Integrated report 20192019 - REBIRTH T - IWFSA
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Integrated
Report R E BIR
TH
TH
2019 R
OU
GH
ORG
A NIC E VO
U L
T I
O
N
The voice of women leaders who bring change
C
ontents
For
ew
or
01
03
I W F S o u t h d
Foreword by President of IWF South Africa
o ut A fr 06
Key Highlights
A b F S A L e a d e rs h ic a 08
IW d Fi n a ncia ip
Our Origins
10
Who We Are
e ls
Ab m
g M N o tic e 12 Our Value Proposition
ro
G
ri d
02
14
Our Strategy
R e p orts f
A
16
Our Governance Structures
30
President of IWF South Africa
34
Member Affairs Committee Report
36
Strategic Alliances Committee Report
38
Leadership Development Committee Report
42
Funding & Sustainability Committee Report
46
Advocacy Committee Report
03 48
Brand & Reputation Committee Report
52 Audit & Risk Committee Report
04 56
Abridged Financial Information
05 64
66
Notice for 2019 Annual General Meeting
Form of proxy
t If you spend time in the great outdoors, you
A
19
will see some plants pushing skyward toward
r
the warmth of the sun or the buds on the
Repo
trees bulging until finally they simply must
20
bout
burst open in a sea of colour. You could also
stop to listen to the songs of the birds, the
buzz of the bees, the chorus of the frogs.
We are seeing that sunrise, reincarnation,
This Report
rebirth, in the International Women’s Forum
South Africa (IWFSA).
d This Integrated Report contains our
assessment of how we have delivered on
e
our mandate and commitments set out in
t
our rejuvenated strategy and an overview
of the IWFSA’s financial and non-financial
a
performance of the past 12 months.
r
This report, which is available our website,
www.iwfsa.co.za, can also be accessed by
g
scanning the QR code below.
t e
A number of icons, itemised and explained
In alongside, are used in this report to help with
referencing and navigation. Where relevant,
they are conveniently hyperlinked and can Website
be activated with a “click” to navigate to the
referenced item.
This rebirth merits celebration and optimism,
as well as a commitment to keep the prog- Email
“ We are s eeing
that sunrise,
REINCARNATION,
ress going.
Page
REBIRTH
of the International
Women’s Forum
South Africa
“
6 | iwf S outh Africa |1
Integrated Report 2019 .
d
or RTO
EBIRTH
F or e w CHAMPION,
DEFEND AND
ENCOURAGE
WOMEN
Rebirth, the theme of this Integrated Report
reminds me of a story about the life of a
tree. Dendrology or Xylology, the science
and study of wooded plants - - trees, shrubs,
and lianas - - teaches us that during the
course of its life, a tree will be trimmed yet
it will grow fresh bulbs, new branches, and
another circle of growth. When one part of
the tree is affected the entire tree goes on
the defensive.
Some trees shed leaves, reincarnate with the
surrounding soil, grass, fungus, and b
acteria.
2 | iwf S outh Africa |3
Integrated Report 2019 .
REBIRTH, REINCARNATION
Why rebirth, reincarnation? As we are in the
thick of building an institution, we should
dip our buckets wherever we are and derive
leadership lessons of what makes our
organisation resilient and become living
proof of women power and endurance.
Our clarion call is for every woman to get
off the side-lines, get in the game and help
our sisters and each other conquer social
inequities. Our mothers and grandmothers,
the ones who laid the IWFSA foundation
such as Zanele Mbeki, expect nothing less.
“ OUR
CLARION
CALL
oman to
is for every w
This Integrated Report, the first since the Even as we battle the coronavirus (covid-19),
IWFSA was launched 19 years ago, c hronicles and the subsequent deaths, lock-downs,
ide-lines,
get off the s
our strategic initiatives during the past year. self-quarantines, social distancing and other get in the game and
hygienic measures aimed at stemming the
tide of the pandemic, the secret is discipline, help our sisters and
STRATEGIC PRIORITIES training, respect, staying the course and
As part of the rebirth, we are reclaiming our
remaining original as we chart the future.
position as “The Voice of Women Leaders The truth is a single woman cannot change
who bring change” and have drafted six all social issues we face, but as a c ollective,
Strategic Priorities to be implemented we as the IWFSA women, can make a
each other
CONQUER
social inequities
“
during the next three years. difference.
