Startups are seldom the first thing people consider when thinking about scalable and impactful solutions addressing the most pressing issues in global health. The idea that innovation can be home-grown is even more foreign. To change this perspective, we need more programs that spotlight locally-led innovations and effectively create systems that support their growth and impact at scale. &nbsp;



In Africa, many innovative companies are transforming the health sector. <a href="https://healthtech.salientadvisory.com/reports/innovations-in-digitizing-health-supply-chains-in-africa/">Salient’s work</a> shows that in supply chain alone, nearly 350 startups offer various solutions such as order and inventory management, direct distribution to consumers, transport warehousing and reverse logistics, product protection and visibility, and data analytics. For example, Figorr, a Nigerian startup, offers cold chain solutions that help businesses track and monitor the storage conditions of temperature-sensitive products in real-time. Figorr partnered with the Nigeria Primary Health Care Development Agency during the pandemic and tracked over four million Covid-19 vaccines to prevent wastage. Since then, they have expanded this partnership to cover other vaccines: they have tracked 98 million vaccines recommended in the World Health Organization’s Essential Program on Immunization, and more than 72 million other health products such as insulin, fertility shots, chemotherapy, and snake anti-venom (as per data from the i3 Year 1 Monitoring &amp; Evaluation report). Startups like Figorr demonstrate how partnerships with innovative companies can help expand access to health products, reduce the cost of distributing health products, and improve the visibility of health products.



As <a href="https://www.imf.org/en/News/Articles/2023/04/14/pr23119-sub-saharan-africa-regional-economic-outlook-the-big-funding-squeeze">donor funding</a> for the health sector decreases, it’s clear that International Nongovernmental Organizations (INGO)-delivered systems are insufficient. Further compounding this trend is a <a href="https://www.reuters.com/world/africa/debt-squeeze-leaves-sub-saharan-africas-governments-fiscal-bind-2023-10-16/">debt crisis</a> that requires African governments to do more with less. We, therefore, urgently need scalable, private-sector solutions that generate jobs and sustained impact. However, donors, global health institutions, governments, and industry leaders in global health lack an understanding of the innovation ecosystem and how to effectively engage startups to address key challenges.



This is why programs such as <a href="https://innovationsinafrica.com/">Investing in Innovation Africa</a> (i3) that spotlight startups such as Figorr and connect them to donors, governments, key industry leaders are important. i3 is a new kind of value-creation network that selects early and growth-stage African-led startups and provides introductions to potential customers in global health alongside other supports. It’s powered by major players in global health, including the Bill &amp; Melinda Gates Foundation, Cencora, MSD, Microsoft, and Chemonics.



What happens when platforms like i3 are created? The potential of innovation in the development sector is demystified. Global health stakeholders can meet impressive startups already active on the continent with strong reach (e.g., startups in the i3 report serving about 40,000 healthcare providers on the continent), inspiring them to think outside the box and include innovation in their strategies (data is from the applications startups submitted to the i3 program). Startups also gain exposure that opens the doors for new partnerships: the first cohort secured 32 MoUs, pilots, and partnerships and raised an additional $10.4M in funding (data is from the i3 Year 1 Monitoring &amp; Evaluation report). These strong numbers represent the tip of the iceberg since this process of building strategic partnerships with startups and reimagining the role of innovation in global health is nascent, and we are still learning from it. &nbsp;&nbsp;



The Covid-19 pandemic reinforced that resilient, local supply chains for medicines and other health products in Africa are critical. This requires a new way of thinking that taps into existing innovative solutions on the continent with the goal of scaling them. i3 represents a new model for development assistance centered around locally-led businesses working with leading multinationals, governments, and donor systems to create a more sustainable system. This new model is not perfect, but it shows the willingness of global health stakeholders to come together, build bridges, and imagine new ways of working together that are fit for purpose for the future. Therefore, as global health stakeholders, let’s not shy away from partnering with African innovators and scaling their innovations.



– The writer leads Salient&#8217;s work on Investing in Innovation (i3), a pan-African program to support the commercialization and impact of health tech companies.

Startups i3 cohort 2023

African-Led Innovations Front And Center In Global Health

ADFD&#8217;s Commitment to Colombia&#8217;s Early Childhood Development



The Early Childhood Development Centers (ECDC) project in Colombia (country in South America), supported by an allocation of $10.5 million from the Abu Dhabi Fund for Development (ADFD), stands as a testament to the United Arab Emirates’ (UAE) commitment to the Sustainable Development Goals (SDGs). This initiative has led to remarkable advancements in primary education and health infrastructure, fostering a transformative impact on communities.



By enhancing the quality of life, especially of the rural community, the project has added momentum to Colombia’s National Development Plan to ensure that all girls and all children have access to early childhood care and development services and quality preschool education by 2030.



The ECDC initiative presents a comprehensive approach to child development, encompassing a range of services that go beyond traditional education. The project in partnership with international organizations, has facilitated the establishment of 37 Early Childhood Development Centers, guaranteeing education for hundreds of children below the age of six.



These centers serve as more than just educational institutions; they function as community hubs, and also extend support to families, by providing medical assistance and essential nutrition. As trained professionals offer expert care, from pregnancy to early childhood, ensuring optimal growth and well-being.



ADFD’s engagement in the ECDC project exemplifies its dedication to SDG Goal 4: Quality Education. By investing in early childhood education in Colombia, the UAE is contributing to the larger global mission of ensuring inclusive and equitable education for all.

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Empowering Colombia’s Future Through Education

The country continues to cement its place as a global green gemstone leader, with miner, Grizzly Mining lighting the way.



The colour green evokes a sense of tranquillity, symbolizing the calming power of nature. It also comes with a sense of urgency, as well as of drive and promised fortune. It is exactly this drive and fortune that has led to a rise in the mining of one particular green gemstone – African emeralds – and one particular miner.



While emerald mining has been historically synonymous with countries like Colombia, Zambia accounts for 70% of global emerald supply, according to Grizzly Mining Chairman, Abdoulaye Ndiaye, following a recent record auction in August.



Unlike in Colombia, where emeralds production takes place deep underground, Zambian emeralds are found closer to the surface, allowing for much safer surface operations.



One Zambian company is leading the charge to produce some of the largest high-quality emeralds in the world.



“Emeralds have a special place in my heart, as the mere sight of their green hue brings happiness. It&#8217;s a colour that exudes joy and positivity, making me appreciate emeralds all the more,” says Ndiaye, who is also the founder of Grizzly Mining Limited.



After completing his studies in Senegal, Ndiaye moved to Israel to study gemology, where he learned the art of cutting and polishing diamonds and emeralds.



