”A lack of consistent separation at source, which is crucial for effective recycling and resource recovery efforts, is another challenge for us,” Pillay adds.

The future of plastic

Will we ever see a world that is free from plastic waste and pollution? This is a question many have asked over the years.

For Pillay, it is not about eradicating plastic, but rather finding efficient and innovative ways to ensure it is used and disposed of responsibly.

She explains: ”Plastics are essential to our world and offer countless benefits. From the moment you wake up to when you leave your home, you likely touch plastic multiple times.

”Plastics play a critical role in saving lives in the medical field, are integral to motor vehicles, and even help propel space exploration as we seek to discover new frontiers.”

So, the question shouldn’t really be about eliminating plastics from our lives, but rather, how do we create a world where people take responsibility for how they dispose of all waste?

”We must become more aware of the environmental harm we’re causing and take meaningful steps to reverse the damage already done,” Pillay, who is also sits on Packaging SA board..

”I truly believe that, with collective efforts, this can be achieved. Solving this issue isn’t just the responsibility of the plastics industry—it’s a challenge we all must tackle together, (consumers, government, civil society, school children, NGO’s and business) if we are to create a more sustainable future.”

If you’re part of the plastics packaging value chain and are not yet a member of a PRO, Polyco would like to invite you to join the revolution by emailing epr@polyco.co.za.

What is the most meaningful thing you can do with your life?

Professor Bonang Mohale pays tribute to
Sis’ Nompumelelo Thembekile Madisa

In the October 2015 Harpers Magazine issue, Rebecca Solnit asked ‘the mother of all questions’ and asserts that society has always ‘presumed that women should have children and that a woman’s reproductive activities were naturally public business’. As if that was not profound enough, she continues probing, ‘have any of you ever been wounded by humanity’ to jolt us into a realisation that we know that we are all different, all in this together, and that addressing our own suffering, while learning not to inflict it on others, is part of the work we are all here to do.

Other eras and cultures often asked other questions than the ones we ask now, like, ‘what is the most meaningful thing you can do with your life’; ‘what is your contribution to the world or your community’; ‘do you live according to your principles’; ‘what will your legacy be’; and ‘what does your life mean’. This is most certainly one of those very deep reflective moments of rapture where the world shifts and both the trajectory, cadence, and pace are determined by the choices we make.

‘Maybe our obsession with happiness is a way not to ask these other questions, a way to ignore how spacious our lives can be, how effective our work can be and how far reaching our love can be. In the traditional worldview, happiness is essentially both private and selfish. Reasonable people pursue their self-interest and when they do so successfully, they are supposed to be happy. The very definition of what it means to be human is narrow and altruism, idealism, and public life—except in the forms of fame, status or material success—have little place on the shopping list. The idea that a life should seek meaning seldom emerges. Not only are the standard activities assumed to be inherently meaningful but they are treated as the only meaningful options’.

Today, the United States, the European Union, and China, the world’s three largest economies, are each at the tipping point—profound points of inflection and crossroads albeit for different reasons. The world is experiencing more change than at any other time as it both converges and disintegrates at the same time, concurrently, simultaneously, and in parallel. More and more people are turning to leaders for shaping, description, definition, help, confidence, hope, direction, and decision. Precisely because leadership is about inspiring others to believe and enabling that belief to become reality. Where our collective future depends not only on the decisions we make but on the values we embrace.

The type of leadership that is not about telling people what to do but guiding them in what to think about. Meeting others where they are, in order to understand who they are. With the full appreciation that the title and office is what we do, not who we are. Also at a time that ‘still assumes that there is only one proper way for a woman to live. Most women continue to be told that they cannot be taken seriously professionally because they will take time off and have children at some point. When many mothers who do succeed professionally are still presumed to be neglecting someone’, you have done what you have set out to do in your life! You continue to overcome and transform persistent, systemic, and systematic adversity with wisdom, reflection, and self awareness—with old fashioned hard work, the will, determination, dedication, and innovation to succeed and answer uncertainty with continuing optimism. You trust in humanity and the power of people to catalyse and lead their own change. You embrace the concept and notion of double materiality of both financial and impact; have succeeded in creating positive societal impact and put your net to work in order to nurture the community and mobilise the entire ecosystem to drive action; and continue to be not only relevant, effective, and impactful but also fundamental in changing the status quo across many aspects of our people’s daily lives. The world is now paying attention to the full potential of your team’s proven leadership and approach with a common ambition, sustaining employment and economic value to create a more inclusive, equitable, and sustainable economic paradigm.

By putting people before profit, you are helping to scale up and fast track the political recognition, investment, and infrastructure necessary for them to thrive for the benefit of us all. Driving systemic change, you have simultaneously chosen to demonstrate compassion for the vulnerable and concern for the future. You have chosen to be surrounded by generous, brilliant people and to love solitude; have great adventures in, among others vast game parks, remote villages, warm Benguela current of the Indian Ocean, and the cold Agulhas of the Atlantic Ocean, mountain tops, uprisings and disasters; the exploration of ideas, archives, records and lives; you celebrate significant values and recognise extraordinary achievements—the products of your mind and the fruits of your loins; you love children and adore aunthood.

Part of your own endeavour as an revered and celebrated executive has been to find ways to value what is elusive and overlooked, to describe nuances and shades of meaning, to celebrate both public and solitary life and in John Berger’s phrase, to find ‘another way of telling’. There are entirely different criteria for a good life that might matter more to a person, such as honour, meaning, depth, engagement, the immutable power of hope and inherent grace—a polite and thoughtful way of behaving—a disposition, quality, and inclination with the attendant influence, force, power, and providence bringing about worldly benefit and advantage! With your honesty, calmness, confidence, elegance, and generosity of spirit, your irrepressible joyfulness, brightness, and proneness, you most certainly have the good grace to bring honour and credit to everything and everyone. As you give pause to reflect, by both your attendance and participation—grace is what makes you inherently human—the goodwill that is predisposed to helping, the better self that shines the light for others! It moves all of us forward, elevating above any circumstance and always along the high road.

We spoke in tears of twenty years—strong and hopeful black women, ‘food being their wish and courage their pay’—about how you can be alone at the apex without being lonely. We deeply reflected that ‘if you can’t walk in my shoes, then you can’t sing my blues’. That everyone is broken by life but afterwards, some are stronger in the broken places. Emerging through suffering, mired in pain, pressure, and under fire, you chose to give your inspirational life over to both family and craft and you do so with extraordinary success. That ‘the test of a woman is how much she will bear for a cause which she knows to be right’. You have suffered to win which is proof of your unfaltering commitment.

Maybe it is the way you hold out against odds that are great, that proves what your courage is worth. Maybe it is the way that you stand to the bruises of fate, that shows up your stature and girth, and that victory is nothing but proof of your skill, veneered with a glory that is abundant—order, symmetry, and grandeur all rolled into one. It is an immense privilege to work with you and your global team (the collective is powerful) who embed integrity, humility, and positive values into building this proudly South African company with its technologies (as an equaliser) and partnerships (to enable scale) who trust in humanity to generate meaningful social, economic, and environmental change in our world. Because being precedes doing, it is clear that growth should no longer be an end in itself but rather a tool used to serve the quality of life. That a company takes into account all its broader stakeholders is not an act of faith but an act of reason. No company can thrive in a desert. How your life feels is more important than how it looks and the world around you is only beautiful when you are at peace with the world within you. Because there is no greater wealth than peace of mind.

