A national icon celebrates 80 years of touching lives through innovation

For any organisation to have a lasting impact over eight decades is significant. To flourish despite changes brought about by evolving technologies, societies as well as natural and political landscapes, takes some doing.

 This year, the CSIR celebrates its 80th anniversary, having been established by Parliament as South Africa’s first multidisciplinary science council in 1945. The organisation is extremely proud of this feat. It is grateful to the many leaders and employees who lived their passion for making a difference, to the policymakers who believed in the potential of science, technology and innovation to accelerate socioeconomic prosperity and to the partners and stakeholders who share the organisation’s vision.

Looking back: The CSIR did that!

Created new industries

Radar technology is undeniably critical in today’s world. It is used in air traffic control, maritime navigation, weather observation, early warning and, in military contexts, intelligence collection, wide-area surveillance and self-protection. Back in 1939, the CSIR’s founding President, Sir Basil Schonland, led the team that received the first radar echo in South Africa. After the war, in 1946, he established the Telecommunications Research Laboratory at the CSIR, where a small group of brilliant minds set out to establish a local knowledge base. This venture became one of the foundations of the electronics industry in South Africa, including the radar and electronic warfare industries. In addition to supporting the South African National Defence Force with a slew of radar innovations, today, many other local and international clients collaborate with the CSIR to develop cutting-edge radar innovations.

Eight decades after World War II, which highlighted the importance of home-grown science, another worldwide phenomenon in the form of a health pandemic reignited this awareness. This time, the CSIR also played a role in establishing local skills and capabilities. At the onset of the pandemic in early 2020, South Africa relied on imported diagnostic kits and instruments. However, as the country continued to experience the devastating effects of increasingly infectious variants of the virus, the need for affordable and readily available rapid testing —independent of international supply chains—became critically important. In response to this demand, the CSIR and CapeBio developed and demonstrated the efficiency of a biomanufacturing process that produces two enzymes for combination into a one-step Covid-19 diagnostic assay. The research team could capitalise on the CSIR’s existing know-how and previously commercialised enzyme biomanufacturing technologies. The resulting kit and reagents to test for Covid-19 were developed in under a year as a first in South Africa. Since then, the CSIR has taken up a key role in nurturing African biomanufacturing skills and capabilities to establish a vibrant, competitive industry.

Established world-class national science and technology infrastructure

New knowledge generation and world-class innovations depend on modern and appropriate facilities and scientific infrastructure. The CSIR has remained acutely aware of this link, and despite funding challenges dotted along its 80-year journey, it now houses some of South Africa’s most advanced facilities dedicated to supporting the South African industry in its quest to become more competitive.

These include a biorefinery facility that helps the forestry and other biomass industries to turn waste into value-added products; a proteomics facility to help scientists develop cancer and HIV therapeutics; and nanotechnology facilities that enable researchers to manipulate and manufacture materials at the nanoscale to make products that are stronger, more heat resistant and less flammable. CSIR facilities enable the manufacturing of larger 3D-printed parts than anywhere else in the country, test solar photovoltaic modules under real-world South African climatic conditions and process massive datasets in an instant with the fastest supercomputers in the country. All new cutting-edge facilities that make the seemingly impossible possible.

In the mix are also laboratories that, despite having served the industry for decades, have remained invaluable. The rope testing laboratory, where the steel wire ropes that hoist people and material up and down hundreds of mine shafts in South Africa, tests some 2 200 specimens per year and has been operated by the CSIR since 1970, undergoing several equipment upgrades over the years. The CSIR’s suite of wind tunnels, where the flow of air encountered by an aircraft during flight is simulated, has four main tunnels covering a speed range from very low subsonic speeds up to 4.3 times the speed of sound in the supersonic facility. The design of flight vehicles requires significant industrial investment and poses a huge burden on the developer to get things right the first time. CSIR wind tunnels are ideal to study and determine performance predictions early in the design phase. The organisation has also been modelling new ports for local and international harbour developments since 1969.

Achieved world and South African firsts

The collective brainpower of brilliant individuals has, over the years, resulted in several world firsts for the CSIR. Early on, in 1954, Dr Trevor Lloyd Wadley invented the first microwave electronic distance measurement equipment, the tellurometer, which revolutionised land surveying globally. In 1956, a company named Tellurometer Ltd. was established in Cape Town to exploit the invention, and the first production model appeared in 1957.

In the same year, the CSIR’s satellite tracking station earned international acclaim for being the first to track and correctly predict the re-entry of Sputnik-1, the world’s first artificial satellite.

In the early 1980s, the CSIR invested in biomaterials research, specifically composite materials, for high-duty applications. This opened up a new field of research into carbon-fibre-reinforced composites for surgical implants and resulted in the bollard, which formed part of a ligament repair kit that was marketed worldwide. Invented by researchers Peter Mundell, Dr Michael Hunt and Dr Angus Strover in 1982, the bollard was an implantable expanding rivet used to attach artificial ligaments to bone in ligament repair operations. It became the first carbon-fibre-reinforced composite implant approved by the US Food and Drug Administration for human surgery.

In 2020, the CSIR was also the first to radiometrically quantify the ultraviolet light emitted from pylons using a new powerline inspection system to detect defective high-voltage electrical installations. The CSIR licensed the technology to UViRCO Technologies, which continues to be a prominent player in this sector.

South African firsts, too, have been impactful. The CSIR developed the first text-to-speech product that can deliver synthetic voices in 11 of South Africa’s official languages and developed models to accurately predict the results of an election with only 5% of the voting stations counted.

Improved the competitiveness of local companies

The scope of the support rendered to South African companies has been vast, resulting in diverse products, such as a laser system for sorting diamonds, an insect repellent based on a citrus oil blend; biodegradable tree-planting containers; probiotics with a prolonged shelf life; a vegan protein powder based on a fungus and produced in a bioreactor; an armoured vehicle to foil cash-in-transit heists, and many more. Researchers helped test the first local commercial metal 3D printer; the transparent wing of a new turbine for its South African inventor and a new South African-designed concrete armour to protect our coast against rough seas.

In line with national imperatives, the CSIR supports microenterprises and other small to medium-sized businesses, focusing both on growing new enterprises and the competitiveness of existing ones. In the 2023/24 financial year, the CSIR supported approximately 179 small, medium and micro enterprises (SMMEs), with 69% of these being at least 50% black owned, 20% with youth ownership of more than 50% and 30% at least 50% women owned. The CSIR also provided access to its niche technology base through several licence agreements. Of the licence agreements concluded in the last year, 62% were issued to 100% black-owned companies and 15% to women-owned companies.

In some cases, CSIR support and joint development take the form of access to specialised technical infrastructure and expertise across multiple domains, ranging from biomanufacturing to aerospace, and in others, the organisation offers support for regulatory compliance. It has assisted SMMEs in implementing alternative energy solutions to aid their sustainability and has supported others’ involvement in the local manufacturing of components.

The CSIR also partners with SMMEs to develop novel systems and products, commercialise innovations and inventions and access new markets. The CSIR has, in the past five years, supported close to 600 SMMEs in various sectors. For example, to date, we have supported 23 SMMEs in the development of high-quality, regulatory-compliant, safe, efficacious and affordable cannabis products for local and international markets. This followed the development of a National Cannabis Master Plan that highlighted the potential of the cannabis sector for the development of SMMEs, attracting domestic and foreign investment and adding value in the processing and manufacturing of products for local and export markets.

Contributed to a capable state

The CSIR’s contribution to government is evident in the many policies that are in place and have been adopted based on the organisation’s research findings and recommendations.

It supports its major stakeholder, the Ministry of Science, Technology and Innovation, alongside other Ministries tasked with health; defence; energy; agriculture; environmental affairs; trade, industry and competition, as well as transport. The CSIR’s work, through these partnerships, contributes to the objectives of the National Development Plan.

The organisation has provided invaluable impartial technical advice to the Department of Defence for many years, assisting with the modification of personnel carriers, the development of new uniforms, local radar solutions for frigates acquired by the South African Navy, as well as ground-based air defence radar systems.

CSIR environmental experts have advised on which geographic areas are best suited for wind and solar photovoltaic energy projects, developed a waste tyre management plan and mapped the vulnerability of the entire South African coast to assist decision makers in the face of climate change. They have also contributed to the country’s National Biodiversity Assessments in partnership with the South African National Biodiversity Institute. These assessments detail the key pressures, such as habitat loss, flow modification, pollution, climate change, and ecological condition, as well as headline indicators on the threat status and protection level of the country’s ecosystems and species to inform policy and societal behavioural change.

In the energy sector, the CSIR drew on its skills in laser technology to repair the turbine rotors used by Eskom to generate power, thereby contributing to reduced downtime with its knock-on effects for the country.

Positive impact on society

The CSIR’s multidisciplinary capability base contributes to the fact that its impact can be felt in a multitude of sectors of society.

In the education sector, researchers in speech and text technology have put their specialised skills to work to enhance home language literacy. They have integrated speech and text technologies into an Android application that provides learners with a dynamic digital learning environment in their home language and English. The app was piloted with isiZulu-speaking grade 3 learners in Soweto and with Sepedi-speaking grade 3 learners in Mamelodi during 2023 and 2024.

In the health sector, the organisation is collaborating with the University of Pretoria to bring about personalised cancer medicines for African patients. Researchers are screening cancer tissue samples to find existing drugs that could be repurposed as effective chemotherapies for people of African descent. They are building a database of tumour samples donated by consenting patients at Steve Biko Academic Hospital so that future patients in Africa may access personalised cancer medicines.

The impact of CSIR’s work is also felt in critical fields such as water resource management, where the organisation is enabling the municipality of De Aar in the Northern Cape to manage aquifer recharge (refilling from rainfall) to facilitate better decisions on groundwater usage, monitoring and management. Municipal managers can now use the aquifer maps generated by the research to schedule and switch borehole pumping in a way that will not deplete aquifers during, for instance, the dry season. It follows two years during which local farmers and municipal officials worked with a team from the CSIR, the University of the Western Cape and the Northern Cape branch of the Department of Water and Sanitation to map aquifer systems below the surface in the area. They pinpointed the location, extent and thickness of groundwater channels and measured the quality of groundwater in terms of acidity, flow, temperature and potential harmful contaminants.

The CSIR acted as a technology partner in the fight against wildlife crime, specifically to counter rhino poaching. South Africa stands as the last stronghold for rhinos on the African continent. Despite a public outcry, public funding and fortified reserve defences to save the rhino, poaching syndicates were getting the upper hand. In 2013, the CSIR first partnered with South African National Parks to evaluate, test and develop anti-poaching technologies, including those for advanced shared situational awareness. At that stage, the Kruger National Park, home to the largest rhino concentration in the country, had been victim to an escalation in rhino poaching. By 2020, CSIR technology had detected more than 95% of the poachers who entered the deployment area, contributed to the successful arrest of at least 65% of all detected poaching groups and effectively prevented an additional 10% of detected poachers from shooting rhinos – a total disruption of approximately 80% of all detected poaching activity. As a result of these successes, poaching attempts in the area of operation were greatly reduced. In addition to reducing rhino poaching by nearly 80%, the presence of meerkats has deterred poachers and stabilised areas with high rhino poaching densities.

Helped create the next generation of scientists

The CSIR’s human capital strategy focuses on strengthening and building a strong pipeline in science, engineering and technology through continuous initiatives such as bursaries, internships, studentships and graduate-in-training programmes.

For example, to nurture the next generation of ocean scientists to help tackle climate change, the organisation has, in the last 13 years, trained over 80 ocean scientists on the use of ocean robotics, high-resolution modelling and machine learning data products. In the same vein, to cultivate skilled cybersecurity professionals capable of proactively safeguarding organisations against ever-evolving cyber threats, the CSIR partnered with The Cyber Excellence Academy in 2023, resulting in the first cohort of graduates a year later.

The CSIR has run similar initiatives to produce the next generation of biotechnologists and supercomputing specialists.

The CSIR’s dedication to planning for future skills resulted in a close collaboration with the country’s Sector Education Training Authority. In 2021, the CSIR engaged the then Department of Science and Innovation (now known as the Department of Science, Technology and Innovation), the Department of Higher Education and Training, the National Skills Fund and several Sector Education Training Authorities on fourth industrial revolution (4IR) skills development and innovation.

One of the programmes presented was the CSIR Learning Factory. A learning factory emulates a real-world working environment to deliver future-oriented education and training while nurturing innovation. Leveraging transformative technologies underpinned by 4IR, the CSIR Learning Factory provides diverse skill development opportunities across industries.

Looking ahead: Contributing to the country’s future wellbeing

The exciting part of turning 80 – perhaps even more than reflecting on the past – is celebrating how well the organisation is positioned to harness the collective brilliance of its people to work for the country’s future wellbeing.

Meet the man at the helm

The man leading the charge to apply science and technology for the benefit of the country is Dr Thulani Dlamini, who took up the reins as the CSIR Chief Executive Officer in 2017. In the lead-up to this achievement, he spent nearly the same number of years at Sasol and the CSIR. He considers both of these brands as thoroughbred South African icons and says that he feels a sense of loyalty to both.

A trained scientist; he started his career at Sasol as a scientist and progressed through the ranks to chief scientist in heterogeneous catalysis and materials characterisation research. Before becoming CEO in 2017, Dlamini headed the CSIR National Laser Centre. He became the CSIR’s Group Executive for Research and Development, only to be lured back to Sasol, where he ultimately became Vice-President: Strategic Research and Technology in 2014. The CSIR had the final say in the duel when he became the CSIR Chief Executive Officer in 2017.

His solid scientific background stands him in good stead at a multidisciplinary research and technology organisation like the CSIR, which engages in a wide range of areas, including advanced chemistry and life sciences, manufacturing, defence, energy, water, transport, mining, information and communications technology, and the environment.

“I have learnt a great deal about all of these fields but could never be an expert in all of them. For that, we have chief and principal scientists,” he quips. Dlamini says that while science and technology, as well as their associated breakthroughs, never fail to excite him, it is the impact potential that really gets him going. “If we harness our multidisciplinary capabilities and maximise the application of our collective intellectual capacity, we really have a chance of changing the fortunes of the people of South Africa.”

It is clear that Dlamini is acutely aware of the social and economic challenges of South Africa and how they affect all South Africans. “In many respects, I represent rural South Africa. I come from humble beginnings, having grown up in a small village in KwaZulu-Natal. The first time I came into contact with science was in grade 11 when I went to boarding school in Mariannhill. I understand the struggle context and how an educational lifeline, such as a bursary, can change someone’s life and future prospects.”

As CSIR turns 80, Dlamini articulates his view of leading the organisation and states, “While the CSIR’s objectives have always centred on making an impact through scientific research, through the sacrifices of many, the South African societal context has changed for the better, and for that we are grateful. To use multidisciplinary research and technological innovation to help improve the quality of life of the people of South Africa at a time that the world is going through major technological advances brought about by the 4IR is a privilege.”

The focus at eighty

Some two years after he started his tenure as CEO, in 2019, Dlamini introduced the current CSIR strategy after a rigorous organisation-wide strategic planning process. The strategy focuses on amplifying the “I” in CSIR – using research, development and innovation to support re-industrialisation while ensuring continued support for the development of a capable state.

“We had to acknowledge some stark realities, such as the declining growth in some of the country’s traditionally strong industries. It was clear that the CSIR was coming up short in its support of industrial development. While we wanted to continue to support the development of a capable state – serving the needs and requirements of the public sector – we needed to pay attention to how we support industrial development if we wanted to achieve the intentions of our mandate,” he explains. The strategy focuses on growth, sustainability, impact and relevance.

In the last five years, the CSIR has achieved significant milestones, producing more than 2 000 publications, developing nearly 300 new technology demonstrators and concluding more than 40 licence agreements with industry partners. In addition, the organisation has localised 72 technologies and supported close to 600 SMMEs and more than 500 projects, demonstrating its commitment to enabling reindustrialisation and the creation of a capable state.

The circular economy: An opportunity for sustainable development

Resources are at the heart of every economy. As such, sustainable resource management and the transition to a more circular economy have become essential rather than optional for meeting economic, social and environmental imperatives for every country, according to Dlamini.

He adds, “Science, technology and innovation are critical to supporting a country’s transition to a more sustainable, efficient and sufficient circular economy. The circular economy calls for disruption, innovation and system change, and it has a strong role in national systems of innovation. The CSIR is particularly well positioned to explore the opportunities for South Africa to transition to a circular economy by leveraging science, technology and innovation.”

The CSIR has undertaken numerous projects that align with the principles of a circular economy – such as eliminating waste and pollution, keeping products and materials in use, and regenerating natural systems.

These principles are all key contributors to achieving the Sustainable Development Goals adopted by all the United Nations members in 2015.

The CSIR’s commitment in this regard was evident when, in 2023, the United Nations Environment Programme named the CSIR a 2023 Champion of the Earth in the Science and Innovation category. The annual Champions of the Earth award is the UN’s highest environmental honour. The Science and Innovation category recognises individuals or organisations whose groundbreaking work pushes the boundaries of human knowledge and technology while making positive impacts on the environment and the many projects undertaken in support of the SDGs will be on display when the CSIR co-hosts the 8th G-STIC Conference in Pretoria in October 2025.

The Global Sustainable Technology and Innovation Community (G-STIC) drives the acceleration of technological solutions for the SDGs by connecting innovators, entrepreneurs, researchers, industry leaders and policymakers worldwide.

Commercialising CSIR technologies

Towards the end of 2023, the CSIR launched a commercialisation enterprise named CSIR C3 (pronounced CSIR C-Cubed) to accelerate the pace and increase the scale of the commercialisation of its technologies and intellectual property.

“The decision to establish a standalone special-purpose technology commercialisation company was driven by the necessity to work with industry and to accelerate the commercialisation of the intellectual property that the organisation generates. The initiative is part of our strategy to collaborate with partners to create innovation-based companies to support the reindustrialisation of our economy,” says Dlamini.

CSIR C3 is driven by specialists in business creation to nurture enterprises, build partnerships with current enterprises and stimulate investment to complement the technical capabilities of the CSIR.

EPIC individuals in pursuit of improved socioeconomic prosperity

“We are privileged to have epic colleagues who continue to embody and live up to the CSIR’s values of excellence, people-centredness, integrity and collaboration. South Africa is privileged to have patriotic and committed citizens who pursue a shared vision of accelerating socioeconomic prosperity for our country,” he concludes.

80 and beyond

As the CSIR celebrates 80 years of groundbreaking innovation, it remains firm in its commitment to shaping South Africa’s future through science, technology and innovation. With a bold vision for the next 80 years, the organisation will continue to drive research excellence, support industrial growth, and develop cutting-edge solutions that address national and global challenges. By investing in talent, deepening collaborations and advancing transformative technologies, the CSIR not only reflects on its legacy but also builds an even more impactful future—one where innovation continues to touch lives, empower industries and propel South Africa to the forefront of global scientific and technological advancements.