“My pursuit of emeralds took me to Zambia after I saw the opportunity to create a market that could grow in size and in demand through the establishment of reliable supply of emeralds,” he says.



Subsequently, Ndiaye obtained his first emerald concession in 1997 in a remote part of the Zambian bush. His success saw him acquire neighbouring licences and collating them into one large 2km open pit operation using state of the art machinery, which is now the world famous, Grizzly Emerald Mine.



In 2017, Ndiaye entered into partnership with an Israeli diamond group selling 50% of his stake in the company.&nbsp;Grizzly&nbsp;was briefly renamed &#8220;Gemcanton&#8221; under the partnership. In 2019, Ndiaye bought back this stake and resumed total ownership, reinstating the name &#8220;Grizzly&nbsp;Mining&#8221;.&nbsp;The company has been under sole ownership and operation since.



&nbsp;Go Green or Go Home



The colour green is not just synonymous with fortune and nature, but also the power of luck, which makes it the perfect shade for emeralds, as finding these gems is a stroke of luck, in itself.



“Unlike diamonds, which are mined in approximately 65 countries, emeralds are far more rare and exclusive, with only three countries producing them in meaningful quantities: Colombia, Brazil, and Zambia,” Ndiaye explains.



He reveals that Afghanistan and Bangladesh are also blessed with emeralds, although their production is limited, and minimal compared to the approximately 60 million carats that Grizzly produces annually.&nbsp;



In addition to its large production, the company has also pioneered a new way of selling emeralds.



Prior to Grizzly’s production, buyers would purchase a bag of assorted emeralds of different sizes and grades, with this irregularity causing difficulties for buyers.



Now, it produces enough gemstones to offer identical lots of the same-sized emeralds, matching in grade and hue, to international buyers.



Through dedication, hard work and investment, Grizzly has become a byword for quality emerald mining, bringing in $48.6 million in revenue for its most recent auction.



And yet, the company’s remarkable achievements didn’t come without its challenges.



As emerald mining takes place in remote locations, Grizzly had to grapple with a lack of electricity, water, and road infrastructure.



“At one point, it was very challenging for me to make this area safe and habitable for employees to work,” says Ndiaye.



To overcome these hurdles, Ndiaye and his team built and funded new infrastructure. This included roads circa 50km to the region, and access to potable water, in addition to funding the extension of the national powerline to deliver electricity to the surrounding communities. They also hired professional geologists to train their Zambian workforce in emerald exploration.


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A Greener Community



In addition to prioritizing physical infrastructure, Grizzly Mining places a strong emphasis on its personal relationships with local communities, and this plays a pivotal role in the success of its operation.



The support of local chiefs, and their communities, is of paramount importance, providing a “social licence to operate”. Working with local people has also been essential in understanding the geology of emeralds.



“Being one of the most significant forces in Africa, operated primarily by African individuals, we receive substantial support from the community, which empowers us to make a significant impact.”



Grizzly’s Zambian mining operation not only employs over 1,000 individuals, 95% of whom are Zambian, but through the use of modern mining equipment with large scale machinery, rigorous due diligence and the stressed importance of safety, they have received awards for their approach to safety, from the industry.



Additionally, Grizzly has also built five schools in the surrounding communities, and two clinics, and continues to sponsor two schools entirely, covering the education of several thousand children.&nbsp;



What’s more, during the Covid-19 pandemic when revenues halted for a year, Grizzly continued to pay wages to all its staff, and even donated supplies to the Kitwe Teaching Hospital, in addition to supplying sanitizer and masks to the local communities.



Grizzly’s commitment to a healthier environment is not just limited to the local community, as the company is extremely conscious of the environmental footprint of its mining activities.



The company adheres to the stringent safety and environmental standards associated with best practice in the industry, which includes the rehabilitation of the waste rock from the mine, reforesting the stacks, and minimizing the usage of water.



They have also set up their own nursery for trees and vegetation to attain self-sufficiency and sustainability in their reforestation and afforestation initiatives.



The Future is Emerald Green



Holding three to four emerald auctions a year, both in Kitwe, Zambia and in Dubai, and attended by some 130 companies&nbsp;and more, Grizzly Mining has firmly established itself as a recognizable business, particularly thanks to its gems that are so unique in colour.



“Even though we may not dig deeper, we produce the highest quality emeralds with a yellow-green hue – the most sought after colour in emeralds, and this is precisely what we have in Zambia,” reveals Ndiaye.



As Grizzly Mining looks to the future of emerald mining, they are currently in the process of a 50% expansion to meet the ever-growing demand for their high-quality emeralds.



Ndiaye pinpoints the the exact moment he first stumbled upon an emerald.



“I was in Congo dealing with diamonds, then I heard about emeralds. I was being told that they were very&nbsp;special and unique. I came To Kitwe, Zambia to see the stones&nbsp;in&nbsp;January 1978. I was first introduced to the beautiful stones in a local market so I began buying small quantities and selling them in Geneva. These sales became very profitable for me.”



Ndiaye vividly remembers the emotions the experience stirred within him. Now these emotions serve as a constant reminder of the beauty that can be hidden within and it is because of these memories that he encourages his team to work diligently so that they can continue to uncover the hidden gems that lie just beneath the surface.

Abdoulaye Ndiaye – Grizzly Mining 2

‘Gem In The Rough’: A Look At Zambia’s Ever-Growing Emerald Industry

In 200 meters, enter the roundabout and take the second exit”. We’ve all become very used to our favorite mobile app or to satellite GPS getting us to where we want to go when we’re traveling. Modern-day apps provide you with not only the best route to your destination and your estimated time of arrival, but they also direct you away from traffic congestion and other road hazards.



In our busy urban lives, these devices have become a necessity, rather than a luxury and your Uber driver’s livelihood even depends on it. The uses of GPS have grown exponentially and it’s hard to imagine a life without this critical tool, which was born out of the space race in the late 1950s to early 1960s.



South African Kirsten Neuschäfer embarked on an extraordinary journey in the 2022 Golden Globe Race (GGR), circumnavigating the globe on her 36-foot cutter, “Minnehaha”. The GGR, which started and ended in Les Sables-d’Olonne, France, replicated the 1968/69 global circumnavigation of Sir Robin Knox- Johnston, adhering to the technologyand yacht design limitations of that era— no GPS, autopilot, or modern maritime conveniences. The 30,000-mile voyage has to be completed alone, non-stop and without any outside assistance.



Organizers track the racing yachts via satellite and there are emergency GPS communications onboard but breaking the GPS seal results in disqualification. Participation requires substantial yachting experience and entry is by invitation only. To the mere mortal, this yacht race not only appears impossible to complete but the potential hazards sound terrifying. Neuschäfer not only became the first woman to complete the challenging GGR, but she also emerged as the overall winner after a 235-day voyage and a bucket load of two-minute noodles.