Thank you to my dear Brother, morena David Madisa, a truly special man who has a deep appreciation that headship, manhood, fatherhood, and brotherhood is a position of responsibility, care and mutual submission. The words of Kobe Bryant ring true that, ‘if you love what you do, and it’s making you happy, all of the hard work and perseverance will pay off.’

Can you begin to fall in love with that which was not meant to happen. Can you rise above the routine and taste the extraordinary. When women rise and take action, they create a safer, peaceful, and prosperous world. Thank you for providing such a bright example and illuminating a blazing path for me and for so many of us—for being the embodiment and living testament, that it always starts with the leader but it is never about the leader. Every day I am grateful for you, Sis’ Nompumelelo Thembekile Madisa nkos’yam. So, don’t miss the opportunity to just enjoy today. By prayer and petition with thanksgiving, happy birthday Sis’wam.

Bonang Mohale is the Chancellor of the University of the Free State, former President of Business Unity South Africa (BUSA), Professor of Practice at the Johannesburg Business School (JBS) in the College of Business and Economics, and Chairman of two listed entities.

It’s time to enlist
the safety experts

In the mining game, there is no room for error when it comes to safety. That’s why companies such as M84 Geotech exist—and they are ready to lend their expertise to ensure your mining operations go off without a hitch. Ralph Staniforth sat down with the company’s founder and CEO, Khomotso Moleke, to find out more about how his entity is ensuring miners are given the safest possible environment to carry out their work.

Upliftment and empowerment

Khomotso Moleke, above all else, has a desire to uplift those around him—something which we need to see more of in South Africa if we are going to rescue the economy for future generations.

"I want to make what we do fashionable so that someone from a village can aspire to have a dream of working as a rope access technician or start a geotechnical company themselves," Moleke insists.

'Safety is our priority'

'Safety is our priority' is the slogan which M84 Geotech lives by—and it shows in the fact that they have a 100% safety record on each and every project they have executed since inception.

Having that as a record is no doubt a major trump card, as at the end of the day, if you aren't keeping your clients safe, then you are not executing your side of the relationship correctly.

A major success for M84 Geotech saw them become the first locally black-owned company to perform a drape mesh installation project at Mogalakwena Mine in Limpopo. This, Khomotso Moleke says, "was one of the most exciting things to happen for our company".

"We had been doing abseiling work at the mine, but we were never considered for this kind of project because of the risks involved and not having a record of doing this kind of project before. When we finally got the opportunity, there were doubts that we would manage, but our technicians did a stellar job in installing the mesh and proved what we are capable of. Although there were challenges, we dealt with those challenges well."

The services of M84 Geotech

Drape mesh

Drape mesh is a passive system used for controlled rockfall. The mesh is anchored and then draped on the slope for loose rocks to fall behind the mesh.

Temporary net

The net does similar work to drape mesh but as a temporary solution, as the net is removed once it's no longer needed.

Rock scaling

This involves removing boulders and loose rocks on a high wall. The solution will depend on the risk being dealt with and can vary from blasting the boulder or using equipment to push down the rocks. Whatever is required, the M84 Geotech team is experienced enough to find the right solution.

Monitoring prism installation

These devices are used as communication and monitoring tools by the team to monitor their pits for any rockfall risks. M84 Geotech have installed thousands of these instruments to keep pits safe and well monitored.

Catch fence

A catch fence is a rockfall protection solution which is installed to block and prevent any loose rocks which might break from the slope from free falling to the foot of the slope.

Drilling

Whether it is on a high wall or on the ground, the M84 Geotech team has the hours and skill to provide for your drilling needs.

Rock breaking

M84 Geotech perform rock blasting on high access areas such as mine high walls.

Anchor points supply and installation

M84 Geotech have all kinds of anchors and rock bolts for support and stabilisation.

Pipe support

M84 Geotech have the right equipment to support dewatering pipes on mine high walls.

Pull testing

M84 Geotech provide pull testing for all the anchors they use to support the mesh or for abseiling purposes.

Players, coaches, and teams: here’s how men could help SA score an HIV goal

South Africa needs to get more than 550 000 HIV-positive men on antiretrovirals before the end of next year to help the country meet its targets for ending Aids by 2030. But in the past it’s been difficult to get men to take up–and stay–on HIV treatment. Could building an all-male sports-like team with a coach help solve it? Zano Kunene investigates...

South Africa needs to get about 1.14 million more people with HIV on treatment by the end of next year if the country wants to make good on the goals it signed up to to help end Aids by 2030—and about half of them need to be men, a health department presentation showed at the International Aids Conference in Germany in July.

To reach the so-called 95-95-95 targets set by the Joint United Nations Programme on HIV and Aids (UNAids), countries need to have 95% of all people with HIV diagnosed, 95% of this group on antiretroviral (ARV) medication and 95% of those on treatment having so little virus in their bodies that they can’t infect someone through unprotected sex (this is called viral suppression).

While South Africa is doing well with diagnosing men who have HIV (about 94%), starting them on treatment lags behind. The Thembisa model, which the health department uses for reporting the country’s HIV figures to UNAids, shows that only around 74% of men with HIV in the country are on ARVs, and of those just 63% are virally suppressed.

This is 16% lower than in women, the Thembisa model shows.

Getting men on treatment and sticking to it is often difficult, because of the stigma around having HIV, like their partners not wanting to have sex with them if they’re open about their status or getting a positive test result being a sign that death was “imminent”. Moreover, long waiting times at clinics put men off and the idea that the facilities are ”female social spaces” because most nurses are women, who make some men feel uncomfortable talking about health issues such as those around their sex lives.

But thinking about getting guys on treatment like building a winning sports team could change the game. Here’s how.

‘They just get better at hiding’

Trying to get men on medication often means health workers are “tracking them down [to follow up] and then dragging them into the clinic,” says Shawn Malone, who heads the Mpilo Project, a partnership between Population Services International (PSI), a global network of public health nonprofits, the Bill & Melinda Gates Foundation and organisations funded by the US President’s Emergency Plan for Aids Relief (Pepfar).

But, he says, the problem is that they then “just get better at hiding”.

Instead, the Mpilo model gets men with HIV to help other men with HIV.

It’s not just a peer support group, though; it’s more like a sports team. HIV-positive men who have been on treatment for at least a year work as “coaches” (and are paid roughly the same as a community health worker—about R4 000 a month) to help newly diagnosed guys—the team’s “players”—understand how to talk to their families about their diagnosis, stick to taking their pills and go back to the clinic for check-ups.

By April this year, three years since the Coach Mpilo model was first introduced and started being rolled out by implementation partners, there are now 364 coaches based at 291 clinics, across all nine provinces.