The CSIR in an entity of the Ministry of Science, Technology and Innovation.

Shaking up the insurance game

The new kid on the block, glu, is ready to revitalise the insurance sector with a proposition that is likely to get a lot of people excited—and leave a few competitors a little worried

Despite being just a few months old, glu, a new division within PPS Insurance Company, is looking to change the insurance game by providing members with more than just peace of mind.

Unlike other insurance entities, glu–with an initial offering of life and short-term insurance—promises to share its profits with members, making the relationship a mutual experience.

Driven by the spirit of Ubuntu, glu is all about “Financial Togetherness™”, a term coined by the business, which Chief Executive, Michele Jennings believes aptly captures the essence of the brand.

Jennings, a Chartered Accountant by training, admits that while it is going to take some time to build a name for themselves, the long-term benefits are going to be hugely beneficial for those who put their trust in this exciting new venture.

“We’ve taken a very peculiar approach to almost ‘un-innovate’. We’ve decided to simplify things as far as possible, as our market research shows that people really struggle with financial services, they find it complicated and over engineered. We worked really hard to make sure that our user interfaces and our engagements are simplified,” Jennings explains.

”We’ve invested in simplifying all of the touch points. We’ve written the policy and all of the communication from scratch, and we’ve used people to review it that are not from financial services in the hope that we could land on something that’s really simple and easy to understand, with the intention of creating less anxiety for people when they deal with us.”

A glu policy is the only qualification one needs to become a member and as a member, you are essentially a shareholder. Premiums cover the insurance risk of the member, but they also open up the opportunity for them to share proportionately, depending on the level of premiums, in future profits of the business.

Leveraging technology, remaining human

The rise of Artificial Intelligence (AI) has been a game-changer for many sectors, with the insurance sector being one of the early adopters.

glu uses AI as the power behind their automated underwriting rules engine, which uses various rules to quickly and automatically process the underwriting of individuals who meet certain criteria.

The entity is also using AI to build and design processes when it comes to claims and member communication.

However, Jennings is very aware that while technology such as AI is able to propel the business forward relatively quickly, the reality is that some potential members are still very much unfamiliar with and apprehensive of technology.

For many, especially when it comes to their money, relationships built with humans will always be the number one choice, which is why glu offers a two-pronged approach to member onboarding and relationship building.

“When we started building this business, we said from the start that it needs to be digital, but our research also showed that people get frustrated when they’re dealing purely with technology and that they actually want to be able to engage with a person when they really need to. As a result, we came up with the phrase, ‘Digital with Heart’, which involves digital, but we’ve got people who care available to help,” Jennings reveals.

“From the advisers right at the start of the process to if somebody has got a challenge or a problem that they’re trying to deal with, they can actually speak to a person. Our call centre has got people who engage with our members and with our advisers. That has been so well received and we get so many compliments that our people go out of their way to resolve any challenges, to answer any questions, and I think people have found that to be quite refreshing.”

Leading a team into the (somewhat) unknown

Jennings’ role as Chief Executive sees her leading a relatively young team.

The youthful feel of the team, Jennings believes, is just what a start-up such as glu requires, as while they may have the backing of PPS, there is still a large amount of innovative groundwork required to create a business that will be able to stand the test of time.

Some may say it even takes the courage of youth to summon the guts for the start-up grind.

“It really takes guts for people to join a start-up. It is high risk, because anybody who joins a start-up organisation knows that there’s a risk associated with that; is it going to work, what is it going to look like, what is the culture going to be like? So it takes a special type of person who’s got that entrepreneurial spirit to join an organisation like this and I am very blessed that the management team is a group of individuals who really buy into that and they are very excited about the fact that all the ideas that they generate are going to be implemented,” she says.

“It really is a different breed. They are young, diverse, enthusiastic, and energetic, but also prepared to get their hands dirty and really get stuck into the meat of the business. As a start-up, you have to be prepared to do absolutely anything; we’ve all said we’re prepared to answer the phones at the call centre if it gets too busy. That’s the level that we’re prepared to go to.”

One of the main challenges Jennings has faced so far is when it comes to managing expectations and creating a working environment which does not get ahead of itself. While the enthusiasm is clearly there and Jennings has a team champing at the bit, the reality is that glu needs to walk before it can run.

“I think sometimes people forget that we are a start-up. I think that although people buy into this whole concept of ‘entrepreneurial’ and ‘start-up’, they sometimes forget that it is exactly that—a start-up—and that you have to do things in small increments. You are building from scratch, so not everything is available right from the start.

“You have to be very cautious with the capital that has been allocated, as it is not an endless supply. You have to be very smart, you have to prioritise, and I think sometimes people just assume that they can implement whatever is required because there’s an apparent endless supply of capital.”

What the future holds

While the here and now is very important in building the foundation of glu, strategic planning and goal setting for the future is just as important.

The next step for glu is to launch their investments arm in April to complement their insurance offering. This, according to Jennings, is “incredibly exciting as it creates a lot of opportunity for those members that haven’t previously been able to qualify for Profit-Share—they can participate now and have access to that”.

On the technology front, Jennings is very excited to see how glu can continue to leverage off AI and other technology to create a user experience that is second to none in the insurance sector, but, again, without sacrificing that human touch they believe to be so important to their business model.

“We want to use our technology stack to create a wow factor. There are quite a few things in the pipeline that I can’t mention right now, but what I can say is that you will see serious innovation around how we can boost Profit-Share for our members,” she concludes.

And we look forward to seeing what that entails and how it can assist South Africans in the years to come.

SA’s HIV/AIDS and TB programmes reel from the abrupt US funding termination

Dr Fundile Nyati takes a look at the impact the abrupt USAID funding termination could have on South Africa and those living with HIV/AIDS

South Africa is reportedly the country with the greatest number of people living with HIV infection in the world, with estimates putting HIV infected people in the country at around seven million people.

As a country, during the height of the HIV and AIDS epidemic here in SA in the 90s and 00s, we were amongst the most hard-hit countries by the HIV/AIDS pandemic in Sub-Saharan Africa and the globe. At that time, South Africa experienced and recorded very high new HIV infections (both children and adults), high levels of HIV/AIDS ill health/morbidity, as well as record deaths/mortality arising from AIDS-related complications.

The above untenable public health situation in South Africa was not helped by the then sluggish or half-hearted HIV/AIDS responses, largely influenced by the denialist HIV/AIDS mindset that prevailed from the Presidency of the 2nd and 3rd government administrations during a period that required informed leadership that was informed by evidence-based science, as opposed to half-baked pseudo-science that was propagated by a minority of global pseudo-scientists, who had gained a sympathetic ear/audience with the highest office in the land.

At the height of HIV/AIDS denialism in government, civil society—including NGOs/NPOs, organised labour, academics etc.—put public pressure on the government/s of the day using public protests, as well as courts of the land to force the then government to do the right thing with regards to ensuring roll out of massive public health awareness, massive testing of South Africans for HIV infections in programmes that were termed Voluntary Counselling and Testing (VCT), as well as ensuring that those South Africans who were already HIV infected with evidence of compromised immune systems had access to life saving Antiretrovirals (ARVs).

Foreign funding/grants to support HIV/AIDS programmes in the NGO sector came in very handy when the government was still ideologically tight-fisted with regards to funding the much-needed HIV/AIDS prevention and treatment programmes. Amongst the biggest funders was the PEPFAR (United States President Emergency Plan for AIDS Relief) through USAID, which was established in 2003.

The civil society pressure that was put on the then government to ensure provision of Antiretrovirals (Nevirapine) to prevent mother to child HIV transmission via court orders to SA government and the active involvement of prominent South Africans like former President Nelson Mandela, Chief Mangosuthu Buthelezi, and Archbishop Desmond Tutu just to mention a few, gave more impetus to force the then government to change their half-hearted stance to ensure that a more comprehensive HIV/AIDS national response was adopted and effectively rolled out.

The biggest and most positive turning point in the SA government’s HIV/AIDS response took place after there was a leadership change at the ANC presidency following the outcomes of the Polokwane ANC Conference that ushered in Jacob Zuma, whose ANC Presidency and later Presidency of the SA Government ensured a significant HIV/AIDS policy shift to prioritisation, and a more energised and better funded roll-out of the various key pillars of the National HIV/AIDS and TB Response, including HIV testing and ARVs treatment programmes.

The government’s mindset shift towards a more aggressive roll out of a comprehensive HIV/AIDS national response resulted in a the set up of the largest Antiretroviral programme in the world, which by the beginning of this year is reported to have enrolled about 5.5 million people who are living with HIV, ensuring that lives were prolonged and saved. At the beginning of this year, the government was funding 76% of our HIV/AIDS and TB response.

The balance of the 24% of the national HIV/AIDS and TB response was reportedly funded by PEPFAR through USAID and Global Fund at 17% and 7% respectively. It is heartwarming to see that our national government, through its commitment to the fight against the HIV/AIDS scourge, has been able to self-fund just over three quarters of the much-needed comprehensive HIV/AIDS response.

The 76% funding by our government of the national HIV/AIDS and TB response is very admirable and a public demonstration of our government’s commitment to prioritising the fight against HIV and AIDS in the country. It is also important to highlight the fact that the HIV/AIDS and TB services that are funded by both USAID and Global Fund are largely complementary to those that are provided in the Public Health services towards fighting HIV/AIDS.

South Africa is a member county in the 194 member counties that belong to the United Nations and World Health Organisation (WHO), a specialised agency of the United Nations that curiously enough was formed in 1948, a year in which Apartheid was legalised in this country. In 2014, the Joint United Nations Programme on HIV/AIDS launched the 95:95:95 targets which are intended to reduce HIV transmission and mortality, with a goal of ending HIV/AIDS pandemic by 2030.

The 95:95:95 target means every member country should ensure that 95% of all HIV infected people are tested and diagnosed for HIV; 95% of those HIV positive people are put on Antiretrovirals; and, lastly, 95% of the people who are put on ARVs treatment for the viral infection are effectively suppressed (undetectable viral load).

The heavy investment by our national government from our national fiscus of the national HIV/AIDS and TB response, supplemented by the funding from both USAID/PEPFAR and Global Fund has certainly gone a long way to help SA move closer towards the 95:95:95 UNAIDS targets. On the 25th of February 2025, realising that SA still had 1.1 million people who are not yet on treatment, the National Department of Health (NDoH), led by Dr Aaron Motsoaledi, launched a new HIV treatment campaign that is meant to uncover those 1.1 million people who are not already on treatment, to ensure that they are on treatment by the end of December 2025, thereby helping the country move closer to the 95:95:95 UNAIDS target.

With all the good work that our National Government supported by USAID/PEPFAR and Global Fund funded NGOs is doing working together to fight the HIV/AIDS and TB scourge, and get the country closer to achieving the 95:95:95, the recent inauguration of President Donald Trump on the 20th of January 2025 has ushered in a major setback in the country’s fight against HIV/AIDS and TB.

On the same day as his inauguration, President Trump signed a raft of executive orders, two of these executive orders were focused on global health issues. The 1st global Health Executive Order that he signed was about the intended US government withdrawal from the World Health Organisation (WHO), and the 2nd Executive Order that he signed was about a 90-Days USAID Funding Freeze/Pause in Foreign Development Funding/Foreign Assistance, which basically ordered that all USAID/PEPFAR funded programmes globally should stop their operations with immediate effect.

The abruptness of the 2nd Executive Order (90-Day Pause on USAID/PEPFAR funded operations) sent immediate shockwaves and disbelief across the world, including here in South Africa, where there are many NPOs/NGOs that are funded by PEPFAR through USAID, and are doing invaluable complimentary work to that which is done by our national government in the fight against HIV/AIDS and TB.

A few days later, the US Secretary of State, Marco Rubro, offered a glimmer of hope to the affected organisations by saying there was a reprieve through a temporary waiver against the Executive Order for organisations that were involved in humanitarian work that was lifesaving. In support of his utterances, the US State Department released a waiver memorandum which supposedly allowed lifesaving services to continue. This temporary reprieve had very little or no impact here in SA as confusion reigned and search for more clarity regarding the reprieve at central offices of USAID went unanswered, because those who worked there were ‘dismissed’ or ordered to stay away from work until further notice.

On the Wednesday night of the 26th of February 2025, the worst fear by the affected PEPFAR/USAID funded organisations became a nightmare reality, when they individually received funding agreements termination letters. Those USAID/PEPFAR funding agreements termination letters instantly caused a funding crisis and turmoil in the public health sector.

In a hastily arranged press conference after that fateful Wednesday night of permanent terminations, hardly 24 hours later, National Sisonke Co-ordinator described the situation of the permanent funding cancellation as “a nightmare of great proportions”. His sentiment was also reportedly shared by Change SA representative and CEO of Desmond Tutu Health Foundation, Prof Linda-Gail Bekker, who said that “it is not going to be business as usual; SA is going to see this epidemic walk back as a result of the cessation of the PEPFAR/USAID Funding”.

Further, Prof Bekker is reported to have told the press conference that “unless the government filled the funding gap, the modelling that was done by the Desmond Tutu Health Foundation predicted just over 500 000 additional deaths could be recorded in SA over the next 10 years”.

She reportedly went further to say that “it is not a hyperbole to predict a huge disaster, a walk back on the investment in HIV/AIDS programmes, unless other sources can be found, and found urgently”. Another quote from Prof Bekker was as follows: “SA Government has an obligation to act with urgency to respond to drastic cuts and attack on SA’s HIV/AIDS and TB programming. Further inertia and lack of urgent planning will certainly lead to more deaths and suffering.”

For South Africans to better comprehend that extent of the funding gap that the sudden termination of the PEPFAR/USAID funding gap brings, it is reported that in the 22 years since PEPFAR/USAID commenced the funding of the HIV/AIDS and TB programmes in SA, the magnitude of the funding was R145 billion or R6.59 billion per year, which is no small change by any stretch of the imagination, especially in a country that is struggling to balance its books, with little wiggle room for further social spending without raising taxes.

So, to specifically answer the question, what will be the impact of the PEPFAR/USAID funding termination in SA, the immediate answer is that the comprehensive gains that have been achieved in the previous 90:90:90 and current 95:95:95 UNAIDS HIV/AIDS targets will most likely be reversed, meaning SA is going to struggle to achieve these 2030 targets, and the goal of eradication of the epidemic.

With specific reference to the SA HIV/AIDS and TB national response, a response wherein SA has been doing relatively well under the guidance of the multi-stakeholder South African National Aids Council (SANAC) and National Department of Health (NdoH), the termination of the PEPFAR/USAID will have a negative impact on all four strategic goals of the multi-sectoral National Strategic Plan for HIV, TB, and STIs {2023-2028}. Herein below are the four goals:

• • Goal 1: Breaking down barriers to achieving solutions for HIV, TB and STIs.
  
• • Goal 2: Maximise equitable and equal access to services and solutions for HIV, TB, and STIs.
  
• • Goal 3: Build resilient systems for HIV, TB, and STIs that are integrated into systems for health, social protection, and pandemic response.
  
• • Goal 4: Fully resource and sustain an efficient NSP led by revitalised, inclusive, and accountable institutions.
  

So, the impact of the PEPFAR/USAID funding will seriously affect public health awareness programmes, prevention programmes, testing programmes, treatment and rehabilitation programmes, which means the whole value chain will be negatively impacted with disastrous consequences for our national HIV, TB, and STIs response.

Some of the human resources that were employed by the organisations funded by PEPFAR/USAID were actually embedded in public health facilities, conducting awareness programmes, encouraging attended at these facilities to test for HIV and TB, encouraging people living with HIV to adhere to their ARV and TB treatment, following up when there are missed appointments to avoid treatment interruptions, and risk of ARV/Anti-TB treatment resistance.

So, the absence of these support professionals within the public health facilities will lead to fewer people being tested for TB and HIV, being timeously put on specific ARV and TB treatment, and more treatment dropouts, with consequent rise in people who have ARV and Anti-TB drugs resistance. Furthermore, people are likely to progress to the full blown AIDS stage, and succumb to the opportunistic diseases/cancers associated with severe immuno-compromise.

So, with the clear destructive impact of Make America Great Again (MAGA) under President Trump’s administration and hidden under the umbrella of our very SA-born Elon Musk’s Department of Government Efficiency (DOGE) implementation, I concur with Professor Bekker’s view that our national government MUST come to the party and help close the funding gap.

Having said so, it would be unrealistic that the government can do it alone. Corporate SA must also chip in and adopt some of the organisations that have been doing great work in supporting the subsequent National Strategic Plan on HIV, TB, and STIs to date. The private companies’ CSI programmes as part of the BBBEE compliance, as well as philanthropy work of the foundations of corporates and wealthy private individuals, must seriously consider playing a more active role in supporting the NGOs/NPOs.

In closing, in my mother tongue (Isixhosa), when a nation or community is faced with a great challenge, we say, ‘Yeyele’, literally meaning the cow is stuck in the mud... and a call is then made to all men in the community to come out, roll up their sleeves, wear gumboots, and go to assist in a collective effort to getting that cow out of the mud soonest. That call is heeded by the community members without any expectation of personal gain, just pure Ubuntu.

In this context of the critical funding gap left by PEPFAR/USAID, as South Africans, let’s roll up our sleeves, wear our gumboots, and heed a call to rally together to find constructive ways to help fund the NPOs/NGOs, because failure to rise to the occasion may mean reversal of the massive gains that as a country we have achieved in containing the HIV and TB epidemic, and this will one way of the other take us back to the time when companies were battling the impact of HIV/AIDS in their workforce or operations, which negatively affected companies as a result of worsening absenteeism and premature occupational disability and deaths amongst the workforce.

Dr Fundile Nyati is the Chief Executive Officer of Pro-Active Health Solutions.

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Reject the United States’ imperialist agenda and chart an independent path

This is an extract of Julius Malema’s speech in Parliament on the occasion of a debate he initiated on the USA termination of health funding

 The recent decision by the United States to cut foreign aid to South Africa is not an isolated act of policy adjustment but a calculated move rooted in a long history of imperialist aggression. This decision, which includes the termination of PEPFAR funding critical to our HIV/AIDS response, is a blatant attempt to meddle in our domestic affairs and punish South Africa for its principled stance on global issues, particularly our support for Palestine and the Economic Freedom Fighters rejects this notion.

The United States, under the leadership of Donald Trump, has once again demonstrated its willingness to use economic coercion as a tool to advance its imperialist agenda. South Africa must resist this interference, strengthen its alliances with nations that respect our sovereignty, and reject the false narratives propagated by the US to justify its actions.

The historical context of US foreign policy reveals a consistent pattern of interventionism disguised as benevolence. In 2001, former President George W. Bush declared the so-called War on Terror, which led to the invasions of Iraq and Afghanistan under the false pretext of locating Weapons of Mass Destruction. Decades later, no such weapons were found, and the true motives behind these invasions which were control over oil reserves and mineral resources became clear.