After the recent tumultuous years, investors will probably have some sympathy for the 22 sailors that took on the 2022 GGR. One doesn’t need a very long memory to remember the market impact of the Covid-19 pandemic, the Russian invasion of Ukraine, the oil price spike, rampant inflation, multi-decade high interest rates, the crisis in the Middle East and deteriorating international relations.



Many investors will also remember the bursting of the Dot-com bubble in 2001, the 9/11 terrorist attacks, the collapse of Enron, the Global Financial Crisis and Great Recession, the Greek debt defaults, Brexit, and Donald Trump’s election and presidency. These events from the current millennium all caused waves in the financial markets and tested the mettle of even the most experienced of investors. History is littered with similar events that have raised adrenaline levels, increased the heart rate, and left investors with the typical “fight or flight” conundrum.



For Neuschäfer, there was no option but to fight during times of bad weather and rough seas. But fighting meant leaning on her experience, adapting to the conditions and doing that ‘sailor stuff ’ (a non-nautical term) that kept the yacht in good condition and on course. There were also times when the yacht was becalmed and that became an exercise in patience as well as an opportunity to go for a swim. The markets are no different for investors.



There are those times when it seems like markets are crashing in around you but that’s not the time for flight. It could be an opportunity to tweak (a non- financial term) one’s investment portfolio and take advantage of newly- available opportunities, but it remains critical to stay the course to reach that long-term investment destination.



Markets can also find themselves becalmed from time to time, sometimes for years. Tweak the portfolio around the fringes then too, if necessary, but keep the bow pointed forward and wait for the market winds to pick up again.



Investment portfolios are lifelong vessels that do not demand constant attention. Staying the course and adhering to long- term goals is vital to ensuring financial stability and allowing investors to enjoy the sunset of their lives without the reliance on &#8220;two- minute noodles.&#8221;

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Sailing Your Investment Portfolio Into The Sunset

Have you ever heard of the ‘last mile’ in logistics? In a product’s journey from the warehouse to your door, the last mile is the final stage in the process. Not only is it the hardest to get right, and the most time-consuming leg of product delivery, it’s also the most expensive, reportedly accounting for around 50% of total shipping costs. If you’ve ever waited hours for a package that was “out for delivery”, you’ll understand exactly how inefficient this final step can be.



Luckily for the industry, and for customers, a number of new and emerging tools and technologies are being developed and deployed to improve last mile delivery. These solutions make smarter and simpler deliveries possible. Solutions like Loop, a delivery management app that is optimizing and shaking up the logistics space by improving the interactions between everyone across the supply chain &#8211; from the business and the driver, to the end customer.



Loop was founded by Kimberley Taylor, who came up with the idea for the business while completing a university assignment. She was asked to solve the traditional travelling salesman problem– the salesman has to visit every city on a list starting from a particular location and ending at the start location.



The challenge is to minimize the length of the trip by finding the most efficient route. Solving this route optimization problem opened the door for Taylor to ask even more questions about the visibility and communication issues that exist within the delivery space. And she immediately knew that there were a number of problems that needed to be solved.



Despite describing herself as a “non- technical founder”, Taylor wanted to create a ‘piece of tech’ to help the industry improve their operations and streamline these processes. When looking for the right solution to bring her idea to life, she was introduced to Google Cloud Platform (or GCP) by the development house she was working with at the time and quickly realized just how well-suited GCP’s tools and technologies were to her needs.


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“To be honest, I didn’t really know any better back then, but in hindsight, I’m insanely grateful for the recommendation because, from the beginning, GCP was very easy to use and intuitive for someone like me who isn’t very technical,” she explains. “I think that this was just one of those steps on my journey where I got a bit of luck – I met the right people and found the right tools.”



Starting out in the fast food and on-demand space, Taylor learned a lot about the difference between what she dubs ‘difficult’ and ‘easy’ logistics.



“I quite naively thought that fast food was easy logistics but I was very wrong because you have such a short amount of time to do a delivery and there really is very little room for error,” she says.



But Taylor is quick to note that this was actually a huge blessing in disguise because it meant that the Loop platform had to offer real-time data capabilities, as well as greater visibility and scalability from the very beginning. Delivering on these requirements was made possible, in large part, by GCP.



For her, the different Google Maps APIs have proved incredibly helpful because it allows Loop to access live traffic and distance data in real-time from anywhere around the world; the alternative would be to build and source its own database, which would have prevented Loop from getting to market as efficiently as it did.



All of the data powering the platform is stored on BigQuery, Google’s data analytics warehouse. It allows them to analyze and better understand the massive amount of logistics and customer data it generates and captures each day. In addition, Taylor leveraged Looker Studio to bring data together



and create customizable and informative reports and dashboards; a capability she had promised to a client early on in her entrepreneurship journey.



“When you’re selling and you’ve never built a piece of tech before, you often promise more than you should,” she says. In Taylor’s case, she told a client that Loop could provide advanced data analytics capabilities, with dashboards to showcase what the data meant, but she wasn’t sure how to actually deliver on this promise. “Honestly, Looker Studio was the most amazing tool,” she says, noting that she has witnessed the tool grow and evolve into something even more powerful over the course of the seven years she’s been using it.



“I’m not a developer but because the Google platform is so intuitive and easy to use, I could go into the backend and look at error logs without having to bug the developers every time I had a question. The process of using GCP has been insanely empowering for me.”



So, how does Argility, part of the Smollan Data and Tech Cluster and a top Google analytics partner through Digicloud Africa, come into all this?



Having successfully made a name for themselves in this space, Taylor and her team realized that they needed a little extra help growing and improving their processes, without dramatically increasing their costs. For Japie Saunders, Head of IT &amp; Infrastructure at Argility, the challenge was to make sure that Loop has the right infrastructure in place and that the overall layout of the business is set up in a way that it can grow securely and fully comply with different regulations and requirements.



“Often, start-ups don’t have the knowhow or the right guidance when it comes to something like security. This needs to be addressed before the business gets too big,” he says. “For Loop, this meant organizing projects using a clear hierarchy, with different tiers of staff allocated to different projects, so that they can refine access and only allow the right people to access certain information.”



Beyond this, Taylor notes that having a partner who really understands Google’s suite of products in detail, including security, has been invaluable. “We haven’t had this before,” she says. “Because they understand how to put things together in a smarter and more logical way, they are helping us to identify creative ways to up our efficiency and minimize our costs.”