When men test positive for HIV at these clinics, a health worker refers them to a coach, who has been trained to talk to guys—not only about dealing with their diagnosis, how treatment works and why it’s important to stick to it, but also about things like handling their relationship or sex life.

If they agree—in writing—to join the coach’s “team” and stick to the playing rules, they’re added to a list of players. The coaches also follow up with men who’ve not gone back to the clinic to start their treatment.

Muzi Mathebula, a coach at the Chiawelo Clinic in Johannesburg, says he’s seen that many men struggle to come to terms with the diagnosis.

He himself tested positive for HIV in 2008, but didn’t start treatment then. At the time, the government’s policy was that only people in whom the number of a type of white blood cell (called CD4 cells) was under 200 cells per millilitre of blood could get ARVs because at this point the virus would have weakened the body so much that it can’t fight off other infections or diseases.

He felt healthy, says Mathebula, so he didn’t think much of being HIV positive.

Researchers conducting a study in KwaZulu-Natal’s uThukela district, where one in every four adults has HIV, heard similar things: men with HIV said they hadn’t started treatment because they felt uneasy with the diagnosis or didn’t feel sick.

Says Mathebula: “Being a man, I took it as it is and in my mind I was healthy. But over the years I got sick, I lost weight, my skin changed and I lost energy.”

‘Living a normal life with HIV’

South Africa now has a universal test-and-treat strategy, which means that anybody who tests positive for HIV can start treatment immediately, regardless of their CD4 count.

Starting treatment too late is bad news, for two reasons: it can lead to the infection spreading when people have unprotected sex and because the infected person can develop other health problems such as tuberculosis or some types of cancer easily. This happens because when someone is not taking anti-HIV pills, the virus can multiply uncontrollably and weaken their immune system.

PSI’s own research among a group of more than 2 000 men, who were either HIV positive or negative, showed that although they knew they could get tested and treated at clinics, they didn’t because speaking to a nurse seemed “scripted and like being lectured,” Malone explains.

The challenge lies in actually getting men to agree to take the medication, says Mathebula.

That’s why he and the other Mpilo coaches use their own stories and experiences to give their players proof that you “can carry on living a normal life with HIV”, just as he has.

Over the last three years (since the launch), Malone says that figures from three of their implementation partners (Wits RHI, Health Systems Trust and TB HIV Care) show that among 41 671 men supported by 117 coaches, 97% have started treatment—and 97% of those who are on ARVs have stuck to it.

“After two to three months of intensive support from the coaches, most men are doing much better and coach support begins to taper off, although the coach is still available,” says Malone.

Coaches were also good at getting people who had stopped taking their medication back on track, a pilot study showed. Out of the 563 men who had stopped taking their pills in the six months of the study, 82% were back on treatment within two months with their coach’s support.

The model also works because coaches don’t speak to their players only about HIV and treatment, like a health worker would, but they also chat about things like relationship troubles.

Mathebula explains: “It’s easy for them [the players] to come up to me and say, ‘I’m having this issue [for example, sexual dysfunction]. How do we solve it?’ Even if it’s outside of HIV.”

Giving people options

Experts say the more ways there are to get people their medicine, the better—whether it’s setting up smart lockers from where people can collect their pills, having home deliveries, non-clinic based pick-up points or being part of an adherence club.

In fact, at the Aids 2024 conference in July, the health department said using different ways to help people stay on their pills is “critical” and that we need to “move away from a one-size-fits-all approach for returning patients”.

One of these could be to set up peer support groups in which ordinary people (read: non-health workers) are trained to help others in their communities stay on treatment—which is exactly what Coach Mpilo does.

For example, a project running in Eswatini, Mozambique, Tanzania, and Zimbabwe trained 353 young people (between 17 and 23 years old) to be treatment supporters to over 18 000 of their peers with HIV.

In Zimbabwe, the project compared a group of 50 young boys and girls on ARVs who went to a clinic to get their pills to another group of the same size who did that and also had meetings with the treatment supporters.

Those who had a peer group cheering them on were close to four times more likely to stay on their treatment than the group who had only clinic visits.

By using men who aren’t health workers to give peer support to other men, the Coach Mpilo model gives another way to help men stay on their treatment that doesn’t look like the standard methods they’re already hesitant to use.

Says Malone about why they’re behind the Coach Mpilo model:

“It helps when it’s another man who’s been on the same journey, [one] who can say ‘I have been in your shoes. I know the fear and how you are feeling.’ So men can open up more easily.”

Zano Kunene is a journalist for the Bhekisisa Centre for Health Journalism.

This story was produced by the Bhekisisa Centre for Health Journalism.

Exploring the key leadership styles

What is the best leadership style? Andre Walters delves into the topic...

Good leadership is an essential element of every interaction that is needed, and that leads to successful group-achievements. And we even see that happening with some animals, like elephants.

Let’s look at what a number of experts have said about this topic, and we include the work of specialists like Jessica Stillman, a writer who is said to be focused on making our working lives more effective, meaningful, and joyful. We also visit the work of Adam Grant, an organisational psychologist. Then there is the important work that is being done by ‘COURSERA’, which was launched in 2012 by two Stanford Computer Science professors, Andrew Ng and Daphne Koller. It is said to be one of the largest online learning platforms in the world, with 124 million registered learners.

Looking at what these experts have said about the topic, there can be no doubt that leadership is an essential component of organisational structures, because it determines their effectiveness, and their overall success. There are said to be a number of different kinds of leadership styles, and that many of them have both positive and negative attributes. Let’s explore what the experts have said about this important topic:

Autocratic Leadership

This is seen as a rather negative approach since it is characterised by an individual’s control over all decisions, with little input from other team members.

But there is, perhaps strangely, an advantage that can come from this leadership style. In times of crisis, or when urgent decisions are necessary, an autocratic leader can respond rapidly and without having to wait for the team to respond. This style can also provide clarity and direction for subordinates who might be unsure of what they should do to get ahead successfully.

Autocratic leadership certainly has drawbacks, because it can lead to resentment among team members. It can also stifle creativity and de-motivate employees who may feel undervalued.

Democratic Leadership

The so-called ‘Democratic Leadership’ style is a very different approach. It is about participative leadership that involves team members in the decision-making process. Such leaders ask for input, feedback, and ideas from their teams, and they foster an inclusive environment. The primary advantage of democratic leadership is that it promotes a sense of ownership and commitment among team members.

But there is also a downside, because democratic leadership can sometimes result in slower decision-making processes, because consensus-building takes time. In situations where quick action is needed, this style may hinder quick and effective responses. Additionally, if they are not managed well, discussions may become unproductive and lead to arguments, confusion, and indecision.

Transformational Leadership

Transformational leadership is about inspiring and motivating followers to achieve their full potential. Transformational leaders are often charismatic and visionary. They seek to create significant change by fostering an engaging and supportive environment. They focus on personal development and they are also committed to the individual growth of their team members. The strength of transformational leadership, it is said, lies in its ability to inspire and drive change. Those leaders can create a strong organisational culture and foster innovation by encouraging team members to think beyond their immediate tasks. This leadership style leads to high levels of employee engagement, loyalty, and job satisfaction.