The pillars are Member Affairs; Leadership As part of the rebirth, let us renew our
Development; Strategic Alliances; F unding commitment to women’s rights around the
and Sustainability; Advocacy/Voice and globe.
Brand and Reputation Management.
Over and above the six sub-committees, Working together, everyone benefits.
the Board resolved to have an additional
sub-committee of Audit and Risk, in order to
Irene Charnley
ensure good governance.
Each priority will be led by a Board
sub-committee comprising a Board member
and co-opted members, with approved IWFSA President
terms of references.
4 | iwf S outh Africa |5
Integrated Report 2019 .
t s
h
g
li
igh
LEADERSHIP
2019
H
The newly appointed leadership of
IWFSA has the background, the will, P16
resolve experience and network to
deliver on the renewed vision of
IWFSA, to be “The Voice of Women
Leaders who bring change.”
ey
STRATEGY
K
Our strategy has been
rejuvenated to focus on
P14
enhancing our mission.
REBIRTH
IWFSA President, Irene Charnley, P30
shares how in keeping with the
theme of rebirth, the leadership
of IWFSA have, over the 100 days
of the period under review, begun
reclaiming IWFSA’s position as “The
Voice of Women Leaders who bring
change.”
MEMBERS
Mechanism to improve
connectedness with our P34
members are front of mind
FINANCIALS of every s ub-committee’s
initiatives.
The financial health of the
organisation is beginning to P56
stabilise as a result of the initiatives
implemented to return it to
profitability.
6 | iwf South Africa |7
Integrated Report 2019 .
oUR
IWF S A
The IWF, was founded in the United States
in 1982. Today it is an organisation of
more than 7000 accomplished and diverse
women from more than 33
countries
across six c ontinents. It advances w
omen’s
leadership
across careers, cultures and
continents by c onnecting the world’s most
pre-eminent women of significant and
“
A
diverse achievement and it brings together Through its
t an unprecedented global membership to Leadership
ORIGINS
bo u exchange ideas, to learn and inspire and to
promote better leadership for a changing
world.
Foundation, the IWF
helps prepare the
next generation of “
Furthermore, through its Leadership women leaders.
Foundation, the IWF helps prepare the next
generation of women leaders.
(www.iwforum.org)
The South African chapter of the IWFSA was
i nvigorate each other on key issues positively
founded in 2001 by our patron, Mrs. Zanele
impacting the changing world. This is done
Mbeki, and a group of women leaders. As
through collaborative initiatives locally and
at 31 December 2019, there were 83 IWFSA
globally by delivering specific programmes
members drawn from business, government,
to educate, empower and mentor the next
sciences, arts and numerous other areas.
“
generation of women leaders in South Africa.
The mission of the IWFSA is to create a The IWFSA members, most of whom are at
There’s a real platform for women leaders to inspire and the top of their careers and who have national
REBIRTH
and international identifiable track-records,
enjoy unique networking opportunities with
access to a network of local and global
rtistic
in the a influential, high performing, like minded
and accomplished women.
community to
STAND UP
The forum also affords members
opportunities
to foster meaningful
for what you
BELIEVE IN
“ relationships with peers and connect in
a safe environment through dine around
and member events where they can
connect, a ccess to local and international
conferences, w
orkshops, meetings and
forum events.
Membership is by invitation only and
Kenneth Ehrlich nominations should be supported by two
Zanele Mbeki | IWFSA Founder & Patron
current IWFSA m
embers.
8 | iwf S
outh
outh Africa
frica Integrated Report 2019 .| 9
Integrated
W HO WE ARE
IWFSA Leadership | JSE Launch Event - October 2019
Vision
be the voice of women leaders
6
who bring change and to be the
83
catalyst for ethical leadership
STRATEGIC PILLARS
MEMBERS 1 Member Affairs
committed to developing and 2 Strategic Alliances
2018 90 3 Leadership Development
building a pipeline of the next
2017 103 4 Funding & Sustainability
generation of women leaders
Mission
2016 108 5 Advocacy
6 Brand & Reputation
2015 105
P 34 P 14
10 | iwf S outh Africa | 11
Integrated Report 2019 .
O With forums throughout North America, South America, Africa,
Asia, Europe and the Middle East, the IWF facilitates n
etworking
among women who have made it in their respective fields, often
by overcoming barriers and beating the odds to reach their
“
UR VALUE PROPOSITION
goals. The IWF promotes opportunities for women in leadership.