According to Taylor, on average Loop sees a 20% reduction in kilometers driven with route optimization, i.e. determining the best sequence for the delivery of a series of orders. And when route optimization is combined with route planning – the step before route optimization which determines the best vehicle to use given the number and size of orders that need to be completed – this 20% increases to 30%.



Similarly, when you give customers greater visibility around where the driver is, you can reduce the amount of time they spend with a customer by 50%.



While Taylor acknowledges the power of digital solutions and technologies, she points out that tech for the sake of tech is just silly. “At the end of the day, it’s cool to have the best tech but you need to understand that people really want to make money or save money. They want results.” That is exactly what Loop delivers.



Markets can also find themselves becalmed from time to time, sometimes for years. Tweak the portfolio around the fringes then too, if necessary, but keep the bow pointed forward and wait for the market winds to pick up again.



Investment portfolios are lifelong vessels that do not demand constant attention. Staying the course and adhering to long- term goals is vital to ensuring financial stability and allowing investors to enjoy the sunset of their lives without the reliance on &#8220;two- minute noodles.&#8221;

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Staying In The Loop – How A South African Tech Startup Is Leveraging Google Cloud To Optimize Its Processes

Asignificant wealth transfer is looming on the horizon, with Generation Z set to inherit a substantial portion of it, alongside Millennials, also known as Generation Y. These generational cohorts, shaped by their unique experiences and values, are already exerting a profound influence on the world. It is therefore vital to understand and anticipate their evolving needs, especially when it comes to wealth management.



Both Generation Y and Generation Z are eager to engage with investing and financial matters from a young age, accessing mobile banking apps and showing an interest in trading. These younger generations are paving the way for a future where financial education and investing become integral to their lives.



To prepare these future leaders for managing wealth, initiatives like Standard Bank Wealth and Investment’s Leadership Academy program play a vital role in educating the next generation of clients on the principles of banking, investing, lending and financial planning.



Recognizing that age-specific education is crucial, Wealth and Investment offers tailored programs for different age groups: the Junior Leaders’ Academy is for 10 to 12-year-olds, the Young Leaders’ Academy is for 13 to 17-year-olds, and the Future Leaders’ Academy is for those aged 18 to 24. These programs serve as an inspirational journey, encouraging delegates to take charge of their lives and gain profound insights into their families’ wealth legacies.



Each academy applies research- based approaches to learning agility and change adaptability, providing opportunities to develop a growth mindset. At their recent Future Leaders’ Academy, held in KwaZulu-Natal in August, Wealth and Investment focused on ‘The Art of Personal Branding’.



The day’s sessions were designed to equip the delegates with the skills needed to navigate the complexities of personal branding on social media. They learned about the process of building a unique and distinctive image for themselves in the minds of others, and how best to present themselves both on and offline.



A number of experts in the field shared their expertise and knowledge of personal brand development, and inspired the participants with new ideas on how to make their mark in the digital space.



Participants were also introduced to the Enneagram, a non-boxing personality system designed to ignite self-confidence, and provide pathways for personal growth, self-acceptance and self-mastery.



Social media law expert, Emma Sadleir led a discussion on personal reputation management and the disciplinary consequences of using social media.



The Leadershift Twins hosted a session on establishing a strong online presence in the professional space. An intergenerational wealth conversation on personal brand equity looked at how individuals can create their own stories while still adding value to their multigenerational family legacies.



The delegates participated in lively debates, leaving with valuable knowledge and skills to establish their own strong and effective personal brands.



Standard Bank Wealth and Investment is committed to providing a foundation through education upon which future generations can grow and preserve wealth successfully. Their Leadership Academy program is a fundamental part of their offering, creating opportunities that enable the next generation to protect their family legacies, while pursuing their own dreams and ambitions.

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The Art Of Personal Branding – Empowering Millennials And Gen Z For A Successful Future

Research indicates that 70% of generational wealth gets depleted by the second generation, and 90% by the third. Standard Bank Wealth and Investment SA understands the importance of successful generational wealth transfer, and believes that it is vital to educate the next generation on the principles of managing, growing and preserving generational wealth, so that it is sustainable beyond the third generation.



As the current generation of traditionalists and baby boomers move more deeply into retirement, wealth transfer is on the horizon. It is therefore vital that any sustainable wealth preservation strategy places emphasis on financial education. With over 60% of its population under the age of 25, the African continent is growing more youthful. This necessitates an intentional investment in financial literacy, which strongly accounts for the improvement of intergenerational wealth mobility.



According to Lucratia Mathe, Head of Client Value Proposition at Standard Bank Wealth and Investment SA, High-Net-Worth individuals are becoming increasingly aware of the need to create sustainable, long-term intergenerational wealth plans.



“A key concern of wealthy individuals, both locally and globally, is that poor financial planning will result in the next generation being ill-equipped to manage, grow and protect their family wealth,” she says. “We’ve all heard the horror stories of people inheriting millions, only to squander it all and be left with nothing three or four years down the line. A big contributor to this crisis is that over 25% of those due to inherit wealth are inadequately prepared for financial responsibility.”



“As Africa’s leading wealth manager, our goal is to contain this situation by helping our clients and their families to develop dynamic and future-proof wealth management strategies that will enable them to build and preserve their wealth so they can leave a legacy for generations to come,” Mathe continues.



Leadership Academy program



To ensure that this happens, Standard Bank Wealth and Investment SA has established a successful Leadership Academy program. Launched in 2014, the initiative is designed to empower and educate next generation clients on the principles of Financial Literacy; Entrepreneurship and Innovation; Mental Wellness and Social Impact.



“Our Leadership Academies are designed to inspire our delegates to take ownership of their lives,” says Mathe. “The Academies honor our purpose of banking the family and our belief in empowering the next generation of leaders. We invite our next generation of clients, what we call our “NextGen”, to deepen their knowledge of the world of wealth, learn and apply principles of investing and discover their personal strengths.”



Research has shown that when it comes to engaging the youth on how to manage their money, it is better to start young in order to build money knowledge and habits that will last a lifetime.



“Our Leadership Academy programs feature age-appropriate content that is backed by research and behavioral science,” Mathe continues. “This allows us to deliver content that is effective at igniting a growth mindset for personal development purposes, while simultaneously educating the current generation on financial literacy and what it means to give purpose to wealth.”



While it is clear that families will always face challenges when transferring wealth from one generation to the next, initiatives like the Standard Bank Wealth and Investment SA Leadership Academy program create opportunities that enable the next generation to protect their family legacy while still forging their own paths.



“As a country, there is a critical need to do more to educate the next generation on financial matters, and to improve the financial literacy of all South Africans. We are committed to playing our part by providing a foundation through education upon which future generations can grow and preserve wealth successfully,” Mathe concludes.