However, transformational leaders can sometimes overlook operational details in their pursuit of visionary goals. Their focus on inspiration may lead to neglecting the practical aspects of management, which can result in unrealistic expectations among members of the teams. Additionally, not all team members may respond positively to transformational tactics, as some may prefer a more structured approach.

Transactional Leadership

Transactional leadership is described as a system that is based on rewards and punishments. Leaders in this style establish clear goals and expectations. They provide rewards for those who achieve their targets, while administering penalties for failures. This approach is often found in structured environments, such as corporate settings. Transactional leadership can be effective in achieving short-term objectives and maintaining routine operations. The clarity of expectations and the reward system can motivate employees to perform at their best. This style is particularly useful in situations where tasks are straightforward and that require little innovation.

On the downside, transactional leadership may stifle creativity and limit innovation, as it tends to focus on compliance rather than exploration. Employees may become disengaged if they feel their contributions are only valued through rewards. Furthermore, over-reliance on this style can lead to a lack of long-term vision and adaptability to change.

Servant Leadership

Apparently, servant leadership flips the traditional leadership model on its head because it is said to prioritise the needs of team members over the leaders’ own ambitions. This style emphasises empathy, listening, and community-building. Servant leaders are focused on serving their teams and fostering a culture of collaboration and support. The primary advantage of servant leadership is the strong sense of community it creates within organisations. By prioritising the well-being of team members, servant leaders can build trust and loyalty, resulting in high employee morale and retention. This style encourages collaboration and empowers team members to take their own initiatives.

However, servant leadership can sometimes be misinterpreted as a lack of authority or decisiveness. In challenging situations, servant leaders may struggle to make tough decisions that may not align with the generally-agreed desire to support their team. Additionally, this style may lead to burnout if leaders prioritize others’ needs over their own.

Looking at the overall picture, it becomes clear that each leadership style has its own unique advantages and drawbacks. In addition, the effectiveness of any approach often depends on the context and the specific challenges that are being faced by an organisation. Effective leaders need to be adaptable and capable of identifying when to employ different styles that are based on their team’s dynamics and the task at hand. By understanding these key leadership styles, leaders can cultivate their own approach and foster an environment that promotes both individual and organisational success.

Jessica Stillman believes that leaders obviously have their own personal flair and approach. She refers to Steve Jobs and Bill Gates who famously both achieved incredible things by being ‘about as different as two people can be’.

Successful leaders, it would appear, value autonomy. If you want to provide a framework in which humans flourish, you need to help the people under you to find their own intrinsic motivation and then give them the freedom to decide how, exactly, to work towards those goals. Autonomy is the secret-sauce of all great leadership. Consistently connecting people to the ‘why’ of their actions, providing choices in how tasks get done, and giving meaningful feedback, results in people being more likely to share ideas and to be more collegiate.

And here is something else to think about: leadership is not just about what happens in businesses or sport. It also includes parents. The bottom-line is that human beings, of every age, and in just about every setting, don’t respond well to feeling controlled. It makes them feel cranky, anxious, distrustful, and less cooperative.

For example, there are times when a parent can’t avoid controlling their toddlers when they run towards a busy road. They must just tackle them.

“If you want to develop self-aware and responsible young people, you need to move away from command and control, and actively nurture children’s own interests, strengths, and their innate sense of what is right.” It is about nurturing people’s intrinsic motivation and then giving them the autonomy to get on with chasing their goals.

‘COURESA’ also says that leadership skills are the qualities that individuals, who are in influential roles, possess to direct and complete tasks; support initiatives; create a sense of unity within a team, and empower others. They encourage their readers to learn about these key leadership skills and how they can benefit from developing them.

There are also a number of other elements that leaders have in common. Let’s have a look at some of those:

Communication

When you work in a leadership position, you must be able to clearly explain everything—from your expectations, to your goals and tasks. It is also important to establish open communication between yourself and your team members. Not only does creating an environment of open communication promote cohesiveness as a team, but it often encourages an atmosphere of transparency. Excellent communication considers not only what is being communicated, but how it is being communicated. As an effective communicator, you also incorporate active listening, nonverbal communication, presentation skills, and engaging in public speaking.

Negotiation

Negotiation involves two or more parties engaging in a conversation to find a solution that is acceptable to all parties. When used as a leadership skill, negotiation can foster a sense of fairness and equality, allowing all parties to be heard. Employees and co-workers may be more likely to feel understood when conflicts are handled with negotiation. Effective negotiation involves understanding the interests of all involved parties and working to reach a solution that satisfies each one.

Conflict resolution

Strong leaders understand how to avoid disputes and they have the ability to resolve them quickly. Ideally, as a good leader, you should be able to maintain your composure and make thoughtful decisions when handling disagreements.

Adaptability

As an adaptable leader, you adjust your behavior in response to situational changes. You are resilient when things don’t go as expected and recover quickly from setbacks by viewing them as an opportunity to grow. Showing adaptability in leadership involves being flexible and adjusting to changing conditions and environments.

Critical thinking

Analysing information to fully comprehend an issue, or topic, is the act of critical thinking. The steps of the critical thinking process often entail gathering facts and data, posing deliberate queries, and examining potential answers. For instance, if you work in HR and must settle a dispute between two coworkers, using critical thinking skills can be helpful in determining the nature of the conflict and the appropriate course of action. Critical thinking is an important component of decision-making.

Decision-making

Effective leaders make decisions that benefit themselves, their team members, clients, stakeholders, and organisations. Using critical thinking skills in decision-making allows you, as a leader, to identify problems and develop solutions that are advantageous to your business and your employees. Decision-making by leaders must always be fair and objective and involve the use of appropriate language when communicating.

But here is the bottom line: a leader explores, and then gets to know, where he or she wants to end up. Getting the whole team there, together, satisfied and happy, is what it’s all about. If you can do that, then you can regard yourself as a good leader. Go for it!

Andre Walters is a veteran broadcaster.

From skies to courtrooms: the inspiring journey of a resilient attorney

Kamogelo Dumelakgosi sat with Thembi Tshabalala, the
newly admitted attorney who grabbed a seat at the table

In the early 1980s, a young girl gazed up at the sky, dreaming of a future among the clouds as a flight attendant. For many black South Africans at the time, such aspirations were rare, reflecting both the dreams and barriers faced by the youth.

“I remember my grandmother asking me what I wanted to be when I grew up, and I said I wanted to work in the airline industry. I had never met anyone who had flown or worked in aviation, back then, it was predominantly white people in the industry,” she said.

Her dream seemed as distant as the horizon, yet it ignited a journey filled with remarkable experiences and transformative decisions.

Little did she know that her flight path would eventually lead her from the bustling terminals of international airports to the solemnity of courtrooms—a transition that would define her career and impact countless lives.