The devastation brought upon Iraq and Afghanistan serves as a stark reminder of the consequences of US intervention. Similarly, nations like Cuba, Libya, Venezuela, and Chile have suffered immensely due to US interference, often justified by fabricated intelligence and driven by a desire to suppress socialist policies and maintain imperial dominance.

Cuba, for instance, has endured decades of crippling sanctions for nationalising its economy and supporting African liberation movements. Libya was destroyed because Muammar Gaddafi dared to reject US dominance and pursue an independent path. These examples are not mere historical footnotes but rather cautionary tales that must guide our response to the current US aggression towards South Africa. When Donald Trump claims that “bad things are happening in South Africa” without providing evidence, we must not assume ignorance on the part of the US. Instead, we must recognise this as a deliberate strategy to undermine our sovereignty and justify economic and potential military intervention.

The termination of PEPFAR funding is a clear indication of the US’s punitive approach. This decision, which directly impacts our ability to combat HIV/AIDS, is not based on any genuine concern for human rights or good governance. Rather, it is a retaliatory measure for South Africa’s moral stance in support of Palestine. The US, in its unwavering support for Israel, cannot tolerate any nation that dares to challenge its ally’s apartheid policies. By cutting aid, the US aims to weaken our moral authority and isolate us on the global stage. This is not just an attack on South Africa; it is an attack on the principles of justice and equality that we stand for.

The US has a long history of fabricating human rights violations to justify its interventions. Today, the same tactics are being used against South Africa. Right-wing groups, emboldened by US support, are calling for foreign funding to establish independent states and even arming themselves with the backing of foreign interests. These actions must be recognised as part of a broader plan to destabilise our nation and pave the way for economic isolation and, ultimately, military intervention. The termination of AGOA (African Growth and Opportunity Act) benefits, which is likely to follow, will further escalate tensions and harm our economy.

Our government must not fall into the trap of engaging with the US as if it were a victim of misinformation. The US, with its sophisticated intelligence agencies and control over global platforms like X (formerly Twitter), Amazon, Facebook, and Google, cannot claim to be misinformed.

These platforms, which dominate the global flow of information, are tools of disinformation used to manipulate public opinion and justify imperialist actions. The US knows exactly what it is doing and why it is doing it. Its hostility towards South Africa is not driven by concerns over land reform or so-called “white genocide”, but by our refusal to bow to its demands and our support for Palestine.

President Cyril Ramaphosa’s attempt to explain our land policies to the US is misguided. The US does not care about the nuances of our domestic policies; it cares only about maintaining its dominance and punishing those who defy its agenda.

The notion that Trump “got the wrong end of the stick” on land reform is a dangerous underestimation of the US’s intentions. The US is not interested in dialogue or understanding; it is interested in submission.

South Africa must take a firm stand against this imperialist aggression. We must expand our trade relationships with nations like China, India, Russia, Brazil, and Singapore, while strengthening African unity through initiatives like the African Continental Free Trade Agreement. The US’s attempts to extort the world into submission will only lead to its increasing isolation. Our sovereignty, security, and economic prosperity depend on our ability to reject the US’s imperialist agenda and chart an independent path.

Foreign aid has always been a tool of Western imperialism, used to control and manipulate nations into compliance. The termination of US aid to South Africa is an opportunity for us to break free from this dependency and assert our independence. We must not allow the US to dictate our policies or undermine our moral authority. The world is changing, and the US’s Golden Age of Imperialism is coming to an end. South Africa, along with other nations that value justice and equality, must lead the way in building a new world order free from the shackles of imperialism.

The Economic Freedom Fighters (EFF) knows that the US’s decision to cut foreign aid to South Africa is not an act of benevolence withdrawn but a calculated move to punish us for our principled stance on global issues.

We must resist this interference, reject the false narratives propagated by the US, and strengthen our alliances with nations that respect our sovereignty. The future of South Africa, and indeed the world, depends on our ability to stand firm against imperialist aggression and build a more just and equitable global order.

Julius Malema is the CIC and President of the Economic Freedom Fighters.

Inside the Pepfar waiver letters: what’s in and out

Pepfar-funded projects in South Africa have received waiver letters in which they’ve been asked to review their activities. But the national health department, which receives Pepfar funding that makes up 17% of the department’s HIV budget, has not received a waiver letter. Mia Malan investigates...

Pepfar-funded projects in South Africa have received waiver letters in which they’ve been asked to review which of their activities fall within the scope of the Trump administration’s rules for projects that can temporarily restart until the United States (US) government has decided if they will indeed continue to fund them.

But the national health department, which receives Pepfar funding that makes up 17% of the department’s HIV budget, has not received a waiver letter, says spokesperson Foster Mohale. ”We are, however, aware of the communication on the waiver which was received by their partners,” he says.

Pepfar, the President’s Emergency Plan for Aids, is an Aids fund that was launched in 2003 to help fight Aids in countries with high HIV infection rates such as South Africa. The country has since received around $8 billion (about R145 billion) of which $439 537 828 (about R8.1 billion) was for the current US financial year, which stretches from 1 October 2024 to 30 September 2025.

But the new Trump administration froze funding globally for all US-funded aid projects on 24 January. It then announced a limited waiver for some projects on 1 February. On 7 February, however, President Donald Trump signed an executive order that cancelled all funding from his government for South Africa for what he labels as ”unjust and immoral practices” of South Africa that ”harm our nation [the US]”.

But the US Embassy in Tshwane announced that Pepfar-funded projects could still apply for waivers.

What can—and can’t—projects do?

Approved activities have to directly relate to ”the delivery of lifesaving HIV care and treatment services”, which, according to the Trump administration, don’t include HIV prevention services, unless they are for pregnant or breastfeeding women. Programmes that were therefore funded to hand out anti-HIV medication such as the daily HIV prevention pill, or Pepfar-supported implementation studies such as the Catalyst trial, which looks at the best ways to roll out the pill, a monthly preventive vaginal ring or a two-monthly anti-HIV injection, have therefore had to stop. The Catalyst study, which had six sites in South Africa—two in Johannesburg and four in the Free State—was run by the Wits Reproductive Health Institute.

According to a health department spokesperson, Pepfar was going to fund the roll-out of 520 123 anti-HIV pill ”initiations” (people starting on the pill) this year—although the government paid for the pills, Pepfar funded the salaries of health workers, employed by NGOs, who administered the tablets from within state or mobile clinics. The fund also helped to cover the cost of data collectors and outreach campaigns to raise awareness of the medication.

Anti-HIV medication can dramatically reduce someone’s chances of contracting HIV through sex and therefore helps to slow down the spread of new infections. Almost 40% of the world’s HIV prevention pill users live in South Africa.

No one knows what happens after the waivers

Projects with Pepfar funds channelled through the Centres for Disease Control (CDC) have been told to submit work plans and adjusted budgets up to 19 April and those that are funded through the US Agency for International Aid, USAID, were instructed to submit a plan and budget for 30 days.Bhekisisa has seen the waiver letters of organisations funded through both agencies.

The letters make clear that no project can restart work until their USAID or CDC project officer has reviewed and approved their new work plans and budgets in writing.

”But the reality check is that I don’t think any of the organisations can actually restart, whatever the instruction is, until they receive the funds in the bank,” one of the founders of an affected organisation, who doesn’t want to be named out of fear of losing funds, told Bhekisisa. ”Everyone has exhausted their reserves.”

What happens once the waivers have expired is unclear; projects only know that the US government would have decided their fate by the end of April.

In order to financially survive, many organisations have closed down facilities or temporarily laid off staff.

No equity, no ”gender ideology”

In addition to work plans and adjusted budgets, organisations have to provide ”monthly written confirmation, on an official letterhead, that they will only continue with activities that qualify for the waiver and not roll out any related to abortion services, family planning, conferences, administrative costs outside the scope of the limited waiver, gender ideology or diversity, equity and inclusion programmes (DEI), transgender surgeries or other forms of non-lifesaving assistance”.

Some projects which, for instance, run transgender HIV treatment clinics, or projects for gay and bisexual men, are confused as to whether they qualify for the waiver. Even though the waiver guidelines say treatment at ”mobile clinics or drop-in centres for provision of services to persons at high risk for or living with HIV” is covered. ”The confusion arrives because DEI is not defined in any executive order, and there are vague terms like ‘gender ideology’. We have no real confirmation of that until someone actually gives approval,” one project leader said.

Waiver letters also specify that funds that would have been used for activities that are now not allowed can’t be used for approved activities; that money belongs to the US government.

Organisations are, however, allowed to submit incurred costs before 24 January (the date on which Trump froze foreign aid), as well as ”incurred costs associated with the stop-work order”.Costs linked to ”suspension of activities and stoppage of work” to comply with local labour laws or ”existing contractual obligations that cannot be legally paused” as well as payments ”associated with the security of assets” can also be claimed.

HIV testing rules

Frequently asked questions (FAQs) about the waiver, issued on 10 February, explain that Pepfar will only fund HIV testing for pregnant and breastfeeding women and their babies, and to find out if someone needs treatment. No HIV testing that is done before someone gets medically circumcised (medical circumcision reduces an HIV-negative man’s chances of contracting HIV) or testing to establish if someone is HIV negative before putting them on preventive anti-HIV medication, is allowed.

Social and behavioural change communication activities, such as treatment literacy and adherence campaigns, are also not covered by the waiver.

The FAQs document also says Pepfar officials may, at this stage, only discuss ”high level talking points” to be provided by the department of state, with civil society organisations, and that ”talking points and press guidance are under development”.

To the court

Meanwhile, the New York-based HIV advocacy organisation, Avac, along with the Journalism Development Network, filed a lawsuit against the Trump administration on Monday, arguing that it froze foreign funding ”illegally and unconscionably”.

Avac receives Pepfar funding via USAID and runs HIV projects in eastern and southern Africa.

”We don’t expect to see our funding renewed any time soon, if ever,” executive director Mitchell Warren told Bhekisisa. ”But we filed the case to make the point that the actions of this new administration defy logic, defy science and actually defy the US legal system.

”We know that foreign assistance is going to change. We know that Pepfar is going to change. We know that all programmes should be reviewed and re-evaluated, but they need to be done with clarity, with a strategy and clear metrics.”

Warren concludes: ”What we’re trying to do is to get the freeze on foreign assistance stopped, and then let’s all talk together, implementers, governments, the United States administration, of what the future can look like, not only for Pepfar and the Aids response, but for global health and development.

”There is much writing on this; it can’t be dictated by executive orders.”

Mia Malan

BEE under attack from global players after the World Bank’s faux pas

Some ‘uhamba nini’ moments can be entertaining

Dr Pali Lehohla offers his opinion on the situation surrounding the Budget Speech that never was...

Some ‘uhamba nini’ moments can be entertaining. In a call between Risenga Maluleke, Trevor Oosterwyk, and I on the one end in Pretoria and Trevor Manuel on the other end in Cape Town, we were caught remarking: “But this is not what we promised. The minister is wrong.” Manuel catching the discussion says, “Pali and Risenga and that Trevor—you guys cannot even wait to close the phone”, as he laughed loudly. We had our ‘uhamba nini’ moment. It was friendly fire but very instructive still.

The report of the Statistician-General of Income and Expenditure Survey 2022/2023 provides a substantive mirror against which the failure to proceed with the Budget Speech is, but one of the most dramatic symptoms in this national mirror of failures. When will Kieswetter be “smoked out”? That it happened does not surprise me. It comes after a litany of hitherto unexplained and unexplainable instances. One of which was the gutting of the highest symbol of the nation—National Assembly House. This happened two days into the new year of our lord 2022. Yet another report by Primaresearch titled, ‘SA Budget—What is another 2%’, published on the day of “our Budget Speech that never was” is a lot more revealing on the inconsequential and defeatist increase by two percentage points. The two reports reflect the paucity of design thinking and systems design marked by our monumental absence of foresight. When a country abandons scenario planning as a fundamental systems-design-based instrument of responsible power, then you need not look far because the failure to present a budget speech was long coming, not least after a Medium Term Budget Policy Statement (MTBPS) presented on the 30th of October, a mere four and half months ago. An MTBPS is a precursor to the Budget Speech for the following year. But even with that precursor of four months ago, nerves went raw just minutes after the Speaker called the House to order for the Budget Speech—a Budget Speech that never was, was in contention.

In Proverbs 29:18, the good book says, “Where there is no vision, the people cast off restraint. The people perish.” Hosea 4:6 says, “My people are destroyed for lack of knowledge. Because you have rejected knowledge, I will also reject you as My priests. Since you have forgotten the law of your God, I will also forget your children.”

The two reports, one by the Statistician-General and the other by Primaresearch provide the essential knowledge that had the Government of National Unity consulted, the calamitous fiasco of the second “burning of the house” on the 18th of February would have not happened. This happened a mere month away from hosting G20. But what is more colourful and a precursor to the shambolic events of the Budget Speech that never was, was the gossip amongst the DG of Treasury, the Minister of Finance, and the Minister in the Presidency in response to what the SARS Commissioner had intimated on the additional R800 billion that SARS could collect, if SARS was allocated a mere R3.5 billion. It does not get that low ever.

Pieterse was congratulating Godongwana on how he responded to the SARS Commissioner: “I am glad you took the question about the commissioner. You answered it much better than I would have.”

Godongwana, powered by Pieterse’s encouraging remark, so eloquently pandered to this and would reply and say: “Oh no, I was a bit worried. He is making me angry, even here he comes up with this rubbish. I said, how would it help me on the 19th even now on the 12th? He did not know that we have made provision for 3.5 in the new arrangement, but that 3.5 now is gone.” Ntshaveni could not wait to know when the Commissioner will be “smoked out”.

The question one has to ask even before going to the reports of the Statistician-General and Primaresearch is by his own admission Godongwana says Kieswetter did not know that the R3.5 billion was going to be allocated to SARS, obviously if Kieswetter did not know, how would he have known and why would Kieswetter not profer to the public a solution that was in hand to collect R855 billion. Whether Godongwana had given or hidden this knowledge from Kieswetter did not matter. In particular, why would Kieswetter withhold such crucial information, the impact of which clearly was so important that it stopped a Budget Speech from being read. Kieswetter was duty bound to say it and say it in an unrestrained manner. But Godongwana wanted this to be a secret. That which did not need to be a secret was turned into a secret with calamitous results of a Budget Speech that never was and that which was to be a secret became public and revealed the egoistic conniving minds at the centre of public affairs and public office.

The tragedy has been useful. The three musketeers became useful idiots. This reminds me of my running battles with the Director-General of the Treasury whilst I was the Statistician-General, especially towards my ‘uhamba nini’ moment. The issue was over budgets and I prepared papers to take the National Treasury to court. This was because the Treasury was just malicious and I was not prepared to hand over prospective MTEF over expenditure to my successor. They had cut StatsSA’s budget more severely than any other department and undermined the promise they made. That is why I prepared papers for court to interdict the MTBPS of 2017. Of course, I was left with a few days before I would leave office, which was the end of October after 17 years in the role. Many ridiculed the position I took but I was not prepared to pass on a legacy that Treasury wanted to taint to my successor. And take it I did and filed the matters with court and served Treasury with papers.

Little did I know that the game will replay itself eight years later with Kieswetter. I am happy that like an astute civil servant, Kieswetter did not pander to any of the political power mongers, nor to DG treasury but stated it as it is. The Treasury in 2016 undermined amongst others the undertaking of the Income and Expenditure Survey of 2016/17 that I would have had to run. The Statistician-General has been able to run this in 2022/2023 and, boy, it spews a trove of knowledge that Hosea 4:6 talks of, but the three musketeers will have none of it. But in their wisdom the Treasury and the minister of finance have not looked at the results of this survey for if they did, they would come to a different conclusion.

The triple dose vitriol of the three Musketeers—Pieterse-Godongwana-Ntshaveni—against Kieswetter reminds me of my encounter with the single malt vitriol that the late Minister Mthembu, May His Soul Rest In Peace, would unleash on me. He publicly lied on television that it was because of me that StatsSA was not allocated enough funding. The lies arose from Treasury, and Mthembu stupidly regurgitated them on behalf of the Treasury. He got me on the wrong side and I flushed the Treasury’s and his lies out. Kieswetter is attacked for the same nonsense for refusing to kowtow to political and Treasury stupidity. When he points to an answer as an honest civil servant, the question from Ntshaveni is when is Kieswetter going to be smoked out “U hamba nini lo munto”. This is the calibre of civil servants at the Treasury we have. They manipulate political power through the arm of funding to victimise well-meaning civil servants and their departments. The sooner we have a functioning Planning Office, the unfettered and manipulative power of Treasury will continue to undermine the development of the country. The under-a-minute three musketeer display of shenanigans and ultimately the never was Budget Speech is a symptom of a deeper malaise that has to be urgently addressed and must be understood as part and parcel of the deep state.

Now that I have cleared this, let me direct the DG of Treasury, Minister of Finance, and the Minister in the Presidency to documents that they should acquaint themselves with and read for understanding of economics and how the economy works. The Statistician-General Report of Income and Expenditure Survey (IES) 2022/2023 and the Primaresearch Report titled, ‘VAT—What is another 2%’, provides to us what Hosea 4:6 defines as knowledge. The IES tells us that those Godongwana aims to tax have actually been in negative expenditure for the longest period. Expenditure by those with tertiary education has declined 29% by 2022/23 with the steepest declines occurring from 2015. So Godongwana and Pieterse are about to squeeze a bone here and wonder why there is no (F)vat coming out. Primaresearch explains why no (F)vat will come out from this bone. Kieswetter is pointing them to corporate and the wealth tax that would be R855 billion should he as the Commissioner of SARS not as Kieswetter be allocated enough resources, and by so doing we need not squeeze the dry bone that StatsSA has presented to us. Kieswetter has done what Hosea 4:6 says should be done. But Pieterse congratulates his minister’s wisdom by saying he would not have outdone the stupidity that then followed in his minister’s words that blamed Kieswetter for not knowing what he was never told. How would he, Kieswetter, have known when not told. If he did, which he deserved, he would have helped to outline the plan on which he identified R800 billion that would be collected and Godongwana would have had a different Budget Speech rather than a Budget Speech that never was.

Primaresearch has weighed in with their research that shows that consumers adjust differently to VAT and in fact an increase of two percentage points by VAT will lead to less VAT being collected. They say “Opponents of the planned two percentage point VAT hike argue that it will have a calamitous effect on the consumer, with the poor disproportionately impacted. We assess the impact of VAT increases on retail sales and estimate a one percentage point VAT increase could result in additional taxes of R8.3 billion, which amounts to only 0.4% of our Consumer Wallet. The experience of the last VAT increase in 2018 also shows that low inflation could absorb some of the impact. A two percentage point rise in VAT could add a R16.9 billion tax burden, but this still amounts to only 0.7% of the Consumer Wallet. We challenge the Finance Minister’s view that a one percentage point increase in VAT could raise R25 billion annually, demonstrating that the last VAT rate increase shows little evidence of a sustained uplift in VAT collections. We conclude that a 2% hike in VAT.”