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Intergenerational Wealth: The Importance Of Financial Education

In a world that&#8217;s witnessing an inspiring surge of leaders and change-makers, women are breaking barriers, pursuing dreams, and making their mark across diverse industries.



As women continue to redefine their roles in the professional realm, the significance of mutual support and guidance can&#8217;t be overstated. Deirdre King, Managing Director (MD) of Jacaranda FM, recognizes the value of women uplifting and learning from each other, and fostering an environment where female professionals can thrive. Through her experiences and insights, King offers advice for businesswomen looking to make their own mark, confidently navigate the professional world, and ultimately, claim their rightful place in the workplace.



Empower Through Upliftment and Learning



King&#8217;s journey to becoming the MD of Jacaranda FM is marked by determination, resilience, and a commitment to supporting her fellow women. She emphasizes the importance of women empowering one another, urging women to uplift and inspire their peers. Through collaboration and encouragement, women can collectively achieve remarkable accomplishments that not only benefit individuals but also contribute to a more inclusive and thriving professional landscape.



The traditional notions of a &#8216;boys club&#8217; and the &#8216;glass ceiling&#8217; are challenges that women have encountered for years. However, Deirdre advises women not to let these distractions deter them from their goals. In the current climate where gender stereotypes are continually being challenged, women have every right to assert themselves confidently and claim their space in the workplace.



Deirdre strongly believes that women should let their accomplishments do the talking. “Your achievements are the true measure of your worth in the professional arena. The so-called &#8216;boys club&#8217; or the &#8216;glass ceiling&#8217; need not limit your aspirations or determine your trajectory. Instead, it is your determination, hard work, and accomplishments that should be the defining factors in your professional journey,” King shares.



Learning from Your Female Peers



Observing and learning from female peers can be a valuable source of inspiration and guidance for aspiring female professionals. King encourages women to seek out &#8216;natural mentors&#8217; among their fellow women. These mentors are individuals who have successfully navigated their own careers, surmounted obstacles, and developed effective strategies for success. By observing their approaches and learning from their experiences, you can gain insights that may not be readily available elsewhere.



She emphasizes the importance of extending a helping hand when needed, whether it&#8217;s sharing knowledge, providing networking opportunities, or offering emotional support. By creating a network of mentorship and support among women, we can cultivate a nurturing and empowering environment where everyone can thrive.



The Power of Purpose-Driven Mentorship



Beyond seeking natural mentors, King highlights the transformative impact of finding a purpose-driven mentor. This isn&#8217;t just someone who offers guidance; they are individuals who can help shape your career with intention and meaning. She underscores the significance of aligning oneself with mentors who work with purpose. She advises, &#8220;Purpose is the driving force that creates a career; jobs are just moments in time.&#8221;



When you find a mentor whose purpose aligns with your values and vision, their guidance can be instrumental in shaping a fulfilling professional journey. Purpose-driven mentors not only assist in advancing your career but also in finding deeper satisfaction and fulfilment in your work. They can help you navigate the complexities of the professional world, offering insights that extend beyond the realm of everyday jobs.



As the MD of Jacaranda FM, King&#8217;s journey serves as an inspiration for women looking to make their mark in the professional world. Her experiences and insights emphasize the importance of women supporting and learning from each other. It&#8217;s crucial for women to uplift and inspire their peers, confidently claim their space, and let their accomplishments speak for themselves.

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Empowering Female Professionals Through Support, Insight And Mentorship

There is no doubt that technology has transformed all aspects of our personal and business lives. The financial sector is one such area that has drastically changed, as clients access financial solutions in new ways. For individuals, as well as businesses, digital services have made financial services more convenient, affordable and efficient.



Despite these enhanced benefits, there are very few business owners who believe that technology can replace the role of a human being. In fact, many believe that having a skilled and trusted relationship banker who is knowledgeable about their business and understands its history, its financial position, and the sector in which it operates can be the difference between success and failure.



Businesses that are entering a growth phase or generally have complex needs around corporate finance, cash flow management, risk management, trade arrangements, forex and other issues simply cannot solely rely on digital banking. Instead, they require advice from a banker who understands the company’s purpose, people and strategy, so they can leverage technology and suitable banking solutions.&nbsp;



This becomes even more important in the current trading environment, which is characterised by sluggish Gross Domestic Product (GDP) growth – currently at 0.3% – and an unemployment figure edging towards 42%. All of the above, along with a cycle of high interest rates and the ongoing energy crisis, are some of the factors that are putting significant pressure on consumers and businesses.



It is during such times that a business must ensure it has a banking partner that understands it and that is able to support the business’s efforts to turn possibilities into opportunities. A relationship manager with an intimate understanding of a business’s financial health and performance is equipped to provide the requisite support to the business.



Equipped with digital tools, relationship managers can meet their clients’ expectations quicker and more efficiently. This way, banking becomes people-centric first and digitally enabled second. Being proactive means adopting digital tools that enhance communication, streamline processes and offer clients online access to information, while maintaining a personalized service through relationship managers.



Having a trusted banking partner also simplifies the mechanics of expanding across borders and <a href="https://www.standardbank.co.za/southafrica/business/products-and-services/business-solutions/trade-point">doing business in Africa</a>.



The Standard Bank Group operates across 20 countries on the continent. It is here that relationship managers can leverage their extensive networks, both within the bank and externally. They can connect businesses with potential partners, clients and investors, helping them expand their reach and grow their operations. We are a human-led and digitally-enabled business which places clients at the center of everything we do.



Having a single point of contact within the bank means a relationship manager can also create access to banking specialists who understand specific sector or industry nuances that can enhance a particular business’s challenges and opportunities. &nbsp;



Whatever the future holds, it is almost certain that digital efficiency and innovation will require continued strong partnerships between business clients and relationship managers.&nbsp; Relationship banking will remain valid because it offers personalized services, expert advice, and customized solutions that go beyond the capabilities of automated systems.



To explore Standard Bank’s different types of business banking accounts, <a href="https://www.standardbank.co.za/southafrica/business/products-and-services/bank-with-us/business-bank-accounts/our-accounts">visit this page</a>.

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Relationship Banking Crucial In The Digital Age

As South Africans continue to face the burden of power challenges, the adoption of solar photovoltaic (PV) solutions has reached unprecedented levels. While the PV energy solution has emerged as a robust leading technology for commerce, industry, and manufacturing, the financial burdens imposed are significant, especially for Small to Medium Enterprise (SME) business owners. This has led to various innovative options emerging, promising access to clean energy.