Dream come true

Her career began with South African Airways (SAA), where she embarked on a journey that took her across six continents and to over 78 countries. Each flight was more than a job; it was an education in itself. Meeting international celebrities, artists, musicians, and political figures from around the globe, she was immersed in diverse cultures. Every interaction, whether with a head of state or a humble traveller, was a lesson in understanding humanity’s multifaceted nature.

Flying with SAA exposed her to diverse cultures and broadened her worldview, teaching her valuable open-mindedness. However, she knew flying was not her lifelong path. After turning 30 and reflecting on her career, she realised that while her job was exciting, she desired something more sustainable. Frequent interactions with judges and legal professionals reignited her passion for law, a dream rooted in her desire to bring justice to underserved communities.

She shared: “I had always had this love for law and having met so many judges on my flights and trips, it reminded me of my other love, which was the law—the love to just bring justice to people who did not have access to it.”

Despite thriving as an international flight attendant, this turning point led her to pursue her true calling in law.

The spark for law had always been there, though initially overshadowed by her aviation career. Influenced by her grandfather’s wisdom and inspired by a local attorney’s admirable career, she realised that her passion for law was more than a mere interest—it was her true calling. The decision to switch careers was not straightforward. She had a family, and a successful career, and even ventured into business with a student accommodation enterprise. Despite these commitments, the call to law remained strong, compelling her to take the leap of faith.

Transition

At 38, she resigned from SAA, leaving behind a world of excitement for the uncertainties of law school. The decision was both daunting and liberating. She returned to academia with renewed vigour, pursuing an LLB degree with the resolve to become an attorney. This was not just a career shift but a quest to fulfil her long-standing dream of bringing justice to those who needed it most.

Transitioning from a flight attendant to law school was challenging. The thrill of mingling with high-profile figures at 30 000 feet shifted to the intense demands of academic study. She delved into textbooks, case studies, and South African law, balancing this with motherhood, requiring immense discipline. Late nights and early mornings became routine, but each sacrifice fuelled her drive to succeed.

Her aviation background, connecting with diverse people, shaped her legal approach. She treated each case with empathy, recognising the unique stories behind every client, making cultural sensitivity central to her practice.

A serendipitous encounter with a property agent led to an unexpected opportunity in conveyancing—a field she had initially not planned to specialise in. The chance meeting with the agent, who mentioned a vacancy at a conveyancing firm, proved to be a turning point. This fortuitous break led to a position at a firm specialising in conveyancing and notary work, providing her with the ideal foundation to build her career in property law.

The racial dynamics in South Africa’s legal profession, including conveyancing, have been shaped by the legacy of apartheid, which historically favoured white professionals. Despite ongoing efforts to transform the industry through policies aimed at racial and gender inclusion, progress has been gradual. Black attorneys, particularly women, continue to face challenges such as limited access to resources and networking opportunities.

Standing on the shoulders of giants

However, initiatives within the legal sector are pushing for greater diversity and representation in conveyancing and other legal fields. One notable initiative aimed at increasing diversity and representation in South Africa’s legal profession is the Black Lawyers Association (BLA). The BLA actively works to promote the interests of black attorneys and support their professional development.

As a member of the association herself, Tshabalala noted: “Being associated with the founding giants of the BLA, like Judge Dikgang Moseneke and Judge Mandlenkosi Motha, is inspiring. To be part of that group, to have access to their combined wealth of knowledge, feels like having big brothers and sisters in the profession. It’s reassuring to have such a strong network to turn to when facing challenges as a young attorney, knowing that experienced mentors are looking out for you.”

She further described the support network, saying: “It feels like having a big brother or big sister on speed dial. I don’t need to stress because I know I have this extended family to rely on, guiding me through my journey as a new attorney.”

Her entrepreneurial journey began after leaving South African Airways, where she managed a student accommodation business and a travel company. COVID-19 heavily impacted her ventures, but the challenges strengthened her resilience. Inspired by global markets, she launched an e-commerce business, selling shapewear through Takealot. Her success, including catering to medical professionals, fuelled her confidence. Having recently launched her law firm in Bedfordview, she aims to stand out in a competitive area by offering personalised, exceptional service. Her story reflects resilience, risk-taking, and the evolution of dreams into reality.

Her recent admission as an attorney of the High Court of South Africa fills her with a sense of accomplishment and pride. Looking back on her journey, she sees a life that has come full circle. The dreams of a young girl who wanted to soar through the skies led her to a career that took her around the world, and ultimately, to a profession where she could truly make a difference.

Kamogelo Dumelakgosi is a Bcom Honours in Information and Knowledge Management graduate from the University of Johannesburg.

Seizing digital culture’s promise for financial inclusion in Mzansi

Working together with customers and industry partners can build a brighter financial future for all South Africans, writes Unathi Mtya

 The banking industry is undergoing a profound transformation, driven by technological advancements that are reshaping the way financial services are delivered and consumed. At the heart of this revolution lies the promise of greater financial inclusion; a goal that African Bank has wholeheartedly embraced.

Traditionally, access to financial services has been a privilege rather than a right. Geographical, economic, and technological barriers have excluded vast segments of the population from the formal financial system. However, the rise of digital banking is disrupting this status quo, offering a pathway to financial inclusion for millions.

By leveraging technology, banks can now reach previously underserved populations. Mobile banking, for instance, has empowered individuals in remote areas to open accounts, transfer funds, and access essential financial services with unprecedented ease. This democratisation of finance is not only empowering individuals but also driving economic growth.

African Bank has been part of this digital revolution. Our commitment to financial inclusion is evident in our strategic initiatives. We have invested heavily in developing robust digital platforms that are user-friendly and accessible to all. Our banking network has expanded our reach into rural and underserved communities, breaking down physical barriers to financial services.

Furthermore, we have embraced data analytics to gain deeper insights into customer behaviour and needs. This data-driven approach enables us to develop tailored financial products and services that address specific customer segments. For example, our AI-powered chatbot, ABi, provides real-time assistance and personalised recommendations, enhancing the overall customer experience.

However, the journey towards full financial inclusion is not without its challenges. Digital literacy remains a significant barrier for many.

To address this, Africanbank has implemented comprehensive financial education programmes to equip our customers with the necessary knowledge and skills to navigate the digital financial landscape.

Moreover, cybersecurity is a paramount concern in the digital age. We have invested heavily in robust security measures to protect our customers’ sensitive information. By prioritising data privacy and security, we build trust and confidence in our digital platforms.

As we move forward, we recognise the importance of collaboration with fintechs and other industry stakeholders to accelerate financial inclusion. By fostering partnerships and leveraging innovative technologies, we can create a more inclusive and sustainable financial ecosystem.

African Bank is committed to harnessing the power of digital technology to drive financial inclusion and create a more equitable society. We believe that by breaking down barriers and empowering individuals, we can contribute to a brighter future for all South Africans. This is not merely a business imperative; it is a moral obligation. We are dedicated to using our platform to create a positive impact and make a difference in the lives of our customers.

The Role of Financial Education

Financial inclusion is not solely about providing access to financial services; it also requires financial literacy. Individuals must have the knowledge and skills to make informed financial decisions. African Bank has taken a proactive approach to financial education by offering workshops, webinars, and online resources.