Through international programmes, conferences, galas,
symposia, communications, publications and special functions, There was a
members are able to meet, experience and exchange ideas and
goals, some of which influence industry, shape economies and eing
charm in b
define government policies worldwide.
REBORN INTO
Capabilities THE WORLD
Expanding leaders knowledge
and skills
when one was
Our international educational and leadership development
experiences, including our Fellows Programme and IWF Intensive
programme, build the knowledge, contacts and skills to address
old enough to
appreciate it
“
the world’s greatest challenges. These programmes strengthen
women’s capabilities for today and tomorrow. Through them, we
invest in making women stronger, smarter and more influential.
Thomm Quackenbush
Network
Connecting leaders for excellence
and impact
This global network of innovative thinkers creates a powerful
exchange built on trust. We convene different perspectives that
inspire and increase imagination for what’s possible, most notably
at our annual World Leadership and Cornerstone conferences.
Our leaders are stronger and more effective than they would
be individually, benefiting from the experience of outstanding
peers from other industries, countries and g enerations.
Possibilities
Accelerating and mobilizing
emerging leaders
We cultivate leaders. We inspire, elevate and enable the next
generation to carry on the work of transforming the world. These
are the leaders of the future, and the responsibility to equip and
empower them is more urgent than ever.
12 | iwf S outh Africa | 13
Integrated Report 2019 .O
Our Strategic Priorities
UR STRATEGY
1
MEMBER
2
STRATEGIC
3
LEADERSHIP
4
FUNDING &
5
ADVOCACY
6
BRAND &
AFFAIRS ALLIANCES DEVELOPMENT SUSTAINABILITY REPUTATION
1. Attract and retain 1. Cultivate mutually 1. Empower our 1. Ensure we are able 1. Consistently have 1. Develop and
the membership beneficial a
lliances members through to sustain business our finger on the maintain a consistent
of best of breed, with other structured leadership as usual functions pulse of key topics brand aligned to our
like minded, development through membership affecting women vision
organisations in
accomplished wom- programmes subscriptions leaders in SA
South Africa 2. Engage external
en 2. Build a pipeline of 2. Source funding to 2. Drive thought lead- stakeholders to
2. Drive collaboration enable us to optimally ership and dialogue
2. Foster meaningful the next generation create visibility
amongst deliver on specific
engagement and of women leaders 3. Catalyse the devel- and strengthen our
organisations to programs
connectivity between opment of action presence
achieve a cohesive 3. Implement robust
members plans by playing a 3. Implement measures
outcome for w omen measures to ensure
3. Create seamless, convening role for to protect the
3. Developand sustain proper management
“
consistent and key stakeholders organisation from
reliable experiences partnerships that go and allocation of
funds and improve the
(i.e. government, reputational risk The mission of the IWFSA
beyond sponsorships business and
for our members
for our members
operational efficiency
society)
is to create a platform for
of the organisation
women leaders to inspire and
invigorate each other on key “
Our Operating Model issues positively impacting
Governance Ways of working Talent and capabilities
the changing world.
A day long strategy session attended by all • allocating the necessary resources required
members of the Board yielded a rejuvenated for s uccessful delivery; and
strategy that is relevant in meeting the needs
• resolving bottlenecks as they arise to
of women today and into the future. This is set
maintain momentum.
against six strategic pillars and underpinned by
strategic priorities that will advance the mission This is achieved through focused working where
of IWFSA. members self-elect to be part of committees
according to their area of expertise and interest,
Whilst the organisation is executive management working together to:
light, it has achieved excellent milestones in
• executive initiatives against the strategic
bedding down the new strategy using the Board
priorities;
sub-committee structure as its main operating
model. • identify issues and engage committee leads
to resolve them; and
The focus of the sub-committees has been:
• discuss key topics, their positioning and
• developing strategies to deliver on the prioritisation.