Commercial and industrial businesses across the spectrum from SMEs to large corporates find it easier to justify funding these solutions, as they have become a necessity to trade, versus measures taken to contribute to climate matters or just convenience. The immediate arbitrage benefits that solar provides, battery costs dropping gradually, and its application to load shifting the overall backup solution, presents greater viability. Any business can benefit from these solutions however, for businesses spending copious amounts on fuel for generators because of load shedding, the adoption of these systems is an essential consideration. These solutions aid in solving for supply interruptions while providing partial insulation from tariff hikes.


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One of the main incentives for business is that the payback period on capital investments has reduced steadily as energy tariffs have risen. Research shows that between 2007 and 2022, the Eskom tariff increased by 653%, effectively quadrupling the cost of power in 14 years. In April 2023, Eskom applied to the National Energy Regulator of South Africa (NERSA) for a 32% increase, indicating that this trend is not likely to change. This payback benefit has further been amplified by the recently passed amendment to the 12BA tax incentive, which allows businesses an accelerated wear-and-tear allowance on Solar PV investments of 125% in the first year.&nbsp;&nbsp;



Naturally, the need for financial solutions is a given requirement in this environment and the PV market has evolved rapidly. The current operating environment has seen financial institutions and solution providers offering various financing options. Standard Bank has been solutioning for this with cutting-edge Solar PV and battery finance solutions for the market through its <a href="https://www.standardbank.co.za/southafrica/business/products-and-services/borrow-for-your-needs/vehicle-and-asset-finance">Commercial Asset Finance</a> division, for several years now. Opportunities to fund projects present themselves in numerous formats from clients who wish to own their own systems to Independent Power Producers (IPPs) who sell power.



Standard Bank has also recently provided digital platforms like <a href="https://powerpulse.standardbank.co.za/">PowerPulse</a> for commercial and industrial clients, and LookSee for residential and SME clients. &nbsp;Using these tools, clients can source tailored and credible Solar PV and battery solutions. The journey entails a guided path to support clients in not falling into one of the many pitfalls that exist in the Solar PV market currently. It has proven to be a useful resource in shortening the client’s decision-making process through simplification. &nbsp;&nbsp;&nbsp;



Against this outlook, the options for acquiring clean energy have increased. Each has its advantages and disadvantages but allows opportunities for the most suitable to be selected. In the list below, the solutions offered by outright purchase, solar loans or solar subscriptions would be the most obvious choice.



Options now open include:



1. Outright Purchase: Purchasing a solar installation outright allows complete ownership and control over the system. The benefits are long-term energy savings and even an opportunity to sell excess electricity back to the grid in areas where this is implemented. For smaller enterprises however, the capital outlay can be problematic and solutions for clients in this category are now available through collaboration with the government in the <a href="https://www.standardbank.co.za/southafrica/business/products-and-services/borrow-for-your-needs/business-loans/business-solar-loan">Bounce Back Energy Loan</a> program which has been launched.&nbsp;



2. Power Purchase Agreements (PPAs): A popular choice among South Africans, PPAs involve energy companies installing and retaining ownership of the solar system. The purchaser then buys the generated electricity at a predetermined rate, often lower than prevailing utility rates. PPAs require minimal upfront costs, making solar energy more accessible to a wider range of users. Solution providers in this environment are focussed mainly on commercial and industrial (C&amp;I) clients.



3.&nbsp; Solar Leasing: Involving an agreement with a solar company, solar leasing offers reduced electricity costs during the lease term without owning the system outright. Options for buying the solar assets at the end of the lease may be available.



With the ever-increasing gap between supply costs and earnings at Eskom, the need for alternative energy sources becomes even more critical. Solar installations offer a promising avenue for reducing the strain on the national utility, and widespread adoption of PV systems will play a pivotal role in driving this energy revolution.



As the solar industry matures, more flexible and imaginative financing options are emerging, making solar energy accessible to a broader spectrum of users. The future of renewable energy in South Africa is undoubtedly bright, and with continued innovative approaches, solar power will pave the way to a greener and more financially sustainable future for all.



<a href="https://www.standardbank.co.za/southafrica/business/products-and-services/borrow-for-your-needs/business-loans/business-solar-loan">Click here</a> to learn more about Standard Bank’s Energy Bounce-Back Loan Scheme for businesses.

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Solar Pricing Alternatives For Business Are Now Adding Impetus To South Africa’s Energy Revolution

The KCB unsecured check off loans (Unsecured Personal Loans) is a one-of-a-kind scheme where customers can borrow up to KES 8 million ($50,000), repayable over 96 months. This amount will be automatically deducted or checked off from the customers’ KCB account.



Personal loans can provide funding with more predictable repayment terms than credit cards can, and interest rates tend to be lower than other financial products. These factors may matter more to you if you’re borrowing a large amount, or if you’re hoping to use your loan for debt consolidation, or a personal life or business upgrade. Interest rates on most personal loans are also fixed instead of variable, which can be a major consideration for borrowers worried about rising loan costs.



To get an easy loan of up to KES 8 million, with no security, from KCB Bank, over a repayment period of up to 96 months, simply provide proof of a steady income, be an active KCB account holder for a minimum of three months, and all is set.



This product is set to be a game-changer in the industry because it will not only support salaried individuals with payslips but also self-employed individuals with proof of source of income, effectively acting as a capital injection in various layers of Micro, Small and Medium Enterprises (MSMEs) in Kenya.



Why Apply For A KCB Bank Personal Loan?



A personal loan refers to money borrowed from a financial or lending institution to be used for personal reasons – with no restrictions. The key factor that differentiates most personal loans from other kinds of loans is that you’re free to use the money as you please.



For instance, when you get an auto loan, you can only spend the money to buy a car. Similarly, if you get a home loan, you are only supposed to use the money to buy a home. With many personal loans, however, there are no restrictions on how to use the money.



Aside from the lack of restrictions in this regard, personal loans also have relatively short repayment periods, depending on the lender. However, KCB has changed the game with a 96 month repayment period.



Access to personal loans, as well as the amount of money one can get through a personal loan, usually depends on a person’s income and creditworthiness. Once the personal loan is approved, an individual will be required to pay back the loan, plus the interest, in periodic instalments as agreed to with the lender.



This product will enable those who qualify to pay for rent, motor vehicle purchases and repairs, school fees, home construction and refurbishments, new machinery for businesses or farming, and even to simply expand that business. Holidays can also be taken care of – all through an easy application process.



With the attractive interest rates, no security and high loan limits, this product is available for all income groups, making it accessible to various customers in the KCB network.



For more information, visit <a href="https://ke.kcbgroup.com/." target="_blank" rel="noreferrer noopener">https://ke.kcbgroup.com/.</a>



Terms &amp; Conditions Apply.