By empowering individuals with financial knowledge, we aim to encourage responsible financial behaviour and prevent over-indebtedness. Through our financial education initiatives, we equip our customers with the tools they need to achieve their financial goals.

The Importance of Partnerships

Collaborations are essential for driving financial inclusion. Africanbank has partnered with various organisations, including government, NGOs, and fintechs, to create a more inclusive financial ecosystem. By working together, we can leverage our collective strengths to reach underserved populations and address their financial needs.

The Power of Technology

Technology has been a game-changer in the financial services industry. From mobile banking to AI-powered chatbots, innovation is transforming the way we interact with our customers.

African Bank is part of this technological revolution, investing in cutting-edge solutions to enhance customer experience and drive financial inclusion, i.e. PayShap.

For example, our mobile app offers a seamless banking experience, allowing customers to perform a wide range of transactions on the go. Additionally, our AI-powered chatbot provides instant support and assistance, improving customer satisfaction and efficiency.

Measuring Impact

To assess the impact of our financial inclusion efforts, we employ a robust monitoring and evaluation framework. By tracking key performance indicators such as account penetration, loan uptake, and customer satisfaction, we can measure our progress and identify areas of improvement.

African Bank is committed to harnessing the power of digital technology to create a more inclusive and equitable financial system. By prioritising financial education, building strong partnerships, and leveraging technology, we are driving positive change and empowering individuals to achieve their financial aspirations.

We believe that by working together with our customers and industry partners, we can build a brighter financial future for all South Africans.

Unathi Mtya is the Group Chief Information and Digital Officer at African Bank

Beware of adulation and sycophants

Ido Lekota ponders whether, as citizens, Cyril Ramaphosa and Gayton McKenzie represent the kind of leadership we want in our quest for a democratic South Africa

In a recent article on the Hong Kong Economic Journal Ejinsight website titled, ‘The dangers of adulation and sycophants’, assistant Professor at Hong Kong University Brian YS Wong wrote: “A spectre is haunting global politics—the spectre of adulation and sycophants...

“From Trump supporters ardently singing the praises of the Orange Buffoon, to those who tiptoe around the Kremlin in fear that they would incur the anger from those who are unabashedly unrepentant over a foolhardy and hubristic war fought in vain and with blood on their hands...

“...from those who glamourize and gloss over the casualties and deaths—numbering thousands, tens of thousands—in Palestine, to those who pretend that the post-Brexit Britain is ‘great’ in virtue of its ostensible independence… the world we live in is eerie, uncomfortable, and often downright absurd.

“We live in an era where those who adulate, who practise unctuous sycophancy, have become the primary driving forces of political and ‘uncivil’ discourse around the world. Praise has become par for the course, whilst criticism is rarely welcome, if ever.”

Wong’s words came to mind while watching one of Sports, Arts, and Culture Minister Gayton McKenzie’s now seemingly famous public performances.

The performance was during the recent Freedom Park repatriation ceremony of freedom fighters who died in exile. Just like in previous occasions, McKenzie used this August ceremony to make himself the centre of attraction by playing toady to President Cyril Ramaphosa—thanking him for “turning a former convict into an honourable Minister” and calling the President the “glue of the GNU”.

“It’s cold outside the GNU. It is nice in the GNU. Those who say they don’t want the GNU (including some in your own party) do not know what they want... I am very happy in the GNU.” enthused McKenzie to the laughter from the audience—which included former President Thabo Mbeki.

Being the “cupcake” he is known to be, Ramaphosa egged Mckenzie on, by regaling the receptive audience with tales of the Sports, Arts, and Culture Minister’s toady behaviour after being appointed cabinet minister.

The President, among others, related how five minutes after he had informed McKenzie about being part of his new cabinet, the elated new Sports, Arts, and Culture Minister called him back to confirm whether Ramaphosa was being serious and went on to thank him profusely.

What we saw during the repatriation ceremony is typical of what is happening in the world today—where people no longer mean what they and say what they mean. It is what some political commentators describe as “the 21st Century enemy to our democracy”.

According to the commentators, it is an era in which people say and act just to get attention (either or both of the voting public and the powers that be) for their own personal gain. It is also an era wherein sycophancy is not far from full time praise singing, perennial lobbying for people’s political ambitions.

“From the media establishments to religious organisations, from civil societies to political parties, from our academic institutions to our partners for development, from our professional bodies and to our traditional institutions, we have all petered into slavish and virtually sycophantic public address systems for the leadership of the state.

“In our social, political and economic development process today, we have seen varying degrees or levels of sycophancy institutionalising into concrete magnitude, having direction and effect on our identity, and succeeding mainly in a strong, perpetual, powerful, and virtually unchallengeable unbridled wielding of political, social or economic power and authority.”

As it is, McKenzie’s performance is an indication of the world’s democratic process facing an unprecedented level of how self-serving individuals play to the gallery through sycophancy. Their main weapon to achieve their nefarious mission is by licking the boots of those in power at the right time and place.

A typical sycophant, McKenzie has become Ramaphosa’s (and invariably the GNU’s) praise singer through obsequious flattery, servility, fawning, buttering, and sucking up.

With his charming and fun demeanour, McKenzie has managed to win over some members of the public. However his ability to always put himself at the centre of whatever narrative mixed with his Machiavellian tactics do expose his narcissistic tendencies.

McKenzie is a shrewd politician who—as he has previously publicly declared—understands that being involved in politics is about power—and with power people can achieve whatever personal motives driving them to operate in that realm. It is this understanding, for example, that drove him to forming his political party the Patriotic Alliance and recently join the GNU after May’s elections.

As the leader of the Patriotic Alliance, McKenzie was relatively on the periphery when it came to national politics. But by joining the GNU he has created an avenue for his voice and opinion to be counted. His behaviour is a revelation of his use of the unfortunate weapon of sycophancy to earn his place in national politics. This a weapon that has led to him signing the hymns and praises of his new master—President Ramaphosa.

Being part of the GNU—which, together with Ramaphosa and their other colleagues are selling to the public not as an elite pact but what the South African electorate instructed them to form—McKenzie is now aware that his political future has changed dramatically from being a party on the political fringes into a player at a national level. A situation he is bent on milking as much as he can into the 2029 elections.

As a South Africa politician McKenzie is also aware that we are a nation prone to laughing at itself.

We are also a nation full of “banter”—hence his “banterous” public engagements. In doing so McKenzie is camouflaging what he really is—a narcissistic xenophobe prepared to use sycophancy to achieve his ultimate goal of attaining and retaining national political office.

Hence his usual rants: “Ke Tsene” (I’m in) and “Abahambe” in reference to African immigrants living in South Africa and his signature chant: “Rea mo rata Ramaphosa” (We love Ramaphosa).

The unfortunate reality is that—judging from some of the public’s response to his political repertoire—McKenzie’s publicity stunts seem to be earning him and the GNU some political kudos—hence the egging on from the leader of the GNU, Rampahosa.