strategic priorities;
• outlining the roadmap to execution for their This revitalised strategy was socialised with
respective allocated strategic priority; members at a launch event at the JSE in Octo- IWFSA Members | JSE Launch Event - October 2019
ber 2019 where it was, indeed, well received. | 15
14 | iwf S A
outh frica Integrated Report 2019 .O UR GOVERNANCE STRUCTURES
IWFSA Leadership | Board members with founder and patron Mrs Zanele Mbeki
The mission of IWFSA to create a platform for Milestone Path to Success
“
women leaders to thrive in their chosen fields; This momentous occasion followed the A
nnual The Board was also given
advocate for women advancement friendly General Meeting (AGM) which r esulted in the a mandate to set the
The goal of policies; educate, empower and mentor the
next generation of women leaders in South
reconstitution of the IWFSA Board to serve
for a two year term commencing September
organisation on its path
to success. Below is the
EVOLUTION Africa. 2019 to August 2021. eadership tasked with taking
IWFSA to the next level.
is “ This mission requires a leadership team that Our Board is comprised of some of the
countries’ prominent business leaders who
can carry the gravity of these responsibilities.
SELF
CONQUEST
As a distinguished group of South
leading businesswomen from various
Africa’s
industries and sectors, we gathered at the
JSE in mid-October 2019 to discuss how to
are pedigreed figures in their respective
fields.
Matters related to women’s central i nvolvement
in the formulation of government policies
“ Our Board is comprised
of some of the countries’
prominent and pre-eminent
Frederick Lenz
assert our collective lobby power to advance
meaningful participation of women in the
mainstream economy.
which affect business and women in society at
large were also appraised by m embers who
business leaders who are
pedigreed figures in their
“
attended the AGM, setting a tone of what was respective fields.
expected of the newly a ppointed board.
16 | iwf S outh Africa Integrated Report 2019 . | 17Irene Charnley is the Founder and D
eputy Nolitha chairs the Anglo American’s Management
Chairman of Smile Telecoms, a Pan-African Board: South Africa and is Group Director of Anglo
telecommunications group. American plc.
Established in 2007, Smile Telecoms has broadband She has worked in and held senior positions
in various industries and sectors i ncluding
operations in Nigeria, Tanzania,
Uganda and a Retail,
Management Consulting, Financial
presence in the Democratic Republic of Congo. S
ervices, M
ining and Oil and Gas, equipping
her with significant executive and non-executive
Prior to establishing Smile, Irene was instrumental management experience.
in transforming MTN Group into one of the most
Between 2017 and 2019, Nolitha served as a
pre-eminent Telecoms operators in the Middle non-executive director of the Board of Anglo
East and Africa region, through a number of American plc.
license company acquisitions. IRENE NOLITHA Until 2016, she served as an executive director
Irene led the management and staff buy-in of CHARNLEY FAKUDE at Sasol Limited and as Executive Vice President
of Strategy and Sustainability, an 11-year career
18.7% in MTN, an entrepreneurial initiative
independent of MTN which saw thousands of
President Vice President with the company where she held executive
roles including Human R esources and Business
MTN employees benefit from the structure at Transformation.
the time. As an Executive Director at Johnnic
Industrial C
orporation and the lead negotiator In 2003, Nolitha was elected as the first woman
60 President of the Black Management Forum and
of a number of successful transactions, Irene led its Managing Director, the positions she held for
the transformation of the organisation from an three years. She now serves as the Chairperson of
industrial conglomerate into the focused media the Council of Elders.
and telecoms Group.
She is the Vice President of the Minerals Council,
Irene also spearheaded one of the early broad Non-Executive Director of JSE Limited, Discovery
Bank Holdings and International Woman’s Forum
based black empowerment schemes in South South Africa (IWFSA). She is a Patron of Guild
Africa called the Ikageng Scheme in which 32 000 Cottage Home For Girls.
CHAIR
ordinary South Africans participated and received
400% return on their initial deposit. AUDIT & BRAND &
Her previous board roles include serving as
FUNDING
MEMBER
AFFAIRS
STRATEGIC LEADERSHIP
ALLIANCES DEVELOPMENT SUSTAINABILITY RISK ADVOCACY
REPUTATION Deputy Chair and Lead Independent
Director
Irene’s successful business career was preceded as of Datacentrix Holdings Limited, and as a
MEMBER non-executive director of Harmony Gold and
a trade unionist and key negotiator for the N
ational Woolworths Holdings among others.
Union of Mineworkers, where she spent 13 years.