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Looking For An Unsecured Loan As An MSME? This May Be For You

Procter &amp; Gamble (P&amp;G), a global consumer goods company, recently celebrated the introduction of its new Pampers Premium Care production line in Kempton Park, located in the country’s Gauteng province. The inauguration event was held at its cutting-edge Pampers facility and P&amp;G was honored to host President Cyril Ramaphosa and other esteemed government representatives.



P&amp;G has made significant investments in South Africa since 1994 with a strong economic and social footprint. Since 2018, the President Ramaphosa instituted the South Africa Investment Conference (SAIC) aimed at attracting investment into the country. P&amp;G has been a key partner in the SAIC program, and has announced investments every year and at a cumulative total of R900 million (approximately $47 million). This specific facility has grown its capacity to include a dedicated production line for Pampers Premium Care. This milestone not only showcases P&amp;G&#8217;s commitment to South Africa but also highlights the company&#8217;s contributions to job creation, technological advancement, and sustainability.



Stanislav Vecera, P&amp;G President for Asia Middle East &amp; Africa, who led the event, says the company&#8217;s dedication to South Africa&#8217;s growth. &#8220;P&amp;G&#8217;s investment in the new production line demonstrates our unwavering commitment to South Africa&#8217;s future. By bringing the production of Pampers Premium Care diapers to the country, we are creating local job opportunities, fostering innovation, and driving economic and social development. This investment is a testament to our belief in South Africa&#8217;s potential and our dedication to being a long-term partner in its progress.&#8221;



Fayyaz Rizvi, Senior Vice President for P&amp;G sub-Sahara Africa emphasizes the long partnership P&amp;G has had with the government of South Africa and acknowledges the support it has received in enabling companies like P&amp;G to operate effectively in the country. “Through this partnership, we continue to increase our local footprint through local sourcing; advancing equality and inclusion and partnering on several programs contributing to South Africa’s attainment of the SDGs,” he says.



Currently, P&amp;G creates over 4,000 direct and indirect jobs throughout its value chain. Alicia Eggington, Vice President, and General Manager for P&amp;G South Africa, echoes P&amp;G&#8217;s commitment to being a force for growth and good, stating, &#8220;We firmly believe in investing in South Africa&#8217;s potential. Through the introduction of this new production line, P&amp;G is not only supporting the local economy but also promoting gender equality and social progress. Our focus on STEM education and women&#8217;s roles within the company has enabled us to achieve a remarkable 50:50 gender representation, setting an example for the industry. On top of this, we also serve our consumers by now offering them a locally-produced, top-tier product they can trust.&#8221;



The Pampers Premium Care diaper features an incredibly soft topsheet that offers gentle skin protection. Babies explore the world through touch, so these diapers are made with the softest material, ensuring optimal absorbency and breathability.



During the visit, President Ramaphosa also acknowledged P&amp;G&#8217;s investment and its positive impact on the country. &#8220;The launch of this production line is the latest in a number of projects that have given effect to Procter &amp; Gamble’s investment pledges. Through these and other investments, Procter &amp; Gamble is contributing to the industrialization of South Africa’s economy. To drive growth that is sustainable and inclusive, we are working to expand and diversify our manufacturing base and improve its competitiveness and dynamism.”



The event underscored P&amp;G&#8217;s commitment to South Africa, emphasizing the company&#8217;s efforts to drive growth, create employment, and make a lasting, positive impact on the local community

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Driving Investments and Partnerships In South Africa’s Baby Care Industry

In July 2022, a notice amendment to the Compensation for Occupational Injuries and Diseases Act (COIDA) was introduced into law. It impacts every employer in the country, including those who engage the services of domestic workers and gardeners.



Under an amended notice, the Compensation Fund Commissioner has sought to provide a regulated system of “no fault” compensation for injury or illness as a result of an individual’s occupation, and loss-of-income relief to an individual or their family, as well as claims for ‘reasonable medical expenses’.



It is a criminal offence for anyone who has not registered under COIDA, and, Dave Honeyman, Head of Accidents and Health, SHA (a division of Santam) confirms that “this means that the 46% of South African companies (some 200,000) that have not registered, and likely millions of domestic worker employers, are now subject to a penalty or jail term.



“Any employer that thinks they can fly under the radar of this act is mistaken. The Department of Labour has recently engaged additional inspectors who will be visiting businesses and homes, to check their registration status.”



Some may be wary of COIDA but Honeyman says they have no reason to be. “It’s good legislation because it addresses the historic unequal position that workers found themselves in when an employer denied them any form of compensation if they became critically ill, were injured or disabled, or died, as a result of their occupation.



Honeyman explains that in these circumstances through COIDA, income is protected up to 75% to a maximum claim of R529,264 per year (approximately $28,000 ). “It is also relatively inexpensive at between 2 and 3% of the employee’s salary. This is a relief for claimants, but it can take up to a year for the claim to be verified.”



“It got us thinking that even if a person was not at a workplace and suffered an accident or injury that caused disability or death, the extended family would still be financially compromised.”



This is why SHA introduced the Employee Injury Assist policy. “This gap cover will pay within 48 hours on a health or accident event, even if such an event occurs outside of the workplace. It is, however, conditional on being registered with the Compensation Commissioner, which SHA undertakes to do on our client’s behalf,” says Honeyman.



The Employee Injury Assist policy is also far-reaching in its benefits for it bridges the potential one-year COID claim payout time gap, and offers additional benefits, such as facilitating an SHA initiated 24/7 ambulance request, as well as hospital admittance accompanied by COID forms. SHA will also monitor COID claims until the end of the claim process.



SHA has also appointed itself as custodians of COID, undertaking the training of health and safety officers, and brokers. &#8220;With our direct involvement, we are seeing a 95% success rate for brokers signing up new policyholders.”



Existing clients can simply add it onto their existing SHA policies, and new clients can apply online via SHA or face-to-face.

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Working Together To Protect South Africa’s Employees

South Africans are always happy to welcome the summer season, but for the commercial agriculture sector, the transition to summer also ushers in some of the biggest natural risks that farmers face, causing billions of rands in losses every year.



The South African hail season typically begins in October and runs until March, says Hanjo Fourie, Head of Santam Agri Underwriting and Technical. In terms of the crops that are most affected by hailstorms, he explains: “Most of the summer grain production areas of the country are at risk of hailstorms affecting crops like maize, sunflower, beans and wheat. The fruit production areas of the Lowfield, Western-, and Northern Cape are also at risk, especially during the first part of the summer season and in April during the change over from summer to autumn.”