In summary, the data from the Statistician-General and Primaresearch says the people who earn more have had declining expenditure which deepened in the last decade. But even if the VAT was levied the expected tax will not even reach expectations of Godongwana, which Primaresearch presents evidence for. This is where the argument by Kieswetter is brilliant. Not the pound foolish finance minister and DG treasury argument that Primaresearch survey so excellently revealed. Kieswetter says if Treasury allocates him R3.5 billion, he will unlock R855 billion, but this argument irritated the three musketeers and the question “uhamba nini lo” is the best that politics could profer as a solution to a nation that has been driven to dehumanising depths of poverty.

Dr Pali Lehohla is a Professor of Practice at the University of Johannesburg, a Research Associate at Oxford University, a board member of Institute for Economic Justice at Wits and a distinguished Alumni of the University of Ghana. He is the former Statistician-General of South Africa.

Building a foundation for the advancement of Africa

Ralph Staniforth sat down with the Thabo Mbeki Foundation’s Chairperson, Geraldine Fraser-Moleketi, to find out more about the work of the Foundation, the construction of the Thabo Mbeki Presidential Centre, how the Women-Centred Development Institute will help propel the rights of women forward, the challenges she faces, and what her legacy will look like in the years to come.

Upon retiring as President of the Republic of South Africa, Mr. Thabo Mbeki founded the Thabo Mbeki Foundation, where he serves as Patron, to promote the ideals of Africa’s Renaissance. Through this foundation, he continues to engage with a diverse range of programs designed to bolster African leadership, enhance socio-economic development, and cultivate a deeper sense of pride and unity among the continent’s people. Under his guidance, the Foundation has spearheaded initiatives in areas such as education, leadership development, and research aimed at addressing Africa’s most pressing challenges and realising its potential as a major global force.

The Foundation is governed by a Board of Trustees, which provides strategic direction and oversight. The Board is chaired by Geraldine Fraser-Moleketi, a distinguished politician who previously served as Minister of Welfare and Population Development (1996–1999) and Minister of Public Service and Administration (1999–2008) under Presidents Nelson Mandela and Thabo Mbeki.

“President Thabo Mbeki was advised, by several of his former colleagues, that a full retirement was not an option, as several initiatives established under the African Union required his continued guidance such as New Path for African Development (NEPAD), the African Peer Review Mechanism (APRM), the Peace Building Architecture. After consulting with various stakeholders, the decision was made to launch the Thabo Mbeki Foundation in 2010—ensuring that his vision and efforts would continue to thrive.” Cape Town-born Fraser-Moleketi explains.

From day one, all facets of the Foundation’s work have included objectives which are aligned with the values set out in its manifesto, with the end goal of the African Renaissance kept top of mind.

“A key focus for us has been shaping a vision for the African Renaissance and identifying the most effective ways to catalyse its realization. This mission lies at the heart of the Thabo Mbeki Foundation, which drives several flagship programs—including the soon-to-be-launched Thabo Mbeki Presidential Centre. This ambitious initiative is envisioned as a premier African hub for excellence in learning, knowledge, and research. Its ultimate goal is to ignite the continent’s transformation, aligning closely with the ideals and aspirations of the African Renaissance.”

Pan-Africanism, Ubuntu, Integrity, Excellence, Diversity, and Inclusion are the values which form the bedrock of the Foundation’s operations. “We are deeply committed to Pan-Africanism, ensuring that our work and programs extend beyond South Africa to create a broader continental impact. These values shape our mission and drive our efforts toward a united and prosperous Africa.” Fraser-Moleketi states.

These values link with the flagship programmes of the Foundation which involve resolution of conflicts on the continent, education support, women and gender rights, and global dialogues.

The Thabo Mbeki Presidential Centre

According to the Thabo Mbeki Foundation, the Thabo Mbeki Presidential Centre is ‘a visionary project that aims to narrate the story of Africa’s development through the stories of historical and contemporary African leaders who have contributed to the development, liberation, and renewing of Africa’.

For this vision to come to life, the Centre needs to be more than just a normal museum or library; it needs to be a living, interactive space that showcases the rich and diverse history, culture, and creativity of Africa and its people.

With this in mind, the Centre, which has been designed by a world renowned architectural firm, will be located in Johannesburg and serve as a platform for dialogue, learning, and innovation that fosters a deeper understanding of the past, present, and future of Africa.

“The beauty of the Thabo Mbeki Presidential Centre is that it will serve as a hub for African scholarship, offering much more than a space to showcase artifacts. It will be a place of reflection, learning, and intellectual engagement—where meaningful discussions take place and impactful dialogues are fostered.” Fraser-Moleketi tells us.

“The Thabo Mbeki Presidential Centre will preserve the archives of both historical and contemporary African leaders across political, economic, and cultural spheres—documenting their pivotal contributions to shaping the continent. Among these, the Centre will house the archives of President Thabo Mbeki, tracing his journey before and during his involvement in the liberation movement, including his family background. Additionally, the archives of Mrs. Zanele Mbeki will be preserved, recognizing her contributions as an activist dedicated to addressing inequality, particularly her advocacy for women’s financial inclusion.”

As the Centre is guided by the principles of African Renaissance—which call for the rebirth of Africa as a continent of peace, democracy, human rights, and social justice—it seeks to inspire and empower Africans to take charge of their own destiny and to shape the world in which they live.

Realizing the vision of the Thabo Mbeki Presidential Centre requires both financial and non-financial support. To date, the Foundation has secured contributions from corporate partners and institutions such as the University of South Africa, Nelson Mandela University, and the National Library of South Africa. Additionally, the Foundation is collaborating with institutions of higher learning worldwide to expand the Centre’s archives and enhance the research it generates. Further support will strengthen the Centre’s impact and ensure its role as a hub for knowledge and innovation across the continent.

“We’ve engaged with universities in North America and explored opportunities for scholars to contribute to this work. We have also had the privilege of engaging with Mulenga Kapwepwe, a distinguished Zambian author and social activist renowned for her contributions to women’s history. As the co-founder of the Zambian Women’s History Museum, she has played a pivotal role in preserving and amplifying women’s narratives. She was a speaker at our colloquium in November 2023 and has since been approached by UNESCO to explore ways to expand this important work on a broader scale. In essence, we welcome those who share our vision and wish to contribute to building this Centre and shaping its programmes–Fraser-Moleketi

Putting the Women-Centred Development Institute

The Women-Centred Development Institute, housed at the Thabo Mbeki Presidential Centre, aims to shift existing economic paradigms towards an inclusive, value-based ecosystem where development and transformation generate harmony for all living beings. We are dedicated to eradicating poverty and transforming society from one of competition to one of cooperation and co-creation. By fostering an environment that nurtures the boundless potential of every woman and girl-child, we inspire them to lead this change with confidence and build a brighter future for our communities and the world.”

Those words from Zanele Mbeki, the founder of WDB Trust and wife of President Thabo Mbeki, encapsulate the goals of the Women-Centered Development Institute at the Thabo Mbeki Presidential Centre.

Now in its 15th year, the Foundation has made big strides using its values and objectives as a way to help improve the African context for everyone.

One of those major strides, which Fraser-Moleketi singled out as a highlight, involves the upliftment and development of women on the African continent through the Women Centred Development Institute.

In November 2023, the Foundation hosted a colloquium which looked at curating the content of the Women-Centred Development Institute. Women from academia, the private sector, and large non-governmental women’s organisations came together to work on key issues which would help to shape what has become known within the Foundation as the “Women’s Granary”

“This year-long process focused on three key issues: conceptualizing the granary as an institutional space, determining its contents in the context of mapping the historiography of African women, and exploring how to curate five specific thematic areas.” Fraser-Moleketi

“We looked at women indigeneity and knowledge production, women and spirituality, women and the economy, women and the arts, indigenous knowledge systems and peace, conflict and security. These were the thematic areas that we saw forming the basis of what will be curated for this women’s granary.”

The issue now, however, is that the Foundation needs to rally more support to ensure their work is able to continue in developing and assisting the women of the continent. This is vital if the Foundation is to build a legacy which fosters an environment of ownership for the women of Africa; a place where women can engage on and around different issues affecting them.

“Because this is a living space, I believe it will develop further in 2025 and will continue to evolve in future, as we continue to advance women-led development. It’s meant for scholars and feminists but is also intended to a space where everyday women can come on a pilgrimage. By “everyday women”, I mean women from rural communities, townships and urban areas across the continent. If women affected by conflict seek a safe environment to engage across ethnic and religious divides, this must be a place where they can do so – a sanctuary from them to come together, connect and engage safely.

The Institute, for example, is also looking at women and agriculture which is quite high on the agenda and, Women and financial inclusion. We continue to encourage lectures and dialogues not only to solve problems, but build an environment which is developmental, empowering, uplifting, inclusive and sustainable.

Facing challenges and tackling 2025 head-on

As is the case with many foundations, resources are a sticky point and major challenge.

Since 2020, the Foundation has successfully raised R300 million through donations from both the private and public sectors to kickstart the Thabo Mbeki Presidential Centre project. However, additional funding is still required to ensure the full realisation of this visionary initiative—one that will serve the people of our continent!

The Thabo Mbeki Presidential Centre with the Women’s Granary ensconced in it will contribute to growth of a key infrastructure development hub in Johannesburg, stretching from Killarney to Illovo.

As a result, Fraser-Moleketi-led board of trustees and the management team at the Foundation have been on a mission to galvanise Africans into action, to support the building of the Thabo Mbeki Presidential Centre. “We cannot overstate the need to build our African heritage (one brick at a time) and handing future generations a lasting legacy–a place of remembrance where we also shape our common future as envisaged through the African Renaissance.

What’s next as we head deeper into 2025, Fraser-Moleketi, foresees a consolidation of the Foundation’s flagship programmes, particularly those that revolve around women and gender rights.

“A second area is a consolidation of our focus on conflict resolution and peace building on the African continent. Recognising the urgent need for sustained dialogue and collaboration to tackle peace and security challenges across Africa, the Foundation hosted the inaugural annual African Peace and Security Dialogue in October 2024, as a platform dedicated to fostering critical thinking and generating practical solutions. The dialogue brings together experts, policymakers, and thought leaders to discuss current security challenges, share best practices, and develop actionable strategies. Through meaningful discussions and robust debate, the initiative reinforces the importance of African-led solutions in addressing the continent’s peace and security concerns. President Mbeki is actively involved in this area, and we continue to bring various stakeholders together in dialogue around these issues, to ensure critical thought leadership, knowledge products, and tools to deal with this vexing challenge.

Fraser-Moleketi shares. “One example of this is “Defining the Crisis in the Sudans”, a report we compiled which explores the crisis in Sudan and the lessons learned from the African Union High-Level Panel for Sudan and South Sudan. Given the current situation in Sudan, this serves as a contribution to ongoing conflict resolution efforts. The same applies to the Democratic Republic of Congo, as well as other regions across the Horn of Africa. Our focus is on fostering dialogue and collaboration with thought leaders and decision-makers across the continent to drive meaningful solutions”

Fraser-Moleketi’s work as Chairperson of the Foundation

With her life having been dedicated to others through her role in the liberation movement and time in public office, many would say that Fraser-Moleketi was born to play the part of Chairperson of the Thabo Mbeki Foundation.

It’s the perfect culmination of all her previous efforts and now affords her the opportunity to play an extended role in creating a society we can all be proud of.

Now in her fourth year as Chairperson; and while it has not been plain sailing, the value she has been able to derive from the role both on a personal and professional level is invaluable.

“I have always been linked to the Foundation in some way or another, but it became formal when I was approached by the Patron, President Thabo Mbeki to join the Board of the Foundation and to serve as the Chairperson. It is not an easy task–it’s challenging, but positively so, and it’s the kind of challenge where I felt that one should make a contribution to and be part of,” Fraser-Moleketi explains.

“I was drawn to this work because of my deep love for the continent, nurtured through years of involvement and dedication. As a freedom fighter, I recognize the significance of advancing this continent and addressing the immense challenges we face.

“Additionally, my interest in peace, progress, and global development drives my commitment to ensuring equality for all people, regardless of gender, and tackling issues like income inequality.

”My motivation to serve as Chairperson also stems from the current complexity of the world. We are facing more conflicts now than at almost any other point in history, with multilateralism also under significant threat.”

When it comes to building a legacy in her role as the Chairperson of the Foundation, Fraser-Moleketi is determined to ensure that the good work and progress made is not attributed solely to her, but rather to all those involved in making a difference.

She is adamant on that fact and believes that no one person has the power to change the future of others—it has to be done so together.

“My legacy will never be an individual pursuit; it must always be part of a collective effort. Within that collective, our contribution must be dedicated to firmly placing the African Renaissance on both the African and global agenda in the way it is truly required. Achieving this demands our full engagement, fostering meaningful dialogue and ensuring that women are active participants in all initiatives on this continent, both great and small.” she concludes.

“This also means that the Foundation’s programs in this area must be advanced with the ultimate goal of improving the lives of people across the continent.

The legacy should never be about an individual—never about Geraldine—but rather about her contribution to a broader collective effort. It is about making a meaningful impact and ensuring that the Thabo Mbeki Foundation has the visibility and influence needed to drive its agenda and fulfil its mandate.”

And we look forward to seeing how you build out that legacy in the years to come.

For any information on the Thabo Mbeki Presidential Centre or to play your part, visit the website – www.mbeki.org

or please contact Lukhanyo Neer at lukhanyo@mbeki.org or Anga Jamela at anga@mbeki.org or contact the

Thabo Mbeki Foundation on 011 486 1560.

Inside the Thabo Mbeki Presidential Centre

The Centre's mission is to inspire, educate, and empower current and future generations of Africans and global citizens to learn from the past, engage with the present, and envision a better future for Africa and the world. The building of the Thabo Mbeki Presidential Centre is a masterpiece of architecture and engineering that embodies the essence of Africa.

Design Concept

Conceptually, the new building brings to light the often-overlooked knowledge of both ancient and contemporary African history through its design and purpose. Located in Riviera, Johannesburg, the Centre will serve as a repository of knowledge while fostering connections that drive the advancement of the African Renaissance. Designed as a symbol of knowledge-based sustenance, the structure draws inspiration from traditional granaries—representing the preservation, cultivation, and continuous renewal of ideas, much like the cycles of feeding, planting, and harvesting.

Architectural Concept

Using architecture as a tool to reimagine storage and sustenance into form, the granary stores guide the overall building concept. The eight cylindrical granary-styled forms are made contemporary through the topping of domes with apertures that take into consideration the solar orientation of light within the site to create a distinct atmosphere for each of the programmes within. The internal infrastructure of these chambers sees to it that the building accommodates a multiplicity of programmatic functions. They are connected through an 'indoor den'–a horizontal interstitial space that extends the length of the entire building to provide a new public space in service to the community. The architecture of the Thabo Mbeki Presidential Centre brings together continental African thought and form as a powerful means of tapping into collective memory. This memory, embedded within the intelligence of the African consciousness, now sees a typology of learning and a typology of sustenance materialize into form.

Material Concept

Use of the locally-sourced compressed mud in the form of a rammed earth facade, terrazzo flooring made from local stone and timber cladding from local wood species collectively reduce the overall carbon footprint of the structure. Through a site-specific understanding of the subtropical highland climate of Johannesburg, solar harvesting is utilised through state-of-the-art photo-voltaic solar panels, located on the rooftop absorbing sunlight and generating electricity. Geothermal heating and thickened walls harness the earth's energy by storing heat during the day and releasing it later at night to warm the building when temperatures drop.

Thabo Mbeki's vision for the Presidential Centre

"My vision for the new Presidential Centre aims to encompass both an African past and an African future. It will be a place where Africans uncover their own history and identity. A place where we are empowered to script a brighter and more prosperous future. I believe this building will become the epicentre for an African renaissance—a place of pride, celebration, and future forward thinking in which a strong sense of the African identity is empowered for further leadership in service to humanity."

The Thabo Mbeki Foundation's flagship events

The African Peace and Security Dialogue

The objective of the Annual African Peace and Security Dialogue is to provide a platform for African political and economic leaders, scholars, and policymakers to discuss current peace and security challenges facing the continent.

Cape Town Conversation

This is a multi-stakeholder, cross-sectoral discussion from various sectors and backgrounds, involving heads of state, cabinet ministers, and local government officials, as well as major private sector executives, members of the media, and academics.

The Annual Thabo Mbeki Africa Day Lecture

The Thabo Mbeki Africa Day Lecture is an annual celebration of the founding of the Organisation of African Unity (OAU), now known as the African Union (AU), on 25 May 1963. The Thabo Mbeki Foundation hosts or co-hosts public lectures, seminars, cultural events, and other activities to commemorate this historic occasion and reflect on the state of affairs in Africa.

The International Women's Day Lecture

The annual lecture honours the achievements of women while advocating for gender equality across Africa and beyond. It serves as a platform for women to share their experiences and perspectives on key issues affecting them, foster connections across diverse sectors, and collaborate on meaningful initiatives. The platform also provides an opportunity to learn from and be inspired by influential leaders who have made a lasting impact on the lives of women.

“The Women-Centred Development Institute housed at the Thabo Mbeki Presidential Centre, aims to shift existing economic paradigms toward an inclusive value-based ecosystem where development and transformation generate harmony for all living beings. We are dedicated to eradicating poverty and transforming society from one of competition to one of cooperation and co-creation. By fostering an environment that nurtures the boundless potential of every woman and girl-child we inspire them to lead this change with confidence, and build a brighter future for our communities and the world”

Mrs. Zanele Mbeki

South Africa’s G20 presidency presents an opportunity

Karam Singh, Executive Director of Corruption Watch, believes
now is a golden opportunity to put an end to illicit financial flows

As South Africa takes on the G20 presidency for 2025, it has a unique opportunity to address two of the most pressing issues of our time: countering corruption and tackling illicit financial flows (IFFs)—the movement of money that is illegally acquired, transferred, or spent across borders. Deemed an opportunity missed by Brazil during its leadership tenure in 2024, corruption and IFFs undermine the continent’s progress towards the African Union’s Agenda 2063 and its ability to meet the UN’s Sustainable Development Goals (SDG) targets.

South Africa’s G20 presidency offers an ideal platform to address corruption’s devastating impact on Africa and place it firmly on the global agenda.

Corruption facilitated by professional enablers in the global financial system diverts resources away from critical areas like healthcare, education, and infrastructure, leaving the most vulnerable at a disadvantage. This deepens inequality, deprives marginalised communities of basic services, and widens the wealth gap. At the heart of corruption lies its lifeblood: illicit financial flows—cross-border movements of funds originating from and perpetuating corruption.