18 | iwf S A
outh frica | 19
Integrated Report 2019 .Lesego Sennelo is the founder and M
anaging Dot is the founder and owner of Dot Field
Director of Gosele Advisory Services, a
Consulting.
management consulting entity focused on
governance a
ssessment and review. She is independent trustee for the Old M
utual
Foundation and fundraiser and a mbassador
She is a qualified Chartered Accountant for the Viva Foundation.
with vast experience in both the private and
public sectors, spanning over 15 years. She is an acclaimed leader with a wealth
of experience in general management,
Her diverse professional experience includes stakeholder relations, brand management,
auditing, financial management, corporate reputation management,
sponsorship
governance, strategy development and
management, corporate social investment,
implementation, project management,
LESEGO DOT corporate communications, social media,
investment management, business develop- SENNELO FIELD crisis management and event m anagement.
ment, stakeholder management and people
management. Treasurer Secretary As the sole proprietor of Dot Field C
onsulting,
she provides strategic counsel to a number
Lesego serves as a non-executive director of leading organisations, helping them to
for N
ampak, Oceana Group, Ohorongo craft their true purpose and to efficiently
Cement, Onelogix Group Redefine manage their brands and reputations.
Properties and Reef Tankers.
The most meaningful highlights of her
She is the immediate past President of the consulting practice have been building the
African Women Chartered Accountants
brand of a leading private equity firm and
(AWCA) F orum focused on accelerating the establishing an independent primary school
advancement of A frican Women Chartered in an informal settlement outside Pretoria.
Accountants.
Dot was formerly Chief Communications
Lesego also served as Managing Director of Officer for Vodacom Group, a leading
AWCA Investment Holdings with a seat on African communications company.
its Board and investee companies. Her prior
Board roles include Sasfin Holdings Limited, Under her leadership Vodacom’s global
Foskor, Limdev, M edshield and The South reputation, at the time, was ranked h ighest
African Institute of Chartered Accountants in the world in the Telecommunications
(SAICA), among others. sector and highest overall amongst all South
African corporations, as m
easured by the
Lesego is an Eisenhower and Aspen Reputation Institute.
Leadership Initiative Fellow and holds a
BCompt degree from the University of South Dot holds a Bachelors of Arts Degree in
Africa and a BComm Accounting Honours CHAIR Psychology, Sociology and English from the
degree from the University of Natal. University of P
retoria.
MEMBER STRATEGIC LEADERSHIP FUNDING AUDIT & BRAND &
RISK ADVOCACY
AFFAIRS ALLIANCES DEVELOPMENT SUSTAINABILITY REPUTATION
MEMBER
20 | iwf S outh Africa | 21
Integrated Report 2019 .Dr Mabuya is an Occupational Medicine Futhi is a chartered accountant with an
Specialist. She studied Aerospace Medicine, extensive career in business and community
and Travel Medicine. engagement in South Africa. She brings
valuable sustainability and environmental
Some of Nomonde’s current and former experience.
clients include SARB, SABN, Telkom,
She is engaged in the regional and global
Standard Bank, Vodacom, Duraset, Necsa
community affairs and is
passionate
and Roche Pharma and Diagnostics. She about issues of social justice, women,
is a former chairman of Resolution Health education, skills development, youth
Medical Scheme and Health Squared
and anti-corruption. Her current board
Medical Scheme. memberships includes audit committee
chair of D iscovery Bank Limited; South
32 Limited and Chair of Council of the
She previously did a few overseas study tours DR NOMONDE FUTHI University of Pretoria.
including:
• Nuclear energy safety and nuclear m
edicine MABUYA MTOBA Futhi is a co-founder member of TEACH
in Russia, Moscow; South Africa, a
national programme that
• Non-ionising radiation exposure at the seeks to improve quality of education and
workplace and continued exposure to
learner outcomes, through effective teaching
wireless and base station technology in in the classroom.