Unfortunately for the South African public, in doing so, Ramaphosa is feathering his own nest. This is because as the leader of the GNU any perception of its success will earn him political kudos—as the one who lifted the country out of the endemic socio-economic morass it has sunk into in the past 30 years.

On the other hand, as the leader of the ANC, leading a successful GNU will elevate him to the saviour of the world’s oldest liberation movement currently facing its worst existential challenge in its over hundred years of its existence.

The question we need to ask ourselves as citizens is whether Ramaphosa and McKenzie represent the kind of leadership we want in our quest for a democratic South Africa. The kind of leaders who will use every trick in the book to hoodwink us into believing that which they are offering us is in our best interests—simply to serve their own political motives.

As we ponder over these issue we should be guided by an understanding that the kind of leadership we need in our quest for democracy does not need flatterers and genuflectors. In the same breath it does not need adulation seekers who use sycophants to elevate their profile at the expense of our aspirations to live in a democratic South Africa.

This also calls on us part as citizens to beware of those who seek adulation and their sycophants.

Ido Lekota is a former Sowetan Editor and regular contributor to Leadership Magazine.

Prudential Authority’s ruthless assault on black‑owned financial institutions

Brutus Malada writes that the Prudential Authority’s actions undermine South Africa’s constitutional commitment to economic empowerment and equality

South Africa is a country with a painful past. A past characterised among others by economic exclusion and deliberate pauperisation of the black population. Blacks were reduced to providers of labour and not owners of the means of production.

The onslaught against black-owned financial institutions by the Reserve Bank’s Prudential Authority is a painful reminder that economic transformation is an elusive pipedream.

Of late, the Prudential Authority has unsurprisingly come under heavy scrutiny for the way it conducts business and the role it has played in the closure of black financial institutions. It raises questions about its commitment to fairness and equality. The perceived or real threat of targeting black financial institutions, while not new, has had far-reaching consequences and limited access to financial services for marginalised communities and continues to perpetuate economic inequality.

The regulator’s failure to save black financial institutions from forced liquidation or closures raises disturbing questions about systemic bias and their commitment to economic transformation is questionable.

The recent woes of Ithala Bank, Akani Holdings, VBS Bank, 3Sixty Life, and countless others have cast a spotlight on the Prudential Authority’s treatment of black-owned entities in the financial sector.

In the case of Ithala, the bank was suspended by the regulator for failing to meet the solvency requirements set out in the Financial Advisory and Intermediary Services Act 37 of 2002. It is reported that the suspension will remain in place until Ithala satisfies the conditions required to lift the sanction, thus affecting the bank’s ability to recruit new clients or source credit.

The mandate of the Prudential Authority is to regulate and supervise financial institutions, however, the stringent requirements that they have put in place, while intended to ensure stability and soundness, disproportionately affect black financial institutions. Black Financial Institutions, often with limited resources and scale, struggle to comply with the same regulatory burdens as their larger, more established counterparts—mostly white-owned financial institutions. The ripple effect of this is the stifling of innovation, limited access to capital, and reduced competitiveness by black business.

The banking sector remains largely untransformed thirty years into democracy, with black ownership and control remaining marginal thus the Prudential Authority has a critical role to play in promoting transformation, but its actions often seem to perpetuate the status quo.

When one looks into the suspension of Ithala Bank, critical concerns warrant immediate attention, amongst which is the treatment of black financial institutions in general—against the backdrop of economic transformation and inclusivity. It is disturbing to note that black-owned banks and financial institutions continue to face disproportionate regulatory hurdles, hindering their growth and sustainability.

While it is concerning on the part of Ithala Bank and many others for failing to comply and meet the Prudential Authority’s requirements, many in the industry see the punitive measures as a calculated assault on Black Financial Institutions and the Broad-Based Black Economic Empowerment (BBBEE) due to the authority’s past behaviour. Instead of the Prudential Authority committing to assist the bank to remedy its shortcomings, the authority is acting as a bully.

Ithala Bank has an extensive rural footprint and serves communities that, in some cases, must travel more than 100 kilometres to the nearest commercial bank. Currently, it serves over 61 000 South African Social Security Agency (SASSA) grant beneficiaries and the suspension will prevent new beneficiaries from using the bank to access their grants.

Although the intervention of the Parliamentary Standing Committee on Finance comes a little too late in the ongoing matter between the Authority and the bank, it must be commended. We must especially praise the role of the chairperson Dr Joe Maswanganyi for making a chilling appeal to his committee colleagues that “Ithala Bank must not die on our watch” while conducting a two-day oversight visit to the bank following the suspension of the bank’s financial services provider licence.

A disturbing trend has emerged where white-owned institutions receive more favorable treatment with regulatory leniency and access to resources that black institutions can only dream of.

The financial assistance in the region of billions offered to white-owned banks during the COVID-19 pandemic stand in stark contrast to the stringent requirements imposed on black financial institutions. This disparate treatment undermines confidence in the regulatory system and perpetuates economic inequality.

There seems to be a concerted effort to stifle black financial institutions from prospering and this has far-reaching consequences for economic empowerment and transformation. By limiting access to financial services and capital, these institutions cannot effectively serve their communities, perpetuating financial exclusion and inequality. This, in turn, hinders the growth of black-owned businesses, stifles entrepreneurship and undermines economic development.

Who can forget the watchdog’s search and seizure operation on Akani Retirement Fund Administrators (Akani) offices in 2023? It is alarming that the authority acted in the manner that they did.

The measures the Prudential Authority took were drastic and impugned on the reputation and credibility of the largest black-owned and managed retirement fund administrator in Southern Africa.

The closures and suspension of black financial institutions are not mere regulatory missteps, but reek of regulatory capture, bias, and a callous disregard for the very communities these institutions served.

It must also be noted that the accusations are not far-fetched, the Prudential Authority’s leadership is overwhelmingly white and is notoriously known for engineering a toxic environment that stifles innovation, growth, and access to finance for black entrepreneurs and communities.

Let us not forget that Ithala Bank, a 47-year-old institution, is currently being put in this uneviable position despite its vital role in KwaZulu-Natal’s marginalised communities.

In Limpopo, little or nothing was done to assist the VBS Mutual Bank, a beacon of hope for Limpopo’s poor and the elderly who had banked their life savings with VBS. The failure to save VBS will always remain a sore reminder of the authority’s lack of interest in saving black financial institutions.

Akani Financial Services for its part, is a promising black-owned financial services firm which was also suffocated by the Authority’s restrictive regulations. The same can be said about 3Sixty Life which was placed under curatorship by the Prudential Authority.

For lack of better expression, the Authority’s actions perpetuate financial exclusion, entrench poverty and inequality. Black-owned institutions, crucial for economic transformation, are systematically dismantled while white-dominated banks enjoy favourable treatment.

These closures and suspensions are not isolated incidents, they represent a disturbing pattern of systemic racism. To call it bluntly, this is not merely a regulatory issue, it is a human rights crisis. In the aftermath of every closure or suspension, thousands of employees will lose/lost livelihoods, communities left devastated, and economic opportunities vanished. The deepening poverty and inequality will have lasting effects on generations to come and we can’t sit and watch.