According to the United Nations Conference on Trade and Development, Africa loses an estimated U$89 billion annually to IFFs, nearly as much as the combined total of official development aid and foreign direct investment inflows to the continent. In South Africa alone, the OECD estimates up to 1% of the country’s GDP is lost this way. In turn, this significantly drains capital and revenues, undermines fiscal systems, and reduces governments’ capacity to provide essential services.

South Africa has a unique opportunity to act

South Africa’s 2025 G20 presidency presents an opportunity to positively influence this downward spiral, with IFFs appearing to be on the government’s radar. Encouragingly, the Minister of International Relations and Cooperation spokesperson highlighted them as one of the issues to be addressed during South Africa’s G20 presidency term, along with advocating for reforming the global debt architecture and addressing the substantial development financing gap.

Although the sets of problems confronted by countries from the global north and south differ in size and intensity, illicit financial flows are a shared challenge that requires collective accountability and action from all G20 members.

The financial systems of many G20 members serve as either the destination or conduit for corrupt money flows, and in some cases even provide the professional services that enable these illicit funds to be hidden and stashed offshore.

On behalf of all countries held back by these issues, South Africa has a crucial chance to force fellow G20 members to reckon with their own complicity in undermining sustainable development efforts by enabling dirty money flows.

Key actions to address corruption relating to IFFs could include:

• • Advocating for stricter global financial regulations and transparency, making it difficult for illicit funds to disappear into tax havens;
  
• • Improving cross-border cooperation, strengthening legal enforcement, and facilitating information-sharing among nations to help track and recover stolen funds;
  
• • Holding multinational corporations accountable and combatting practices like tax evasion and profit shifting that deprive nations of rightful tax revenues; and
  
• • Promoting greater global cooperation and encouraging partnerships between developing nations to collectively push for fairer global financial systems.
  
• • These are some of the measures South Africa could implement to help disrupt the enablers of IFFs, making it difficult for funds to leave the countries they rightfully belong to.
  

South Africa’s theme for its G20 presidency in 2025 is ‘Fostering solidarity, equality, and sustainable development’. None of these focus areas operate in isolation, and all depend on a corruption-free continent where funds are appropriately allocated to essential services. Of course, this is easier said than done; corruption is a widespread global issue, particularly in Africa, where it only worsens existing socioeconomic issues like poverty and inequality in a vicious cycle where bribes and extortion are often seen as a means to obtain essential goods and services.

Illicit financial flows aren’t only an African problem but a global challenge that undermines trust, transparency, and equitable development. South Africa is taking important steps following the Zondo Commission to show its commitment to cleaning up its act. As G20 host, it has an opportunity to encourage other G20 countries to join this anti-corruption journey. As it takes on this pivotal global leadership role, there is scope to act decisively to foster solidarity, reduce inequality, and create a more sustainable future for all. The time to act is now.

Karam Singh is the Executive Director of Corruption Watch.

South Africa hosts the G20 summit in a period of acute geopolitical storms

Billed as an African G20 for Africa, this vision is dissipating amidst several crises mainly Trump 2.0, the various conflicts in Africa–DRC, Sudan and South Sudan and the lack of a resolution to the African debt crisis

 The numbers are staggering. As of 2021, Africa’s external debt had skyrocketed to $824 billion, with many countries spending over 60% of their GDP servicing these loans. In 2025 alone, Africa is projected to spend $74 billion on debt repayments – money that could instead fund schools, hospitals, and roads.

Within the African context, Africa’s median public debt ratio has been on an upward trajectory since the beginning of this decade from 54.5% of GDP in 2019, to 64% in 2020, moving to around 63.5% from 2021–23 ( Africa Economic Outlook 2024 report.

In 2024, the US provided US$453 million (R8.5 billion) in direct funding to South Africa under PEPFAR. Trump’s decision to cut US funds to South Africa comes just one week after Trump announced a freeze on all foreign aid. The crisis is compounded by the rapid dismantling of USAID and ending US funding for SAs Just Energy Transition JET. AGOAs future is now vulnerable.

The multilateral and global governance landscape (WTO, UN etc.) has become more volatile, uncertain, fragmented, and complex, characterised by disruptive trade, growing protectionism, environmental degradation due to climate change; and increasing inequalities between rich and poor countries.

This dystopian reality is tragic given that the UN Pact of the Future 2024 committed states to support the UN Sustainable Development Agenda and save Multilateralism.

The African continent faces a rapidly changing global environment whose systemic dimensions have major implications for the future of Africa’s growth and development, especially its integration agenda under the Agenda 2063 and the Africa Continental Free Trade Area (AfCFTA).

Africa’s development prospects have also been undermined by slow progress in implementing the Sustainable Development Goals (SDGs).

Trump 2.0 is a current and present danger with many bombastic policy orders that have targeted long-standing international economic frameworks such as open trade and Development Aid. Immediate tariffs and the abrupt ending of USAID funding and PEPFAR funding to Africa will have major consequences for African nations and NGOs. A silver lining is that this can push South Africa and Africa towards self-reliance.

If Trump 2.0 and Pepfar cuts were a shock, the EU and UK announced a week later ‘new development policies rooted in national interests and a war economy posture.’

Not to be undone, in the same week at the G20 finance ministers meeting, the UK Chancellor of Exchequer Rachel Reeves announced its ‘cutting of foreign aid from 0.5% to 0.3% of gross national income (GNI) to increase its defence spending because of new threats to Europe since Russia invaded Ukraine.’

The Tsunami wave of development cuts – like a UEFA football competition is now flowing to Germany. Just two weeks after being elected, Chancellor Frederick Merz and key partners the Social Democratic Party (SDP) and the Greens jointly announced a new mega EURO 500 billion Infrastructure & Defence package.

For the Global South, this tide is clear.

This is taking place against the backdrop of rising inequality, deepening climate crisis with less commitments to climate finance, and the African debt crisis which extracts $800 Billion per annum in interest in loans alone.

While South Africa is spending considerable financial and diplomatic effort on the G20, in terms of international relations norms and law, it is an elite forum, with no power of agreements. G20 Communiques are painstaking in reaching consensus and have no legal basis. And this year, the US administration may skip it altogether.

So, what is to be done?

In historical epochs and moments, this poly-crisis is multidimensional and will shape the new international order in the next quarter century, Developing South nations such as South Africa, India, Brazil, Indonesia, et al now stand at a crossroads in the international order. It can take a pathway of sub-imperialism and play a subservient role in global affairs, or take a firm position in favour of the Global South and Africa in particular.

The African continent faces multiple civil wars and interstate conflicts- much more than the wild 1980s and early 1990s. Here South Africa and reliable partners in SADC and AU et al should play the role of an honest broker and peacemakers in conflicts in the Sudan, DRC, Mozambique, Sahel, Libya et al. There can be no development without peace.

Another area for South Africa to prioritise is the G77 agenda especially regarding fair trade and an inclusive multilateral order. The last G77 communique were clear on the the full commitment to multilateralism and the search for a more just and equitable international economic system that offers opportunities to raise the standard of living of our peoples. (G77 Communique, September 2024)

The G77 group should in terms of objective reality be more of a priority simply as the vast majority of South Africa’s own population suffer the fate that of the G77 nations. In a world moving decisively towards multipolarity and amidst a rising nationalism, the BRICS Plus nations offer a solid platform with an array of development programs, institutions such as the New Development Bank NDB and the gravitas of BRICS Plus leadership globally and regionally.

The current message from the nationalist North is clear. This realpolitik and narrow nationalism is the new reality, and likely to be a core feature in the decade ahead. South Africa and Africa have no time to waste.

Ashraf Patel is a Senior Research Associate at the Institute for Global Dialogue IGD, UNISA

This article was previously published by IOL.

GNU–a political paradox

Max Matavire ponders the current situation
within the Government of National Unity (GNU)

 The Government of National Unity (GNU) is a political paradox; the same as being torn between two lovers. Which one needs more attention than the other? That’s the lingering question.

This is the tricky situation the two main political parties in the GNU find themselves in; who to serve and please, their constituency or national interests? It’s a fine line to negotiate and this is evidenced by the constant spats we have seen and will continue to see between the ANC and DA.

The ANC openly admits it was forced into this situation because of its lacklustre performance in last year’s March elections, and pacifies its alliance partners by saying the move was ”tactical”. On the other hand, the DA says it’s in the GNU to prevent an otherwise unholy, corrupt, and doomed alliance which would have brought in the EFF and the MKP, and therefore plunged the country into chaos.

The ANC, with its 40 percent, is the leader of the GNU and it has in some instances steamrolled decisions, much to the DA’s chagrin. The ANC has also rode on the wave that during the sixth administration it was in the majority, and therefore its policies must continue to be implemented into the current seventh administration.

This is not sitting well with the DA, which, correctly so, argues that this is a new administration and therefore things must not only change, but be seen to be changing. The DA must exert pressure as it must be seen to be fulfilling the promises it made to its electorate during the March elections. It also has to prove to its constituency that it was not swallowed by the ANC. The DA’s position is made worse in that even if it’s not happy with how the ANC is conducting GNU business by not consulting it, it cannot just walk away as it fears the EFF or the MKP might take its position in the GNU. In fact, the EFF has already hinted to that effect. So that’s why despite numerous threats of walking out, the DA has not done so. It’s like being in an abusive relationship.

The ANC as a party, which has been in the majority for decades, sometimes forgets that this time it doesn’t command absolute majority so it turns to run roughshod over the DA on the basis that still with its 40% of the electoral vote, it is the largest of all the parties represented in Parliament.

However, the forced postponement of the national budget on 19 February jerked the ANC, as it is strongly believed that it was the DA in cabinet which objected to the passing of the budget because it (the budget) proposed a two percent increase in Value Added Tax (VAT).

The DA claimed victory for stopping the presentation of the budget to Parliament on the day, with some of its Members of Parliament declaring that gone are the days when the ANC used to steamroll most decisions because of its majority. This also boosted the DA and convinced its constituency that it was not in the GNU to add numbers, but to make sure its 2024 election promises were being kept, and that it was not merely rubber stamping ANC decisions.

But some in the ANC quashed the so-called ‘DA budget victory’ claims, saying even if the budget had been presented on the day, it would not have been passed because most political parties not in the GNU would have rejected it because of the same reason—the two percent VAT increase. Also another move by the DA to show its supporters that it was a force to reckoned with in the GNU setup was when its leader John Steenhuisen was responding to the President’s State of the Nation Address (SONA).

In his response, Steenhuisen wanted to show his party supporters that their input in SONA was included in President Cyril Ramaphosa’s address, and that the DA is playing a role and being recognised in the GNU. ”From national government to municipal level, our ministers and representatives have been at the forefront of the reforms necessary for economic growth, job creation, and service delivery. As leader of the DA, I am extremely proud to say that our policies were front and centre in the President’s State of the Nation Address. At national, provincial, and local levels, DA-led initiatives were highlighted and acknowledged as key drivers of progress and reform. This recognition affirms the initial role that the DA has played in shaping government policy across the spectrum of governance,” said Steenhuisen in a speech which, instead of being broadly directed to the entire nation and embracing the GNU, appeared to be aimed at his party followers.

So the question comes, as ministers in the GNU, whose interests should they serve—national or their constituency? Obviously judging from Steenhuisen’s speech, and various other incidents like the National Health Insurance (NHI), the Expropriation Act, and BELA—all which Ramaphosa as president of the country has signed into law, but which the DA still contests and are even going to court to try and stop their implementation—shows the DA is putting party interests ahead of national interests. One of its ministers, Dean Macpherson, in charge of Public Works, has publicly declared that he won’t implement the Expropriation Act despite it being signed into law by President Ramaphosa because his party doesn’t agree with the Act. Basic Education Minister Siviwe Gwarube, although now saying she will implement BELA, initially declined to attend its signing into law ceremony.

The DA is also trying to secure its constituency which is under threat from the FF+. Already during the 2024 election, a good chunk of the DA electorate went to the FF+ and so it wants to stop the haemorrhaging as some of its hardcore supporters don’t trust its entering into government with the ANC. This has already happened in the Western Cape where it has lost one of the municipalities to the FF+.

Political commentator Professor Sipho Seepe says the problem and paradoxes being faced by the GNU are self-created and attributes them to ”mixed messages” from Ramaphosa.

”There are several ways in which this is a self-created crisis. It arises first from the mixed messages from President Ramaphosa. Secondly, its because of the different expectations and agendas pursued by members of the so called GNU, and lastly from failure to manage the internal contradictions inherent in consulting this political arrangement,” says Seepe.

”Ramaphosa has been busy selling to the world the idea of a GNU as the greatest South African innovation. In doing so he has advanced the idea and spirit of partnership. Partners consult each other on major developments. It is evident that Ramaphosa has failed to do so in many instances. Had he done so, the country would have been saved from having to bear witness to this imbroglio. Instead, he chose to play to the ANC gallery.”

He continues: ”Secondly, parties to the GNU harbour different agendas. The DA is on record to wish the ANC gone. Their participation in the GNU is part of the plan and Ramaphosa is their best bet in achieving this. Thirdly, parties to the GNU hold different ideologies. The ANC claims it is still committed to the so-called National Democratic Revolution (NDR) which was historically defined as the total liberation of black people in general, and Africans in particular. The DA, on the other hand, has tended to oppose every transformative policy that the ANC has proposed. This would prove difficult to manage in government. This difficulty has expressed itself in the contradictory and hostile postures taken by the Minister of Public Works, Dean Macpherson and his deputy Sihle Zikalala.

”In a predictable way, Ramaphosa thinks that this entanglement would somehow resolve itself. The DA, on the other hand, would use every opportunity to remind him and the ANC that they are not in charge. Macpherson has been clear that he would not be ordered around by any leader or party. He only answers to the DA.”

Governance expert Sandile Swana says the GNU Statement of Intent is only a private arrangement between two political parties, adding that it was not constitutionally recognised. He said all government ministers of the GNU must serve national interests first and that they served at the behest of the President.

”All South African laws are aligned to the Constitution and so all ministers should implement them. No government minister should defy the President. The DA is playing to the gallery. They are playing political gimmicks with the 2026 local government elections in mind. The DA is aware it’s losing its constituency to the FF+ so all they are doing is to please their constituency at the expense of national interests so that they remain politically relevant,” said Swana.

While all this is happening, the EFF is closely watching and waiting to pounce in as soon as the DA quits the GNU. It has already expressed interest to join but is only waiting for an opportunity to present itself. And the DA is aware, that’s why it will only make threats to quit but won’t exercise the right.

It would have been naive for people to think it was going to be smooth sailing and business as usual when we have 11 political parties each with its own agenda, different ideological orientation, and wanting to maintain its own party identity.

Despite these teething problems, economists say the GNU is the right path for South Africa and is already taking the country in the right direction, as shown by the improving economy and positive investor sentiment.

Max Matavire is a freelance journalist.

Premier Mokgosi’s North West province ready to face challenges head-on

The Premier of the North West province, Lazarus Kagiso Mokgosi, confirmed during his State of the Province Address (SOPA) on 27 February 2025 that his administration was ready to take up the mammoth challenges that lie ahead for the people of the North West. The Premier outlined in detail numerous plans and projects designed to drive growth in the province to ensure economic growth and secure social stability.

During his passionate State of the Province Address in the North West Provincial Legislature, the North West Premier Mokgosi, set out a structure for the five-year implementation of the Medium-Term Development Plan.

The Premier highlighted that the MTDP is anchored around three strategic priorities:

• • Driving inclusive growth and creating jobs.
  
• • Reducing poverty and tackling the high cost of living.
  
• • Building a capable, ethical and developmental state.
  

Premier Mokgosi announced to the gathered assembly that his address was the culmination of a broader consultative process with various stakeholders to find consensus on matters of socio-economic concern confronting the province. He stressed that one of the major concerns for all the leaders in the province was the high levels of unemployment and poverty that their various communities had been suffering through. He referenced the recent Quarterly Labour Force Survey, which revealed that the province had recently shed over 20 000 jobs.

“These losses have put the expanded unemployment rate at 52 percent, so this fact must galvanise and unite us to tackle these issues head on! We are a province endowed with natural resources such as minerals and weather conditions that permit a conducive environment for agriculture to thrive as well as majestic tourist attraction sites that we must exploit to create economic opportunities for our people,” said the Premier, adding that aggressive measures would be needed to find solutions to these challenges.

The Premier acknowledged the centenary celebration of Dr Ruth Segomotsi Mompati, affectionately known as Mama Ruta.

Dr Mompati was part of the defiance campaign of the 1950s and worked closely with Lilian Ngoyi, Sophie De Bruyn and Helen Joseph to organise the historic women’s march to the Union Buildings. She was one of the first women to go into exile to join Mkhonto We Sizwe, the military wing of the African National Congress after which she received military training in the Soviet Union. She epitomised the struggle faced by many women who fought alongside male contemporaries such as Oliver Tambo, Nelson Mandela and Walter Sisulu in dismantling Apartheid and its draconian laws.

“It is through the efforts of people like Mama Ruta that today we celebrate and congratulate Ms Lerato Mataboge, who was born in Rustenburg and recently appointed as African Union Commissioner for Infrastructure and Energy. As Maya Angelou avers, ‘Each time a woman stands up for herself, without knowing it possibly, without claiming it, she stands up for all women’,” said the Premier.

“Thirty years later, we continue to draw lessons from Mama Ruta and many other heroes and heroines of our revolutionary course to drive a developmental trajectory aimed at achieving a National Democratic Revolution. Later this year we will host a series of activities aimed at preserving her legacy and the contribution of the people of North West in the fight against Colonial-Apartheid rule.”

Premier Mokgosi added that the Provincial Treasury had been tasked with developing a framework and regulations to promote localisation through Supply Chain Management Policies that would need to comply with the new Public Procurement Act. At the same time, it would be imperative that this new framework should not obstruct any of South Africa’s Constitutional imperatives.

Supporting farmers and alleviating poverty

In a bid to implement effective poverty alleviation programmes in rural communities, the province is working hand in glove with the North West House of Traditional and Khoisan Leaders under the stewardship of the Department of Agriculture and Rural Development through Agri-hubs and in collaboration with the North West University, Agriculture Research Council, in addition to a number of other stakeholders.

“This objective is primarily aimed at driving agricultural development to empower emerging commercial farmers while contributing to sustainable economic growth to address high poverty levels at rural communities in district municipalities such as Dr Ruth Segomotsi Mompati and Ngaka Modiri Molema,” said the Premier.

He also announced the imminent launch of the “Ntime o Mphele Ngwana Poverty Alleviation Programme” in the coming financial year. The programme will be focussed on addressing hunger and starvation among children and youth in economically depressed communities.

“I want to urge various non-governmental organisations and the private sector to partner with us in executing this initiative. We were the first province to introduce breakfast in three hundred schools across the province to cushion learners in impoverished communities against high poverty levels in their communities tthrough the National School Nutrition Programme (NSNP).