Geneva, Switzerland;
• Waste Treatment study tour in Austria and She joined Deloitte and Touche South A frica
in 1988, specialising in financial services.
water treatment plants in the USA; and She became one of the first African Black
• BRICs business summit in New Delhi , women to be appointed Partner by one of
India. the Big Four accounting firms and was later
appointed the first African woman Deputy
Nomonde is a medicolegal expert and Chair and then Chair of Deloitte Southern
co-contributor in the development of the Africa.
narrative test g uidelines, currently used by
the Road A ccident Fund (RAF) in a ssessing Futhi has been a member of the IMF Advisory
victims of road crashes in South Africa and Group of Sub-Saharan Africa, the World
used to chair the HPCSA RAF Tribunal Economic Forum Global Advisory Council,
Committee. the B20 Financing Growth and Infrastructure
Task Force and the B20 Transparency Task
Finally, Nomonde is one of contributing Team. She was also the first woman president
occupational medical experts who have
of the Association for the Advancement of
developed the m
inimum standards of Black Accountants of S
outhern Africa.
fitness to perform work in mines, to ensure
compliance to the Mine Health and Safety Additionally, Futhi has served as board
Act. This g
uideline is now being used by the member and Chair of the Investment
Committee of the Public Investment
Department of Mineral Energy in SA since Corporation Limited, President of B usiness
the 5th of F
ebruary 2016. Unity South Africa, and board member of
the Public Accountants and Auditors Board,
She brings with her a portfolio of professional the South African Institute of Chartered
activities and diverse skills, knowledge,
CHAIR Accountants, the New
Partnership for
education, experience and leadership
Africa’s Development Business Foundation
qualities, which are valuable assets to the MEMBER STRATEGIC LEADERSHIP FUNDING AUDIT &
RISK ADVOCACY
BRAND &
and African Union Foundation. She is an
AFFAIRS ALLIANCES DEVELOPMENT SUSTAINABILITY REPUTATION
success of the Group. inaugural and former board member of the
MEMBER United Nations Global Compact.
22 | iwf S outh Africa | 23
Integrated Report 2019 .Tryphosa is the Founder and E xecutive Dr Precious Moloi-Motsepe is the co-Founder
Director of Magommake Pty Ltd, a
of the Motsepe Foundation, Founder
consultancy firm specialising in business of Africa Fashion International (AFI) and
strategy development and management Chancellor of the U
niversity of Cape Town.
serv
ices. A Chartered A ccountant with
extensive experience in the financial services She is a businesswoman and philanthropist
and oth er key e conomic sectors, she has who studied medicine at Wits University and
made and continues to make a significant then worked in various public hospitals in
contribution in the public sector, banking and South Africa as well as the Medical College
financial services, mining, and manufacturing of Virginia in the USA.
and aviation industries through the various
leadership and management roles. Together with her husband, Dr Patrice
Motsepe, she founded the Motsepe
As Chief Financial Officer of Pretoria Portland TRYPHOSA DR PRECIOUS Foundation in 1999, and in 2013 they
Cement (PPC), Tryphosa played a critical role became the first couple from Africa to join
in the company’s expansion programme into RAMANO MOLOI-MOTSEPE the Giving Pledge.
the African continent, including Zimbabwe,
Botswana, DR Congo, Ethiopia, and R wanda. Precious founded one of the first Women’s
As the e xecutive responsible for overall Clinics in Johannesburg and established the
oversight and monitoring of the company’s Motsepe F oundation WOMEN, a Women’s
financial performance and balance sheet, unit for the socio e
conomic development of
Tryphosa ensured that the investments did women and girls as equal participants with
not have adverse impact on the financial men and boys in the economic growth and
performance and sustainability of the PPC
development of society.
Group. This was achieved through various
measures, including the market capitalisation In addition to development work in South
of the business. Africa and the African Continent, the
Foundation has international partnerships
Before joining the PPC, Tryphosa held senior with the Schwab Foundation for Social
executive positions and directorships in key Entrepreneurship, Harvard Kennedy School,
strategic companies, including the South
the Milken Institute and various other
African government’s National T reasury. She philanthropic organisations.
was previously the Chief Financial Officer of
South African A
irways (SAA) and WIPHOLD. She has also authored a resource booklet
for Women in South Africa, The Little Black
Tryphosa is a board member of The South
Book for women and produced the Work
African Reserve Bank, The Solidarity Fund
Gender R esponsive Budgeting Initiative SA.
and IWFSA. Her past directorships includes
SAA, D evelopment Bank of Southern A frica,
In 2007, Precious established the AFI to
WIPHOLD, Landbank, Airports C ompany,
aggregate the fragmented fashion and
Board of Auditors of A frican Union, SA
clothing industry on the African continent
Express, Public Accountants and
Auditors
and to make it commercially viable and
board.
sustainable.