Underscoring the magnitude of the risk to not only farmers but also insurers, he goes on to explain that high-value crops like fruit and grain under irrigation insured values per hectare are high, and the risk is concentrated to a relatively small area, which increases the possibility for larger claims. Fourie elaborates that the percentage of crop loss is highly dependent on the growth stage of the crop when a hailstorm occurs.



“Crops like soya beans, dry beans and sunflower can easily suffer 100% damage during early vegetative growth stages, while maize [is] more sensitive during the flowering stages of the crop,” he explains.



On the main summer crops like maize, soya beans, dry beans, sorghum, and sunflower, a sliding scale was implemented which will increase damages, progressively, from 60% damage to 85% damage, where 85% damage gets 100% compensated. The sliding scale will support farmers with replant costs, especially where high percentage damages occurred.



Indicating the severity of this and other crop risks – Santam paid out over R1 billion (approximately $54 million) in crop claims in 2021.



In terms of managing damaged crops in the aftermath of a destructive hail event, Fourie advises that maintaining farming practices is essential for the recovery of the crops. “It’s important to perform normal farming practices after suffering hail damage to enhance the recovery of the crop.” Hail, although significant, is not the only summer season risk that crop farmers have to contend with.



“From a production point of view, hail, fire and frost are the biggest risks to consider. Hail, particularly, poses a big risk to grain and fruit production in various areas. But later in the season when the crops are ready to harvest, fire poses a greater risk – it’s vital that farmers included fire damage in their crop insurance policies,” he urges.



Another serious risk to contend with this summer, particularly for summer grain farmers, is locusts.



Crops like maize, soya beans, grain sorghum and sunflower are expected to suffer significant locust damage. In 2021/2022, more than 23 million hectares of land were affected by locust outbreaks; it was the worst outbreak in 25 years.



He reassures farmers that locust damage is still included in Santam’s cover, amongst others.



Production risks, such as the ones listed above, can negatively impact a commercial farm’s profitability, its liquidity, and even the sustainabilty of its operations. But crop insurance is an ideal instrument for farmers to mitigate these production risks, says Fourie. There are three key strategies that modern farmers typically evaluate during the decision-making process: reduce the probability of the occurrence of a possible contingency, transfer the risk utilizing insurance, or mitigate the impact of production risks, if they do occur. Most producers make use of risk transfer, using crop insurance to hedge against product risks.



The current landscape means that farmers are already contending with higher input costs like diesel, fertilizer, and pesticides among others. This increases the cost of production for farmers which makes it even more important to mitigate production risks. To ensure there is a return on capital invested, and thereby the sustainability of the operation secured, the impact of production risks must be managed sufficiently.



However, farming businesses cannot produce any return without taking on risk, asserts Fourie.



“Producers must evaluate the cost of risk transfer versus the impact of risk exposure on capital. The impact of the risk on the producer’s income and ability to tolerate risk are often influenced by the farmer’s risk profile,” he says.



Additionally, working out how much cover a farming operation will need in a year can be challenging. Fourie offers up best practice advice in this regard.



“A good method of ensuring a sufficient amount of hail cover, for instance, is purchased to protect the farm’s balance sheet, is for farmers to use their long-term produced yield over time as a benchmark. Crop insurance cover is structured in a way that the farmer can decide how much cover he/she needs to mitigate their risk. A good practice is to make crop insurance part of the input cost budget, rather than insuring selectively by trying to read the season for the possibility of hail. Nature is unpredictable and we’ve seen too many farmers get caught with insufficient cover,” warns Fourie.

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Hail, Locusts And Fire – The Biggest Risks Farmers Face This Summer

Much has changed in the corporate world and business sector over the past three years, with the biggest trigger for the change being the Covid-19 pandemic. It altered the workplace dynamic and resulted in the introduction of hybrid work models. These have impacted the way business leaders engage with their teams – both from a practical perspective and on an emotional level – and led to challenges that many still struggle to overcome.



Research by Gartner, which reveals that most hybrid employees believe their direct manager is their most direct connection to company culture, highlights the key role that leaders and managers play in the new ‘world of work’.



The way in which a leader responds to employee needs, represents the company and its culture, and manages employees will ultimately impact the overall success of the team, and the responsibility should therefore be treated with the importance that it requires. &nbsp;&nbsp;



The productivity versus wellbeing conundrum



<a>A big factor within the hybrid/remote working environment is finding the right balance between keeping productivity levels up while ensuring the wellbeing of your team.</a>



On the one hand, self-disciplined employees do well with working remotely and are able to manage their time and workload effectively. In fact, their productivity often increases because they feel the need to prove they are working and producing results. However, this constant “always on” pressure can eventually take its toll as they may struggle to find a work-life balance, and begin to suffer mentally – at which point productivity declines.



On the other hand, there are employees who struggle with the flexibility of working from home and may be unable to manage themselves effectively. These employees generally need more input from teammates and leaders, and managers can typically see a dip in productivity when they are not physically in office.



According to the Sapien Labs 2022 Mental State of the Worldreport, South Africa is among the five countries with the highest proportion of respondents who reported being ‘distressed’ or ‘struggling’. From a Human Resources (HR) perspective, these results are consistent as we see that mental health continues to top the list of issues that employees seek assistance for via company employee wellness programs.



Balancing a business’ need for productivity versus the employees’ need for overall wellbeing has therefore, probably, been one of the biggest challenges that leaders face in a post-pandemic world.



A need for soft skills



The necessity of balancing employee wellbeing with productivity has led to a greater need for soft skills within companies’ leadership ranks. Business leaders can no longer get away with only being technically strong. A high level of emotional intelligence (EQ) – both in terms of understanding their own emotions and how they impact others, as well as understanding their team members’ emotions and its impact on their behavior – is now a critical requirement for leaders.



Leaders must be compassionate, transparent and visible while working remotely through increased communication. They must have a high level of EQ to manage different personality types and get the best out of them in a virtual environment. They must also help team members navigate the intricacies of a work/life balance so that the business, and its people, can move forward in the best possible way.



Leaders should not set out to drive productivity but rather start by creating a space where people want to be. When employees feel they are in a safe space and are valued, they become stronger and give discretionary effort – when you give more than what is expected of you. Once you create that space and culture, productivity will naturally flow. Bounce-ability



And finally, leaders must be adaptable. There’s a great term for it: bounce-ability – it means having the ability to bounce back from challenges.



The past three years have taught us that things can change in a heartbeat. Resilience and agility are important traits for leaders who must make quick decisions and adapt to changing market conditions in real time. They must be visionaries and have the foresight to accurately scenario plan for what may be coming around the corner, in order to lead their organizations forward sustainably.



Authenticity has never been more important; leaders must be authentic and vulnerable because it’s in one’s vulnerability that people see your strength.

Author: BrandVoice Partner | Paid Program

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