“Breakfast will now be rolled out to cover all secondary schools in the North West, while the number of primary schools benefiting from this initiative will be increased from 272 to 350. For the next financial year, more than R690-million will be allocated to the NSNP to feed more than 750 000 learners in more than 1 300 schools. The monthly stipend we pay to food handlers will increase to R2 190,” he added.

Determined to eradicate hunger from the province, Premier Mokgosi’s administration is supporting over 5 000 subsistence farmers through the ILIMA/Letsema Programme and the Presidential Employment Stimulus. Over R60-million has been set aside for the implementation of these programmes, while an additional R80-million of conditional grants will support farming communities in increasing food production across the province.

To support local farmers and households in general, the resuscitation of the Taung irrigation scheme is in full swing. The collaborative work between the Vaalharts Water Users Association, the Department of Water and Sanitation and the Dr Ruth Segomotsi Mompati District Municipality will result in an increase of water supply to nearby households. Plans are also afoot to revitalise the Disaneng, Molatedi, Hartebees and Mooibank Irrigation Schemes.

“Restoring the dignity of our people remains one of the apex priorities of this government. To date over 6 000 hectares of land have been restored to communities and rightful owners. Through this programme R4,5-billion was spent on land acquisition with over R430-million paid as development grants.”

This includes the Bo-Moshe Communal Property Association, where over 670 hectares of land valued at more than 380 million rands was restored to the community which produces berries for export to international markets. This restoration has culminated in the investment of more than R40-million and has created close to 5 000 seasonal jobs and 34 permanent jobs for locals.

Connecting the province

The Premier revealed that the administration had paid attention to calls from across the province to upgrade its road infrastructure, with a number of projects being rolled out as part of the province’s rural development strategy.

The current financial year saw an incredible collaboration between the provincial government with mining houses which saw an investment of R429-million spent on linking rural and farming communities with the province’s economic hubs.

The Impala Bafokeng Resources funded a R39-million road rehabilitation and the Anglo American Amandabult Complex invested R160 million to address the province’s road infrastructure backlogs and has pledged a further R120 million to road infrastructure.

“We have also garnered investments of R9-billion by Harmony Gold and China Africa Precious Metals, which have collectively created and preserved 10 000 jobs, while the R10-25-billion Mekgareng Smart City project will create 20 000 jobs for the people of the Madibeng Local Municipality.”

Fighting unemployment and boosting small business

With the rise in unemployment, Premier Mokgosi took pride in highlighting the training initiatives that have been rolled out in the province.

A South African Defence Force (SANDF) and Phila Jordan Academy (Pty) Ltd collaboration is offering artisanal and tooling programmes to 3000 beneficiaries.

In addition, more than 1 200 young people are participating in a National Youth Service programme at the Departments of Public Works and Roads, Human Settlements, Social Development, and Arts, Culture, Sports and Recreation, while a further 7 000 young people have been upskilled to enter the job market, in addition to being placed in various job opportunities.

“On top of that, more than 5 000 youth-owned enterprises have been supported with financial and non-financial business development interventions through the NYDA Grant Programme, and over 3 000 young people have been exposed to various employment opportunities as ambassadors of One Stop Centres and SMME development through the Empowerment Fund and as tourism monitors across the province,” added the Premier.

“Our province will collaborate with the Department of Small Business Development to accelerate government programs to revitalise village and township economies. The VT Sifora Provincial Bursary Scheme has been allocated R10-million to benefit students from poor and missing middle households, to enroll at various institutions of higher learning across the country, while 31 unemployed young people have been recruited into the Nelson Mandela Fidel Castro (NMFC) Medical Programme to pursue their medical studies in Cuba.

“We have also absorbed 157 unemployed medical officers, while 127 unemployed bursary and non-bursary holders will be offered full-time employment and sessional posts until the availability of funded vacant posts,” added the Premier.

The province’s job creation initiatives will include the massification of public employment programmes such as the Expanded Public Works, Community Health Workers, Community Works and Labour Activation Programmes, which are aimed at creating over 150 000 job opportunities over in the next five years. These jobs are specifically targeted at women, youth and persons with disabilities.”

Developing the Province’s infrastructure

Infrastructure development was an important feature of Premier Mokgosi’s SOPA presentation, and he announced a range of infrastructure projects totalling over R1,4-billion in value that had been implemented to create a conducive environment for learning and teaching in the province’s schools. The Premier took pride in announcing that there had been significant success as a result of that investment.

“This has enabled the North West to be one of the best performing provinces, obtaining fourth position with a pass rate of 87 percent in the 2024 National Senior Certificate examinations. Our ongoing efforts to put emphasis on foundational education has given impetus to the results we see today.”

Another positive outcome of these infrastructure projects has been the creation of more than 4 200 construction jobs and then need to build more than 20 new schools over the next five years will create an additional 15 000 jobs.

Premier Mokgosi’s administration has also taken care to ensure that they will also be building schools designated for marginalised communities in a bid to ensure that all children in the province have access to quality education. The province has also rolled out their Early Childhood Development programme at all but eight of their primary schools.

Further construction work will be seen in the creation of thousands of houses across the province, with 3 555 houses planned. These will include blocked projects, first home finance and will also take into account the asbestos removal programme.

Sadly, the Premier revealed that work on the Marang Estate Project at Unit 3 in Mahikeng (a blocked social housing project envisaged to have 2400 units), had ground to a halt due to findings of irregular sale of land by the Mahikeng Local Municipality to the developer as well as misappropriation and mismanagement of the approved project budget. The National Prosecuting Authority (NPA), the National Treasury, and the Hawks are conducting joint criminal investigations into the development.

“The construction of a R101-million-rand new sewer pipe will start in earnest following the introduction of a contractor to the community two weeks ago. Various water and sanitation projects are at different stages of construction and completion, with a total budget of R450-million rands, while R65-million will be spent in finishing incomplete water projects,” announced the Premier.

“Construction of phase two of the Pilanesberg Water Augmentation project is underway with the aim of alleviating the provision of water challenges in Ramotshere Moiloa, and we are excited to announce that the interest to invest in the logistics hub to revitalise the George Dick Montshioa Airport is back, following our concerted investment drive. This investment is in the region of R176-million. We are also cognisant of the potential of both the Pilanesberg and George Dick Montshioa Airports and we have since issued a Request for Proposals (RFPs) to resuscitate and commercialise them,” added the Premier.

Clean governance, free of corruption

The Premier stressed that his administration remains committed to promoting clean governance, eliminating malfeasance, and preventing financial leakages, ensuring that scarce financial resources are effectively utilised to benefit the residents of our province.

“I am happy to share that we have seen notable improvements in the audit outcomes, which provides a strong foundation for further progress. We are proud to report that we achieved two clean audits at Provincial Treasury and the Department of Arts, Culture, Sports and Recreation, seven unqualified audit outcomes and one qualified audit opinion with less material findings at the Department of Education.

“This marks a significant milestone in our efforts to enhance accountability and transparency. The implementation of the Local Government Turnaround Strategy and Financial Recovery Plan is gaining traction and there has been relative improvement in the audit outcomes of some of our municipalities. These includes provision of services through the roll-out of the Accelerated Service Delivery Programme dubbed Thuntsha Lerole Reloaded.

“The collaboration with the National Treasury through mandatory interventions has enabled us to implement financial recovery plans as well as skills audit, culminating in improved audit outcomes in our municipalities, and in particular, Dr Kenneth Kaunda and Bojanala District Municipalities as well as the Moretele Local Municipality,” said the Premier.

He added that the equitable distribution of fiscal resources is essential in bridging the gap between our rural and urban areas and ensuring that all regions can grow and thrive. Currently, the Equitable Share formula that guides the allocation of fiscal resources is under review. A Technical Committee on Finance (TCF) has established a dedicated task team to investigate this formula and ensure that it accurately reflects the developmental needs of rural Provinces such as the North West. As a province, we lobbied strongly for this, and we will be making submissions in this regard.

“We are on track to turn around the current state of the North West Parks and Tourism Board. We must reposition and revitalise the entity to allow it to derive adequate revenue to sustain some of its affairs and to adequately manage the State Protected Areas and biodiversity network. We will continue to implement cost containment measures and introduce additional measures where possible while identifying possible partnerships and stakeholders to assist in achieving the entity’s legislative mandate. Among the most immediate plans is to invest in upgrading and maintaining the Protected Areas Network Infrastructure.

“We will also establish Public-Private Partnerships to fund infrastructure restoration and modernisation within Protected Areas. We will issue Expressions of Interest for the management and commercialisation of these non-viable parks. This includes, among others, the upgrading of the Kgaswane National Botanical Garden that will be made possible by the Glencore R15-million fund.

The Premier also noted that his administration has conducted investigations into the traditional leadership disputes, and the outcomes of these investigations will be made public in due course. He also confirmed that funding will be made available to establish a Commission of Inquiry to probe the Barolong boo Ratlou boo Moshoette traditional leadership dispute to ensure the provincial administration does not find itself in contempt of court.

“We are reviewing policies on traditional authorities in the province which will culminate in the development of one policy for traditional authorities. This support will include coronation, burials and tools of trade. The North West House of Traditional and Khoisan Leaders has been given a draft for inputs,” announced the Premier.

Healthcare and welfare

He further confirmed that his administration is on track with their commitment to building new clinics, in addition to refurbishing a number of dilapidated old clinics.

The Premier confirmed that three new clinics have been opened during the current financial year in Ngaka Modiri Molema and the Dr Kenneth Kaunda District, in addition to opening a bulk pharmacy in Ventersdorp and the Phokeng Forensic Mortuary and procuring 75 red fleet vehicles at a cost of R76-million. These vehicles will serve as ambulances as well as planned patient transport vehicles, and they will be spread across the province.

With support for healthcare featuring high on his province’s priority list, the Premier made special mention of an incredible local achievement.

“We congratulate the Klerksdorp/Tshepong Hospital Complex for successfully performing the first-ever off-pump cardiac bypass surgery for two patients at the newly built catheterisation laboratory at Tshepong, supported by the team from India and Johannesburg’s Charlotte Maxeke Academic Hospital. Our gratitude also goes to the Job Shimankane Tabane Hospital for a successful cancer operation, for tumor evacuation removal in conjunction with the private facilities.

“These achievements demonstrate the capacity of the State to ensure rollout of adequate provision of quality primary and tertiary health care services in our facilities for the benefit of the poor and economically disenfranchised,” added the Premier.

The province was also fighting the scourge of substance abuse and has initiated prevention and early intervention programmes among children and youth in schools, in partnership with community-based organisations and other stakeholders.

Psychosocial support, treatment and rehabilitation services are being provided at the JB Marks Treatment Centre, while the Taung Treatment Centre provides outpatient, community-based and after-care programmes and interventions in collaboration with Department of Health. In addition, an inpatient treatment section will be operational at some point during 2025.

Poverty and hunger has also been tackled by the province’s Social Relief of Distress (SRD) programme, with over 10 800 people receiving food parcels, while dignity packs have been distributed to more than 6 700 individuals. These recipients range from needy families and child-headed households, through to people with disabilities, the homeless as well as people affected by disasters.

“In our fight against the scourge of gender-based violence, we have established three fully functioning shelters for GBV victims in Vryburg, Mahikeng and Rustenburg in 2024, and we will be opening a further shelter in Potchefstroom as some point in 2025,” announced the Premier.

The province’s Child and Youth care centres has offered a temporary home to 26 undocumented, unaccompanied and migrant children who had been rescued following the recent illegal mining crisis that erupted in Stilfontein.

“We are working on their repatriation and reunification with their families in their countries of origin. We have also introduced a flagship programme called ‘Re thuse, re go Thuse’ with the aim of taking Social Development services to communities at a brisker pace,” added the Premier.

The Premier’s commitment to South Africa’s determination that “the doors of learning and culture shall be open” can be seen in the province being on course to deliver and open libraries in four cities and towns, while refurbishments at the Moshana Cultural Village, the Matloding and Kudunkgwane Cultural Villages are scheduled to be completed by the end of March, with R4-million being set aside to refurbish the Mahikeng Office of the Mmabana Arts, Culture and Sports Foundation.

In closing, the Premier referred once again to a hero of the liberation struggle, Aaron Tiro, before referencing an international liberation hero, Fidel Castro.

“We recently repatriated the remains of the late liberation struggle hero Aaron Tiro, for reburial at Lekubu village in Ramotshere Moiloa. His spirit shall live forever and serve as a reminder of the sacrifices endured in the course for liberation. Our special thanks go to the ordinary peoples of Zambia, who hosted Aaron Tiro and many of our compatriots and leaders. They delayed the enjoyment of the benefits of their freedoms so that our country can be free. In his memory we will continue to forge ahead with our national democratic project.

“For a revolution, as opined by Fidel Castro ‘is not a bed of roses. A revolution is a struggle between the future and the past’. Ours is a skewed past centred on exploitation, exclusion and oppression, but we remain hopeful about the future prospects of our province, and we are unflinching on our commitment to create a better life of all, irrespective of race, class, gender or creed,” concluded the Premier.

What losing US trade benefits means for South Africa’s economy and international payments

Harry Scherzer, the CEO of Future Forex, looks at how the potential cancellation of AGOA could disrupt SA’s trade, strain relations, and reshape the international money transfer landscape, making agile foreign exchange strategies more crucial than ever.

 With South Africa’s preferential benefits under the African Growth and Opportunity Act (AGOA) uncertain, individuals and businesses are preparing for what many fear could be the end of our special treatment in the market, which will disrupt trade and investment. This shift would put pressure on US-South Africa relations, potentially leading to increased market volatility and economic uncertainty.

Since 2000, AGOA has allowed South Africa to export goods to the US duty-free, which gave it a pricing competitive advantage in that country. More than 10% of SA’s exports, worth around $14 billion, benefit from AGOA.

Losing access to AGOA or attracting stricter tariffs from one of our key export markets could cause the rand’s devaluation, higher costs for consumers, and potential job losses in key sectors like agriculture, automotive, and textile.

There is also concern that South Africa is set to raise VAT this year: during last year’s mid-term budget, Finance Minister Enoch Godongwana suggested that tax increases might be on the cards, noting that raising VAT or personal income tax by one percentage point could generate R25 billion per year. VAT was last hiked in 2018 to 15%.

Market privileges under AGOA remain in place until the end of September 2025, unless it is extended, replaced, or cancelled. However, recent signals from President Donald Trump have cast doubt on whether an extension will materialise, or if stricter new terms will be imposed instead. The signs are not good. Recently, Trump issued an Executive Order freezing aid to South Africa in response to its land reform law, while four leading US congressmen wrote to Trump and demanded he revoke South Africa’s AGOA benefits, accusing it of undermining US security and foreign policy interests.

A US president cannot unilaterally cancel AGOA since it is an act of Congress, but he can suspend or terminate a country’s eligibility based on reviews if it is deemed non-compliant with AGOA’s criteria, such as market openness, human rights, and governance standards. He could also push Congress to amend or discontinue it.

Such a move would not only strain diplomatic and economic relations, but also trigger capital outflows, weakening the rand and increasing volatility. As trade routes shift and investors seek safer markets, it will not be a simple matter of seeking new markets for our goods.

Jobs on the line

One of the hardest-hit sectors will be the automotive industry. In 2023, South Africa exported 400 000 vehicles to over 100 countries—22% of which were destined for the US, worth $1.88 billion. As one of South Africa’s largest employers, this could result in job losses and reduced industrial output, further weakening the economy.

Agriculture is another sector at risk. South Africa has exported large quantities of citrus, wine, and macadamia nuts to the US under AGOA. Without duty-free access, these products will become more expensive for American consumers, potentially leading to declining sales or encouraging American buyers to source their produce elsewhere.

The agricultural sector in South Africa is predominantly made up of Afrikaans farmers, and since Trump has publicly expressed his commitment to protecting these farmers—offering them refuge in the US—he may choose to maintain AGOA to avoid harming the very group he aims to protect.

Turbulent Times

Ultimately, we don’t know what lies ahead in terms of AGOA. Whether the US chooses to keep, scrap, or renegotiate it, the uncertainty alone puts added pressure on the rand.

What we do know, is that as an emerging market currency, the rand has always been volatile. It moves with global market pressures, domestic economic issues, and investor sentiment. And with South Africa’s relationship with the US on unsteady ground, we could see even more turbulence ahead.

That said, South Africa has been getting several things right locally. Loadshedding appears to be in the rearview mirror, Transnet is getting a handle on the ports, and upcoming visa reforms could give tourism a welcomed boost. While these improvements have made the rand more resilient amidst the current headwinds, resilience doesn’t equate to stability.

Protecting your wealth amid uncertainty

While the rand remains relatively strong, now is a good time for South Africans to consider diversifying offshore.

As uncertainty grows, keeping your wealth tied up in rands becomes an increasingly risky move. While moving funds abroad can help mitigate that risk, it’s equally important to use the right international money transfer partner when doing so. Not only will a reliable provider handle compliance smoothly and save you time, but they’ll also offer a competitive exchange rate—so you don’t need to bear the extra burden of hidden bank fees and subpar service.

The next few months (and even years) are likely to bring even more unpredictability. Ultimately, anyone investing money offshore is taking positive steps towards securing their financial futures, and a transparent, client-centric foreign exchange provider will make it easier than ever to do that.

Harry Scherzer is the CEO of Future Forex.

South Africa’s response to the United States’ decision to halt aid: a wake-up call for self-reliance and national responsibility

On January 20, 2025, the global community watched with a mix of anticipation and trepidation as President Donald Trump was inaugurated for his second term in office

 With the inauguration came a sweeping series of executive orders, and one of the most consequential for South Africa—and indeed, for many countries in the developing world—was the announcement to halt U.S. aid for HIV/AIDS treatment programs, including the President’s Emergency Plan for AIDS Relief (PEPFAR). This program, which has been a pillar of international support for health in South Africa, has provided essential resources for tackling the country’s HIV/AIDS epidemic. The withdrawal of this support has sent shockwaves through the healthcare sector, forcing South Africa to confront a harsh new reality.

“As the Minister of Health, it is my duty to outline the implications of this decision, how we have responded, and the broader lessons it offers for South Africa’s future’.

PEPFAR’s Role in South Africa: A Lifeline for Millions

Before delving into the consequences of this decision, it is essential to reflect on the significant role PEPFAR has played in South Africa’s health sector over the years. The statistics alone underscore the importance of this program. South Africa has the largest number of people living with HIV in the world—approximately 7.8 million individuals. Among these, 5.5 million people are on life-saving antiretroviral treatment (ARVs). This is no small feat, and it is a testament to the tireless work of our healthcare professionals and the international support that we have received over the years, particularly from PEPFAR.

Since its inception in 2003, PEPFAR has been one of the largest and most successful initiatives aimed at combating HIV/AIDS worldwide. Initially launched under the leadership of President George W. Bush, it has enjoyed broad bipartisan support in the United States. Through PEPFAR, billions of dollars have been directed toward providing HIV treatment, prevention, and care in countries with the highest burdens of HIV, including South Africa. The program’s support has been instrumental in scaling up HIV testing, improving access to treatment, and preventing new infections.