In the main, the closure of these critical institutions will result in reduced access to finance for black entrepreneurs and this in turn stifles innovation and growth in the communities and areas they operate. Ultimately, this will have devastating consequences for the economy.

It cannot be business as usual when the Prudential Authority’s actions undermine South Africa’s constitutional commitment to economic empowerment and equality. The finance minister, Reserve Bank, and the Parliamentary Standing Committee on Finance must initiate an immediate investigation into allegations of regulatory capture and systemic racism by the Prudential Authority.

This must be done in a fair and transparent manner with all role players involved. If not, there will be a continuous total annihilation and systematic destruction of black financial institutions which will reverse the gains of the democracy and linger the specter of apartheid-era economic disparities.

Brutus Malada is a prolific writer with articles in academic journals, chapters in books, and guest columns.

Move over Barbie, it’s triad time

Solo visionaries and power couples have long dominated the leadership landscape. But Leigh Myles, Profitroom Regional Director for Africa, is exploring a refreshing alternative: triad leadership. It’s a model that’s not just changing how decisions are made, but also challenging our perceptions of what leadership should look like in the 21st century

 “I am a leader, and that’s the end of that,” Leigh says, pushing back against the tendency to pigeonhole leaders based on gender rather than recognising their skills and accomplishments. This sentiment highlights a broader issue in the business world, where labels often overshadow individual merit.

It’s this push for a more nuanced, inclusive approach to leadership that forms the foundation of the triad model. “It’s a principle that’s simply better than two or one,” she explains. “If there’s just one leader and that person leaves, you start from zero. With two, you’re back to one if someone departs. But when there’s three of you, you’ve always got two people to discuss, to break up ideas. You get three varied opinions.”

Leigh emphasises the importance of bringing together different perspectives across age, gender, and experience levels. “It’s about creating a balanced team that can tackle challenges from multiple angles,” she explains. This diversity isn’t just about ticking boxes; it’s about harnessing the unique strengths each individual brings to the table.

To illustrate this point, Leigh provides a real-world example of how triad leadership works at Profitroom. “In our leadership team, we have a balance of perspectives, particularly when we’re looking to expand our client base in a specific region,” she explains.

The triad consists of Leigh herself as the Regional Director, bringing her wealth of hospitality experience at 53 years old and an extensive network of contacts. The Partnerships Expert, a 56-year-old male, contributes strategic thinking and a strong network of industry connections. Completing the triad is their 40-year-old female Senior Business Development Manager, a results-oriented sales professional with a proven track record of closing deals.

Leigh elaborates on how this diverse team operates: “When we’re targeting new hotels, I leverage my industry knowledge to identify potential clients. Our Partnerships Expert explores opportunities for strategic alliances, and our Business Development Manager develops tailored sales strategies and pitch presentations.”

The varying ages and backgrounds of the team members bring unique perspectives to the table. “My experience provides insights into the challenges and needs of hotels,” Leigh says. “Our Partnerships Expert’s network opens doors to new opportunities, and our Business Development Manager’s focus on sales drives our revenue growth.”

This diversity strengthens their problem-solving capabilities. Leigh provides an example: “If a hotel is hesitant to adopt new technology, I can provide reassurance based on my experience. Our Partnerships Expert highlights the benefits of similar partnerships we’ve formed, and our Business Development Manager tailors the sales pitch to address the hotel’s specific needs.”

“What’s beautiful about this triad approach,” Leigh continues, “is that it’s not about being a ‘woman leader’ or a ‘male leader’—it’s about bringing our individual strengths to the table. Yes, I might approach things with more emotion or intuition, but that’s balanced by our Partnerships Expert’s analytical style and our Business Development Manager’s results-driven perspective. We’re equal, we’re collaborative, and we make better decisions as a result.”

Interestingly, Leigh draws parallels between effective leadership and good parenting. “If you’d go back to parenthood, where do you feel like you’re a successful person, a successful parent when your child is happy and does well? So is that not the epitome of it to have a high performing happy team.” This approach shows the importance of nurturing and empowering team members, rather than simply directing them.

Leigh’s leadership style at Profitroom reflects this philosophy. “I don’t believe in micromanagement at all,” she says. This approach has made Profitroom an attractive workplace. “Everywhere we go, people want to work for us at Profitroom, not because they know Profitroom, but because they feel that amazing sense of excitement, amazing sense of how our team cares so much for each other.”

However, Leigh also emphasises the importance of boundaries. “The best parents in the world are those parents that are fair, but have boundaries,” she explains. “Your team also have to feel safe in boundaries. At any time, sometimes you have to step in and have some boundaries when a team member is struggling.”

The importance of diverse perspectives was driven home for Leigh during a recent screening of the Barbie movie. While many celebrated the film’s portrayal of female empowerment, Leigh found herself conflicted. “I was so offended by the Barbie movie,” she admits.

“The reason that I was offended by it is because for years, women have been put down... but why in this movie did the women now have to make the men look stupid? Why are we not just equal?”

This anecdote highlights a crucial aspect of triad leadership: it’s not about one group dominating another, but about bringing together diverse strengths for the benefit of all. Emotional intelligence (EQ) plays a key role in this process. “I think EQ is rising amongst leaders,” Leigh notes. “We no longer have this kind of bombastic ‘you do as I say’ approach. Leaders have to learn how to be inclusive in the decision-making process.”

This shift towards more emotionally intelligent leadership is partly driven by changing expectations from younger generations entering the workforce. As Leigh puts it, “We live in a generation where we have to listen to our team. They are a totally different generation rising up.”

In practice, this collaborative EQ approach extends beyond the leadership team to how the entire organisation operates. Leigh has found particular success in applying this inclusive mindset to technology adoption in the hospitality industry. She explains the importance of “selling the story”—communicating complex ideas in a relatable, engaging way that resonates with the audience.

“It depends how you sell it,” she explains, recounting a successful business trip where her team’s warm, storytelling approach resonated more effectively with clients than a purely technical presentation. This ability to translate complex ideas into relatable narratives is becoming increasingly crucial as technology reshapes industries.

Looking to the future, Leigh sees leadership continuing to evolve towards more collaborative, emotionally intelligent models. “I think it’s becoming much more innovative and cutting edge when it comes to people,” she says. “Leaders have to learn how to be inclusive in the decision-making process.”

The triad model, with its emphasis on diverse perspectives and collaborative decision-making, seems well-positioned to meet these emerging challenges. By bringing together different strengths, experiences, and viewpoints, it creates a leadership structure that is more resilient, adaptable, and attuned to the complexities of today’s business landscape.

As Leigh puts it: “A team is only as strong as its weakest member. But when you have a high-performing team like mine, it’s incredible how we can complement each other’s skills and excel in any environment. Even while we’re thousands of miles away in Mauritius for a two-week business trip to expand our market, someone is always ready to step up and fill the gaps. Each team member brings unique strengths to the table, making us unstoppable.”

Leigh Myles, Profitroom Regional Director for Africa