However, President Trump’s decision to halt the funding for PEPFAR in January 2025 has left us in a precarious situation. In South Africa, where PEPFAR has operated in 27 high-burden districts, the funding has supported not only the procurement of ARVs but also the salaries of over 15,000 healthcare workers. These workers—funded through a web of non-governmental organizations (NGOs) and academic institutions—have been at the forefront of South Africa’s efforts to combat HIV, tuberculosis (TB), and sexually transmitted infections (STIs). With this lifeline now at risk, the future of these services hangs in balance.

The Immediate Fallout: Uncertainty and Vulnerability

The immediate effects of the cessation of PEPFAR funding are already being felt. The 15,000 healthcare workers who were employed through PEPFAR’s funding are now facing the very real prospect of losing their jobs. This workforce is integral to maintaining the infrastructure of our HIV/AIDS programs, and their departure would create a significant vacuum. In the absence of immediate replacements, it is likely that service delivery will be disrupted, particularly in the 27 districts that are most heavily affected by the epidemic.

It is worth noting that while South Africa’s government funds the procurement of 90% of the ARVs used in the country, the remaining 10% is funded through global initiatives like the Global Fund to Fight AIDS, Tuberculosis, and Malaria. The Global Fund, like PEPFAR, has been a valuable partner in our efforts to fight HIV/AIDS, but it cannot fill the void left by the loss of the PEPFAR workforce. The situation has become even more dire considering that PEPFAR’s funding also supported the operational costs of the healthcare infrastructure in these districts, from transportation and equipment to basic operational support.

These districts, particularly those in South Africa’s rural and under-resourced provinces, represent the frontline of our battle against HIV/AIDS. Without the PEPFAR-funded staff, the country will face serious challenges in meeting its treatment and prevention targets. This loss of support comes at a time when South Africa has made significant strides in addressing HIV/AIDS, with our country exceeding the first 95% target set by UNAIDS (i.e., 95% of people living with HIV know their status). However, we are still far from achieving the second and third 95% targets, which involve getting 95% of those who are HIV-positive on ARVs and achieving viral suppression in 95% of those on treatment. The interruption of services threatens to undermine our progress and set us back in our quest to eliminate HIV/AIDS as a public health threat.

A Wake-Up Call: The Need for Self-Reliance and National Ownership

While the loss of PEPFAR funding is undeniably a blow, it should also serve as a wake-up call. It is clear that South Africa, and indeed the African continent, cannot afford to be entirely dependent on foreign aid for its survival. The Trump administration’s decision, while unfortunate, should spur us to reconsider our reliance on external donors and focus on building a self-reliant and sustainable health system.

For too long, African countries, including South Africa, have looked to international donors as the primary source of funding for critical health programs. This dependency, while important in the short term, is neither sustainable nor in the long-term interest of the country. We must prioritize investments in our domestic healthcare infrastructure and ensure that we are not at the mercy of changing foreign policy or the political whims of external powers.

South Africa has the capacity to drive its own health initiatives. We have the knowledge, the human capital, and institutional experience to address the public health challenges we face. It is now time to consolidate our resources, invest in local solutions, and take full ownership of our healthcare programs. This should be our goal—not simply to survive on aid but building a health system that is resilient and capable of meeting the needs of our people without reliance on external sources.

A Call for National Reflection: Equity in Healthcare and the Role of State Subsidies

This moment of crisis offers us an opportunity to have a deeper and more critical conversation about our healthcare system’s sustainability and equity. One of the starkest realities of our health system is the disparity between those who can afford private healthcare and those who rely on the overstretched public sector. South Africa has one of the most inequitable healthcare systems in the world. While the wealthier segments of society benefit from state subsidies for private medical insurance, millions of South Africans still struggle to access basic healthcare services.

Given the immense pressure on our public healthcare system, it is time for us to ask whether it is fair or sustainable for the state to continue subsidizing private medical aid schemes for those who can afford them. In a country where poverty and inequality remain rampant, the question must be posed: Should we, as public officials and lawmakers, continue to draw subsidies for private healthcare while the majority of South Africans struggle to access quality care?

The money spent on these medical aid subsidies could be better directed toward improving our public health infrastructure. The funds currently used to support medical aid for the wealthy could be redirected to ensure that everyone, regardless of their income, has access to essential healthcare services. This could include increasing the number of healthcare workers, improving the availability of medicines, and expanding coverage for preventive health services.

The coronavirus pandemic underscored the inequalities in South Africa’s healthcare system, and the response to this crisis should be a rallying cry for rethinking how we approach healthcare financing. It is time to prioritize the needs of the most vulnerable, especially as we confront the loss of critical international support for our health programs.

Responding to the Crisis: Practical Solutions and Collective Action

In response to the immediate threat posed by the withdrawal of PEPFAR funding, the South African government has moved swiftly to mitigate the impact. We have already started to mobilize resources, both within the country and through engagement with international partners, to find alternative sources of funding and support. We have been in ongoing discussions with donors such as the Clinton Health Access Initiative (CHAI), the Bill and Melinda Gates Foundation, and the United Kingdom’s Foreign, Commonwealth & Development Office (FCDO). We are exploring all avenues to ensure that we can continue to provide essential HIV/AIDS services in the absence of PEPFAR’s support.

Additionally, we have taken proactive steps to ensure that critical health services continue uninterrupted. We are redeploying healthcare staff from less busy areas to high-burden districts, implementing task-shifting measures to address staffing shortages, and expanding the use of multi-month dispensing for patients stable on ARVs. These measures will help minimize disruptions and ensure that HIV-positive individuals do not face interruptions in their treatment.

But these solutions are only temporary. The long-term answer lies in our ability to build a robust and self-sustaining healthcare system, supported by strong domestic investments and a commitment to equity in healthcare.

A Shared Responsibility for the Future of Health in South Africa

The decision by the United States to halt PEPFAR aid is undoubtedly a significant setback for South Africa’s healthcare system. However, it is also an opportunity for us to reassess our priorities and chart a new course for the future. It is time for South Africa to take full ownership of its health programs, reduce dependency on external donors, and ensure that our healthcare system is resilient, equitable, and sustainable.

This crisis should be seen not as a challenge we cannot overcome, but as an opportunity to demonstrate our resolve as a nation. Let us rise to this moment with courage, innovation, and a commitment to the health of all South Africans. We can build a healthcare system that can weather the storm, and we must work together to ensure that we do not lose the hard-won progress we have made in the fight against HIV/AIDS and other public health challenges.

As we reflect on this pivotal moment, let us remember: our future health, and the health of millions of South Africans, is in our hands. It is time for us to take responsibility, make the necessary sacrifices, and build a healthcare system that serves all, not just the privileged few.

Summarised by Nasiphi Ndevu, Head Research Sgwili Media Group

Africa brimming with opportunities for businesses willing to take a new approach

Africa’s story is one of resilience and opportunity, where, with the right approach, businesses can play a pivotal role in shaping a prosperous but also sustainable and inclusive future, writes Ian Clark

 Africa, the world’s second-largest and second-most-populous continent, is on the cusp of a transformative era. With its youthful population, rapid urbanisation, and growing middle class, Africa is becoming a magnet for businesses seeking untapped opportunities.

However, unlocking these opportunities requires a fresh approach that aligns with the continent’s unique challenges and the emergent global trends of Industry 5.0.

At the recent Global SIAM (Service Integration and Management) Conference, thought leaders, industry experts, and public sector representatives gathered to discuss how innovative methodologies like SIAM could hold the key to navigating Africa’s multifaceted business landscape. The conference highlighted how SIAM could play a pivotal role in preparing organizations to thrive in the human-tech and sustainability-driven evolution of Industry 5.0.

I am a passionate advocate for SIAM’s transformative potential in Africa. As the Scopism regional partner, I wanted to share my insights on why SIAM is the right methodology and operating model to unlock Africa’s vast business potential and how organisations can take the first step toward sustainable growth and service innovation.

The Promised Land

Africa has untapped potential, offering a strong economic growth trajectory and dynamism. For example, the African Continental Free Trade Area (AfCFTA) can potentially create the largest free-trade area in the world, uniting 55 countries with a combined GDP of $3.4 trillion. Add to this the continent’s natural resource wealth, its position as a global leader in mobile banking and financial services, and its burgeoning tech ecosystem, and it’s clear why Africa is attracting international attention.

However, these opportunities are coupled with unique complexities, from fragmented and siloed service delivery ecosystems to underdeveloped infrastructure and a pressing need for sustainable, human-centric solutions. Enter Service Integration and Management (SIAM), a methodology and model designed to manage multi-provider environments, activate meaningful customer-centric services and experience and enhance service delivery.

SIAM Key to Success

SIAM offers an evolved approach to traditional service management, making it highly relevant for organisations operating in Africa’s complex and dynamic environment. By championing collaboration, managing interdependencies, and driving meaningful service experience and accountability across multiple service providers, SIAM provides a framework for organisations to enhance both service delivery and customer-centricity.

During the Global SIAM Conference, discussions centred on how SIAM aligns with Industry 5.0’s emphasis on resilience, sustainability, and leveraging advanced technologies like artificial intelligence (AI). Industry 5.0 prioritises human-centric values and seeks to harmonise technology with sustainability, making it particularly suited to Africa’s developmental goals.

What does this mean in reality? Well, in the context of Africa, where service delivery ecosystems can be fragmented and diverse, SIAM enables organisations to build resilience and agility while addressing the complexities of multi-provider environments. It’s not just about efficiency; it’s about creating tangible value whilst embracing human-centric and sustainable principles.

Early Adopters and Advocates

The region has, as always, expressed a keen interest in Service Management, and there are several early adopters of SIAM in the region. These pioneers focus on enabling evolved service management with a focus on world-class service and customer experience, as well as a holistic and integrated view of service provision and support. All of these are done with a healthy dose of advanced technology, human centricity, environmentally sound practices and sustainability.

A local IT outsourcing giant has already embraced SIAM and uses many of its practices internally to integrate and manage end-to-end IT services for its employees. Having experienced the benefits internally, they are now in the process of formulating SIAM-related services and products to assist and enable their impressive portfolio of clients on the continent.

A large Petrochemical company are in the final stages of re-aligning its operating model to incorporate an integrator who will focus on delivering customer-centric IT-related services and products to users within the continent and around the world. They not only focus on effectively managing service providers/towers charged with delivering world-class technical systems and products but also on integrating these technologies and presenting and managing them in a user-centric and business-enabling manner.

The early signs are promising, and the continent is well-positioned to leverage the SIAM model, techniques and practices that are becoming commonplace in other regions worldwide.

The Role of SIAM in Industry 5.0

As businesses worldwide shift toward Industry 5.0, the integration of human creativity and advanced technology is driving the evolution of service management. With its youthful workforce and innovative spirit, Africa is uniquely positioned to embrace this transformation. SIAM’s focus on governance, collaboration, and end-to-end accountability makes it an indispensable methodology for organisations and here’s why.

• • Leverage Advanced Technologies: AI, IoT, and big data are at the heart of Industry 5.0. SIAM helps organisations manage these technologies within complex service ecosystems, ensuring seamless integration and optimised outcomes.
  
• • Drive Sustainability: Africa’s developmental challenges demand solutions that are not only effective but also sustainable. SIAM’s governance framework ensures that sustainability is embedded into service delivery practices.
  
• • Enhance Customer Experience: By focusing on human-centric values, SIAM helps organisations deliver services that are tailored to the needs of diverse African populations.
  

Where to Start

For businesses looking to embrace SIAM and unlock Africa’s potential, it’s sometimes can be overwhelming knowing where to start, but here are some practical tips:

• • Understand the Local Context: Africa is not a monolith. Each country has its own regulatory frameworks, cultural nuances, and market dynamics. Organisations must invest time understanding their target regions’ specific challenges and opportunities.
  
• • Adopt a Collaborative Mindset: SIAM thrives on collaboration. Engage local partners, government agencies, and service providers to co-create innovative and culturally aligned solutions.
  
• • Invest in Skills Development: To realise the benefits of Industry 5.0, organisations must invest in upskilling local talent. SIAM’s emphasis on capability building and knowledge sharing can help bridge skill gaps and empower African workforces.
  
• • Embed Sustainability into Strategy: Sustainability is not an add-on; it’s a core component of success. SIAM’s governance model ensures that environmental and social considerations are integral to service delivery.
  
• • Leverage Proven Frameworks and Partnerships: Partnering with experienced organizations or reach out for advice to help accelerate the adoption of SIAM and ensure that best practices are tailored to local contexts.
  

A Vision for the Future

As Africa embraces the transformative potential of Industry 5.0, businesses willing to adopt innovative methodologies like SIAM will be well-positioned to lead the way.

By aligning service management with human-centric values, driving collaboration, and embedding sustainability, SIAM offers a roadmap for navigating complexity and fostering growth in one of the world’s most exciting regions.

Africa’s story is one of resilience and opportunity, where, with the right approach, businesses can play a pivotal role in shaping a prosperous but also sustainable and inclusive future.

Ian Clark is the managing director of Fox IT Service Management, the exclusive Scopism Regional Partner, and a SIAM expert in Africa

RFK Jr is in. Is health in America on its way out?

Robert F. Kennedy Jr has fought Big Pharma and Big Food, but he’s also spread dangerous misinformation about vaccines, fluoride, and even HIV. Now he’s going to run the US health system. Ida Jooste investigates...

 The US Senate has confirmed President Donald Trump’s contentious pick for secretary of health and human services, Robert F. Kennedy Jr.

Known as RFK Jr, he is the nephew of former US president John F. Kennedy and the son of Robert F. Kennedy, the former attorney general and senator. A lifelong Democrat, he joined Trump in the run-up to the election, promising to ”Make America Healthy Again” (MAHA).

The role of US health secretary is much like South Africa’s health minister, with broad oversight of everything from health research and food and drug regulation to public health insurance programmes.

But RFK Jr is best known for his wild beliefs about health, including an anti-vaccine stance. He has claimed HIV is not the sole cause of Aids, that fluoride in water lowers IQ, and that COVID-19 was bio-engineered to spare Ashkenazi Jews and Chinese people.

He’s also an environmental lawyer who took on agrichemical giant Monsanto. He was a supporter of abortion and has opposed US reliance on fossil fuels saying it exacerbates climate change—policies at odds with the Trump administration. He continues to be aggressively critical of Big Pharma and Big Food, crusading against pharmaceutical advertising and ultra-processed food.

It’s that combination of misinformation and common sense that is so dangerous, says William Bird, the director of Media Monitoring Africa.

”Misinformation with a touch of truth... it’s sufficient to sow doubt so that you no longer know what is real and what absolutely isn’t.”

Distrust of vaccines

During his Senate confirmation hearings, RFK Jr refused to back down from his belief that vaccines cause autism.

”Will you reassure mothers unequivocally and without qualification that the measles and Hepatitis B vaccines do not cause autism?” asked Senator Bill Cassidy, a physician who is the chairperson of the Senate committee on health, education, labour, and pensions. RFK Jr refused to give a yes or no answer, asking for data that showed that.

His belief is largely based on a discredited 1998 study of 12 children that suggested a link between the Measles, Mumps, and Rubella (MMR) vaccine and autism. The theory has been repeatedly debunked by numerous studies over the past two decades.

The concern is that with the reins of the US healthcare system, he could halt mandatory child vaccinations like MMR.

”The consequence of all of that is the re-emergence of all diseases,” epidemiologist Salim Abdool Karim, a professor at the University of KwaZulu-Natal and Columbia University, told Bhekisisa. ”Measles will probably be among the first because measles spreads very easily unless nearly everyone is vaccinated.”

False claims and financial gains

In 2023, RFK posted on X that the Gardasil Human Papillomavirus (HPV) vaccine ”appears to be increasing the risk of cervical cancer”—the very thing that vaccine is meant to prevent. The post got half a million likes.

But studies have shown that the vaccine can be up to 100% effective in preventing cervical cancer.

During the hearings, RFK Jr admitted that he was collecting fees from suing the HPV vaccine manufacturer Gardasil—effectively giving him a financial stake in finding fault with vaccines, a massive conflict of interest. Later, he agreed to hand over any proceeds to his son.

Making a leap

In an interview with conservative podcaster Jordan Peterson, RFK Jr said toxins in the environment could be causing a rise in the number of people who identify as transgender, pointing to a 2010 study that showed that a weedkiller, atrazine, can give male frogs both male and female characteristics.

Michael Pepper, the director of the Institute for Cellular and Molecular Medicine at the University of Pretoria, says that what we learn from studying other species doesn’t always apply to humans. But we can’t ignore it either.

There could be a number of reasons people are expressing different gender identities, he says. That includes non-biological ones such as the fact that society is more accepting now, which makes it easier for people to be themselves. Meanwhile, medical treatments like surgery and hormones have made it easier for those who want to transition.

But in the US under the Trump administration, at least some of that acceptance is being rolled back. In January, he mandated that all federal employees remove their pronoun preferences from their email signatures and other forms, along with a slew of other anti-trans executive orders.

Raw milk

In 2023, RFK Jr boasted that he only drinks raw milk, claiming health benefits. Currently, the FDA site warns about the health dangers of raw milk—it can carry bacteria like salmonella, listeria, and E. coli which cause food poisoning with symptoms like diarrhoea, nausea, and fever and is particularly dangerous for young children and older adults.

The FDA strongly recommends pasteurisation, the process of heating milk to kill harmful bacteria and then cooling it quickly to keep it safe and fresh.

Raw milk consumption in the US is particularly dangerous now.

There has been a sharp rise in H5N1, the virus which leads to bird flu, detected in dairy farms across the US. One person died in January and dozens have been infected with the virus since 2024, mainly from close contact with infected animals. Researchers found the virus can survive in raw milk and are concerned about a potential human avian influenza pandemic.

‘Things can go terribly wrong’

David Spurrett, professor of philosophy of science at the University of KwaZulu-Natal, says politicians should stay in their lane.

”It is really important that political officeholders not confuse the political mandate with being experts... when they don’t, things can go terribly wrong,” he says. ”When we tried exactly that in South Africa—where the president and the minister of health were pushing their own views about the causes of HIV and Aids—the consequences were terrible.”

The health of the US could look a lot different in four years.

”I think we will have to see how much damage is done,” says Abdool Karim. ”I think it will be very hard to put Humpty Dumpty together again.”

Ida Jooste

The core of leadership: strengthening your inner circle

As a leader, what is the strength of your core? Do you have a strong inner circle? Is your inner circle leading to more effective leadership? Cohen Appanah looks at why these questions are so important.

 What happens to a team when the trust between a leader and their inner circle breaks down? How would your leadership fare under such circumstances? Will you still achieve strong results when your inner circle becomes dysfunctional? The answer is probably no, and that is no surprise. Leadership is built on trust, and a leader’s ability to maintain a strong inner circle is key to effective leadership. Contrary to popular belief, it is not just leaders who break trust, often it is the team that breaks trust, thus collapsing the inner circle of a leader.

Steve Jobs, the visionary co-founder of Apple, prided himself on building a culture of innovation and excellence within the company. In the early 1980s, he personally recruited John Sculley, a highly regarded executive from PepsiCo, to become Apple’s CEO. Jobs famously pitched the role to Sculley with the now-iconic line: ”Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?” Jobs believed Sculley shared his vision and values, trusting him to be a partner in transforming Apple into a market leader. For a while, the relationship flourished, with Jobs leading the creative side and Sculley focusing on operations.

However, problems in their relationship began to emerge as Apple faced growing pains and internal disagreements. Sculley, supported by members of the board, grew increasingly frustrated with Jobs’ aggressive, sometimes volatile leadership style. Despite Jobs’ brilliance and his deep belief in Apple’s mission, Sculley and other executives viewed him as a liability to the company’s growth. In a shocking betrayal, Sculley led a boardroom takeover that resulted in Jobs being forced out of the very company he had built. Jobs was devastated, famously stating that being fired from Apple was one of the most painful experiences of his life.

This incident exemplifies how even visionary leaders can be derailed by a lack of trust within their inner circle. Jobs had done everything right—choosing a highly qualified CEO and empowering his team to grow the company. However, his inability to align fully with Sculley and the board revealed the dangers of a fractured leadership core. The betrayal demonstrated that trust is not just about shared vision; it requires continuous alignment, open communication, and mutual respect. This story highlights how leaders must remain vigilant in nurturing trust and cohesion within their inner circle. Had Jobs’ core leadership team been stronger, with more trust and shared understanding, the betrayal that led to his ousting might have been avoided.

Ultimately, Jobs’ return to Apple in 1997 and his subsequent transformation of the company into a global powerhouse underscored the importance of building a unified and trusted core team. This time, Jobs ensured that his inner circle shared not just his vision but his values and commitment to innovation. The lesson here is clear: the strength of a leader’s inner circle is the bedrock of their success.

What is the Core of Leadership?

A leader’s core is its inner circle, consisting of a small, trusted group of individuals committed to the leader’s directives and passionate about the vision of the organisation. The inner circle of a leader is the core team that provides counsel, drives alignment, and models trust within the organisation. These are individuals who remain close to the leader, support objectives, and drive success collectively. Often, these are the leader’s direct reports, but this can vary based on the structure of the organisation. The strength of a leader lies in their ability to build and nurture this trusted inner circle.

The inner circle is essential because it influences a leader’s ability to make effective decisions and inspire trust in the broader organisation. The broader organisation looks to the leader to provide direction, inspire confidence, and provide strategies to grow the organisation while ensuring shared success. If the core of leadership—the inner circle—is dysfunctional, it can have dire consequences for the organisation, as it directly impacts success and growth through decision-making.

Trust as the Foundation of a Strong Core

Trust is crucial to building a strong leadership core and strengthening a leader’s inner circle. Trust builds loyalty, enhances collaboration, and creates a sense of psychological safety. Leaders with strong trust networks can inspire resilience and navigate uncertainty effectively. Low levels of trust impact decision-making, cause poor morale within teams, create inefficiencies, and eventually result in high turnover rates. A high level of trust in the inner circle of a leader is capable of creating a ripple effect throughout the organisation, shaping the culture into one that is positive and effective.

When Satya Nadella became CEO of Microsoft in 2014, he inherited a company plagued by internal silos, waning innovation, and declining relevance in the tech industry. Recognising that the company’s challenges were as much cultural as operational, Nadella prioritised rebuilding trust across the organisation, starting with his inner circle of senior leaders. He created an environment where his direct reports could express their views, take calculated risks, and openly discuss failures without fear of retribution. Nadella’s leadership demonstrated that trust is not just a value—it is a strategic necessity. Under his guidance, Microsoft transformed into a unified and innovative powerhouse, reclaiming its position as one of the most valuable companies in the world.

How to Strengthen Your Inner Circle as a Leader

1. Identify Key Members of Your Inner Circle

Not everyone is meant to be part of a leader’s inner circle, and recognising who belongs in this core group is one of the most critical leadership decisions. This process requires more than identifying top performers; it is about pinpointing individuals whose qualities align with the core principles of trust, collaboration, and commitment. Qualities like dependability, integrity, accountability, and a shared passion for the organisation’s vision must take precedence over technical skills alone.

Leaders must take a deliberate and thoughtful approach to this selection process. Observe how potential members respond under pressure, how they interact with others, and whether they consistently align their actions with the organisation’s values. An inner circle is not just about individual excellence but about the collective strength of those who amplify the leader’s vision and drive. It may also require tough decisions, like redefining roles or even removing individuals who do not align with these values, to preserve the integrity of the core.

2. Hire with the Right Qualities in Mind

Every new hire is an opportunity to strengthen the foundation of your leadership core. Leaders must ensure that recruitment processes prioritise qualities that align with the values of the inner circle. This does not mean hiring individuals who are simply agreeable or ”yes-people” but those who bring diverse perspectives, problem-solving capabilities, and a willingness to challenge constructively.

Leaders should design hiring frameworks to evaluate not only technical competencies but also emotional intelligence, cultural fit, and long-term alignment with the organisation’s vision. The individuals you bring in should embody the potential to grow into trusted members of the inner circle over time. Remember, building an inner circle is an ongoing process; not everyone will start in the core, but with careful hiring, you can lay the groundwork for future inclusion.

3. Set an Example as a Trusted Leader

The leader is the anchor of the inner circle, and your actions will set the tone for the entire team. To strengthen your core, you must model the qualities you expect from others, particularly in challenging situations. Display integrity, consistency, and a calm demeanour under pressure so that others have confidence in your leadership. When leaders demonstrate transparency and accountability, it encourages those in the inner circle to mirror those behaviours.

Additionally, create opportunities for open dialogue where team members feel safe to share ideas, concerns, or even opposing views. Leaders who actively listen, provide honest feedback, and celebrate successes build deeper connections with their inner circle. Share personal experiences, acknowledge mistakes, and communicate the lessons learned. These behaviours foster a culture of vulnerability and mutual trust, which strengthens bonds within the team.

4. Lead with the Organisation’s Vision in Mind

The inner circle’s primary responsibility is to align with and drive the organisation’s vision. However, distractions can pull teams away from this central purpose. It is the leader’s role to ensure that the core remains focused on strategic objectives that serve the organisation’s mission. This requires frequent recalibration, where leaders remind the team of the overarching goals and how their work contributes to achieving them.

One way to keep the vision at the forefront is to establish clear priorities and regularly communicate progress toward these goals. Leaders must also guard against the tendency to micromanage, allowing the inner circle the autonomy to execute their roles while staying aligned with the big picture. A shared commitment to the vision is what transforms an inner circle from a group of capable individuals into a unified and effective leadership team.

5. Forgive and Trust Again

No leader is immune to betrayal, and in many cases, the actions of one person can shake the foundation of trust within the inner circle. However, leaders who dwell on betrayal risk becoming overly guarded and creating a culture of fear within their teams. To strengthen the inner circle, leaders must develop the resilience to forgive and rebuild trust when it is broken. This does not mean ignoring the betrayal or allowing it to happen without consequences—it means addressing the issue, learning from it, and finding a path forward.

Forgiveness is especially critical in fostering an environment of psychological safety. Team members must feel that they can make mistakes and recover without being judged. At the same time, leaders must show discernment, knowing when trust can be rebuilt and when it is time to part ways with someone whose actions undermine the team’s cohesion. The ability to trust again is a hallmark of strong leadership—it reinforces the notion that the inner circle is a dynamic, evolving group built on resilience and shared accountability.

The Ripple Effect of a Strong Leadership Core

A leader’s core is the foundation of their influence, and strengthening it begins with trust. Strong trust means a strong inner circle, which is critical for effective leadership and sound decision-making. It is of paramount importance that leaders maintain a strong inner circle, as this ensures organisational success. This level of trust among the most senior individuals of the organisation sends a ripple effect through the rest of the organisation.

As a leader, what is the strength of your core? Do you have a strong inner circle? Is your inner circle leading to more effective leadership? These are questions that only you can answer but bear in mind that this is the difference between effective and ineffective leadership.

Cohen Appanah

Face to face with the Vice Chancellor of the University of Botswana

Leadership Editor Prof JJ Tabane sat down with the VC of the University of Botswana, Prof David Norris, who shared his background and vision for the university

Background

I started my academic career as an Assistant Professor at Austin Peay State University in the USA. In 2001, I joined the University of Limpopo (then University of the North) as a senior lecturer in animal breeding and genetics and rose through the ranks to full professor. While at the University of Limpopo (UL), I served as the Director of the School of Agriculture and Environmental Sciences. In June 2016, I joined the Botswana International University of Science and Technology as Deputy Vice-Chancellor responsible for Research and Innovation. Eighteen months later, on the 1st of December 2017, I joined the University of Botswana as Vice-Chancellor.

Vision for the university

My immediate task when I joined the university was to create a new path for the institution. The building block in creating this new path was having a clear understanding of our role as an Institution of Higher Learning in knowledge creation and societal impact. From the analysis of our institutional performance in these vital areas of knowledge creation and societal impact, we realised that we needed a new social contract between the university and society. We had to ‘reinvent’ ourselves as an institution of higher learning. Therefore, in 2019, the University came up with a new strategy, ‘Creating a Future for the Knowledge Generation’. The new mission for the university was to provide quality education, research, innovation and engagement for sustainable national development and global impact. The strategic themes in this mission are Relevance, Quality Education and Research, Quality Service, and Positive Impact.

Key strategic goals of the strategy:

• • Produce quality well-rounded employable graduates
  
• • Create and deliver high quality applied research and innovation
  
• • Enhance economic and societal engagement and impact
  
• • Maximise revenues and investments for sustainable growth
  
• • Improve service quality and operational efficiency and effectiveness
  
• • Build employee capabilities to enhance staff accomplishments
  
• • Optimise institutional performance
  
• • Expand the utilisation of high-tech knowledge resources
  

These strategic goals were developed in alignment with the government of Botswana’s Vision 2036, which is anchored on ‘Prosperity for All’.

The key pillars of Vision 2036 are:

• • Pillar 1: Sustainable economic development
  
• • Pillar 2: Human social development
  
• • Pillar 3: Sustainable environment
  
• • Pillar 4: Governance, peace, and security
  

At the centre of our mission to intensify research is promotion and development of the research and innovation value chain. We are actively promoting the research and innovation value chain that starts from basic research and all the way through the value chain to prototype and product development. As we adopt this approach, we are creating an innovation ecosystem that includes critical partners such as industry, government, and civic society. This approach holds great potential for enhancing economic development and job creation, thus rendering the university’s research activities impactful in society. As a way of strengthening this ecosystem, we have also established a university innovation centre that is open to staff, students, and members of the public. This is bearing fruit as we already have several early start-up entities which show great promise to develop into fully fledged companies.

As indicated earlier, research and innovation are central to our academic business. We want our research to influence or drive our teaching and engagement activities. Our staff are involved in a number of research activities that promise to impact society positively and these include: development of vaccines for lumpy skin disease; utilising data science to improve health outcomes in paediatric HIV; development of high-temperature thermal energy storage battery using locally sourced sand; production of bio-diesel using locally available plant and animal feedstock; design and installation of forced-circulation solar water heating systems; and sustainable bone tissue regeneration of composites derived from locally available materials.

Leadership

Leadership is an attitude and not a position. I heard this from Dr Mensa Otabil, and I found this to be a very profound statement. People do not realise that leadership is at all levels and that it is not only about authority but also about taking initiatives and making positive impact in an organisation or community. People also tend to think leadership is limited to those in senior or executive positions. Everyone in his or her daily activities must demonstrate leadership qualities. Organisations are most likely to succeed if employees realise that it is their attitudes towards work that really matter.

From a personal perspective, I try to strike a balance between different leadership styles, principally between transformation, servant, and participative leadership styles. I have found myself leaning more towards transformational leadership style to drive a compelling case for a need to change towards building a university that has staff with creative and innovative mindsets. The university’s transformational journey of intensifying research, driving innovation, and enhancing its societal impact requires empowering staff to improve on their work ethics and embracing change. This requires me to continually communicate a persuasive vision for the university.

Leadership challenges faced

One of the lessons I’ve learned (the hard way) as a leader is that you can’t be loved and appreciated by everyone, especially when you bring in reforms that call for more accountability from employees. The university’s new strategy for excellence in teaching and learning, intensified research, and innovation, coupled with the university’s restructuring and transformation into a High-Performance Organisation, has been met with ferocious resistance from some quarters within the university community. A small number of staff (but very forceful and determined) instigated protests against the reforms I introduced. I have been verbally abused, lied about, and my character ‘assassinated’. I received threats to my life. There have been times when I asked myself if it’s worth it. However, I never at any point thought of quitting. I would not give my detractors the joy of having driven me away. I firmly believe a university must contribute towards society’s economic development and any university that fails in this regard must close its doors. The lesson I drew from the resistance I faced (and still face) is that leadership is not about popularity, it is about doing what is right and remaining steadfastly focused to achieve a set vision.

Engagement with staff and students

There are several strategies that I use in my engagement with staff and students to ensure they are part of the decision-making process. Shared governance has been the key strategy.

Our decision-making process most often involves collaboration between management staff and students. In my seven years at the University of Botswana, the university has never had any serious student protests, largely because the student leadership body, the Student Representative Council, recognises that they are part of the leadership collective. The university has an established Joint Negotiating Committee (JNC) which is made up of management and staff unions representatives. This committee plays a vital role in the decision making and management processes.

There are issues that management cannot take decisions on, without negotiating with the unions. Issues that do not compel management to negotiate with unions are still brought to this committee for discussion and information sharing.

Use of high-tech resources in education

One of our strategic goals is expanding the utilisation of high-tech knowledge resources and digitalisation. Expansion of access to education through distance learning, enhanced access to wider scope of education materials and information, acquisition of new skills, diversity in teaching and learning methods, and keeping abreast of new technologies compel the University of Botswana to integrate technology in the university’s educational framework.

Personal insights

I would say I have failed in balancing my professional responsibilities with my personal life. In the seven years that I have been at the University of Botswana, I have cumulatively taken less than 30 days of leave out of a total 245 days I am entitled to. This has negatively impacted on both my health and social relationships, particularly the father-son bond with my son who is now 13 years old.

This must change, and I have taken a decision to rectify this. I love travelling and playing squash, but I have not done this in the last seven years. Most of the travelling has only been on official business.

Prof JJ Tabane is the Editor of Leadership Magazine.

How investing in small businesses can fuel growth

How investing in small businesses can fuel growth writes John Dludlu

 The year 2024 was pivotal in the history of the world. For South Africa, the 30th anniversary of the first democratic election ushered in the second incarnation of the government of national unity (GNU). The context for GNU-2024 was different but just as it was the case in 1994 it necessitated the building of bridges on many fronts, national cohesion and reconciliation, and reimagination.

For the Public Investment Corporation (PIC), emerging from an unflattering past, 2024 meant that pursuit of excellence in asset management in a globally competitive environment needed to also address the pressing socio-economic imperatives. These are unemployment, small business development, and the redress of the country’s economic inequality. This explains its investment in the SA R1.4 billion SME Fund.

The case for investment in SMEs is compelling and warrants a closer attention as well as possible ramping up with the right amount of prudence. SA desperately needs increased investment in the SME segment.

The World Bank estimates that formalised SMEs contribute only 40% of the national incomes of emerging economies, and less so in SA’s case. According to data from the International Labour Organisation (ILO), interestingly, micro and small enterprises collectively make up 70% in successful economies. As was recognised in the National Development Plan, SMEs are likely to create more jobs than their large or corporate counterparts.

This makes it vitally important for a country like SA to invest in SMEs if it is to credibly tackle its many challenges.

It’s important to identify common features between the GNU of 1994 and that of 2024. These include the urgency with which SA must build bridges between those previously excluded by apartheid and those who benefited from it, if it stands a chance of enjoying sustained socio-political stability.

Data from StatsSA demonstrates that black South Africans are still disadvantaged economically. Unemployment among black Africans, who constitute 80%, was at 36.9% (national average, 28.5%).

If the 1994 GNU sought to build bridges between the different race groups, then fighting the disproportionately high unemployment rate among 90% of the population should be just as pressing a priority for the GNU forged in 2024.

The other common priorities of the two GNUs are the facilitation of national cohesion and reconciliation.

Cohesion and reconciliation among South Africans will be unattainable if such socio-economic disparities remain racially typified. Reimagination also, of a country where people work together regardless of race to build a country that can compete in the new digitalised, multilateral and environmentally responsible world order, cannot happen either if different race groups in the country face their socio-economic crises separately.

SA is the world’s most unequal society. The World Bank estimates the country’s Gini Coefficient, its measure of economic inequality, at 63%. Income inequality is directly proportionate to the risk of political instability, high country risk and high crime index.

The racially skewed income inequality, unemployment rate, and overall quality of life confront the GNU and its agencies or entities—like the PIC—to rethink economics and politics. These ills pose a threat to the prosperity, safety and profitability of the well-off minority and international investors, making the country unattractive as an investment or tourist destination. The implication of this is that whatever investment one makes in SA in the long run cannot offer any sustainable returns. This should be of concern to large investors such as the PIC.

Within the confines of an asset management corporation, the PIC’s investment in the SA SME Fund is indicative of the realisation that SMEs are central to the mandate of the GNU, the quest to build bridges and to close the income inequality gap so that South Africa can become a stable economic success story, a sustainable society and an attractive investment or tourism destination.

It is, therefore, encouraging that the portfolio of the SA SME Fund’s investee companies includes black women-owned and led venture capital funds, capital equity firms (some which invest in a scholar transport business that only employs women drivers), and an alternative funder which already devotes the bulk of its funds in SMEs that are majority black-owned.

This ensures the PIC that its contribution to the acceleration of Broad-Based Black Economic Empowerment (BBBEE) is off to an encouraging start. The other investments by the SA SME Fund not only point to a focus on economic transformation for racial equality, but also the prioritisation of key economic sectors like agriculture, biotechnology, technology, and the commercialisation of intellectual property generated by universities.

These investee companies are in keeping with the PIC’s thrust impactful investing and supporting innovation, accountability, integrity, respect, and leading by example. They balance solid performance and financial sustainability.

Undoubtedly, more remains to be done to close the income inequalities that plague the SA economy. Many other stakeholders need to come on board the SME-focused approach to the rebuilding and reimagining of an inclusive economy. The GNU set the tone in 1994 for all to join hands to find solutions to pressing challenges, and 2024 was a turning point and an opportunity to re-ignite the SA dream.

John Dludlu is the CEO of the Small Business Institute