She was President of the Association of Black
CHAIR Precious holds an Medicinae Baccalau-
Securities and Investment P rofessionals and
African Women Chartered Accountants AUDIT &
reus Baccalaureus Chirurgiae (MBBch) and
MEMBER STRATEGIC LEADERSHIP FUNDING BRAND &
Tryphosa holds a BCom Degree and a
AFFAIRS ALLIANCES DEVELOPMENT SUSTAINABILITY RISK ADVOCACY
REPUTATION the Postgraduate Diploma in Child Health
Post-Graduate Diploma in Accounting from (DCH) from Wits University and a diploma
the University of Cape Town. MEMBER in Women’s Health from Stellenbosch
University. |
24 | iwf S A
outh frica Integrated Report 2019 . 25June is a Director of Aviation Co-ordination Janine is the Founder and CEO of Janine
Services (Pty) Ltd and the Deputy Chairman Hills Authentic Leadership and Founder of
of the Tourism Business Council of South Vuma Reputation Management.
Africa which represents the private sector in
the Tourism industry. She champions gender and pay p arity. She
is p assionate in her drive to ensure that the
She is the former CEO of the Board of woman’s voice is taken seriously in business
Airline Representatives of South Africa which and in boardrooms. She believes trust is key
represents African and International airlines to improving b usiness relationships with all
operating to South Africa and which p
osition stakeholders, and that it must be support-
she held for six years. ed and enhanced by integrity in business
practices, including transparency, discipline,
She was appointed in 2019 to Chair the JUNE JANINE accountability and fairness.
Aviation Working Group of the South African CRAWFORD HILLS
BRICS B usiness Council. Janine believes in being consistent, s incere,
resigned 31 Mar 2020 r
esponsible, reliable, committed, clear
June held a number of positions at and steady — and maintaining effective
KLMRoyal Dutch Airlines and has extensive communication with all stakeholders at all
management experience across commercial levels, in good times and bad.
and operational d isciplines in the airline
industry. To help businesses fill skills gaps in reputation
management and crisis control processes,
She is a motivated business professional with she has built a culturally diverse team of
20 years directorships e xperience in both experts who understand Africa and collec-
state-owned and private companies and is tively have more than 85 years of experience
a long-standing member of the Institute of in these areas.
Directors of South Africa.
Her extensive business knowledge, skill
Corporate Governance and Ethics are and intricate understanding of reputation
key areas of focus and interest for June management are the outcome of over 25
particularly in view of the broad range of years of experience across various sectors of
stakeholders with whom she interacts and industry.
their importance in business.
Janine has worked for Southern Sun and Sun
She was non-Executive Director of the Air International, Vodacom and Primovie, and
Traffic and Navigation Services SOC Limited was formerly head of Group Communications
between 2008 and 2012. for First N
ational Bank.
June is a champion of women in her sector She has served on the boards of Kaizer
and continues to mentor young women CHAIR Chiefs, Ster-Kinekor Home Entertainment
looking to advance their careers in aviation. and Ster K
inekor Licensing.
MEMBER STRATEGIC LEADERSHIP FUNDING AUDIT & BRAND &
RISK ADVOCACY
AFFAIRS ALLIANCES DEVELOPMENT SUSTAINABILITY REPUTATION
She is an Associate of the Trinity College of
MEMBER
London Speech and Drama.
26 | iwf S A
outh frica | 27
Integrated Report 2019 .orts f
ep
R
ro
m
L
IW
ead
FS
A
er
ship
“ Every now and
then a man’s mind is
stretched by a new
idea or sensation,
“
and never shrinks
back to its former
d You have
imensions . to look
“
at history as an
EVOLUTION OF
Oliver Wendell Holmes Sr.
SOCIETY “
Jean Chretien | 29
28 | iwf S outh Africa Integrated Report 2019 .P RESIDENT
STRATEGIC PRIORITIES
U NITY
IS OUR
To realise our renewed vision of being “The
Voice of Women Leaders who bring change”
we need to work hard to implement the
IWF’s six S trategic P
riorities of Member
STRENGTH Affairs; Leadership Development; Strategic
Alliances; Funding and Sustainability;
Advocacy and Brand and R
eputation
Management.
Every day throughout the world, women However, women and girls can’t break the
fight for equality, asserting their rights. But cycle of patriarchy alone. Men and boys
they rarely s ucceed alone. must be part of the solution, supporting
this change of a status quo that has treated
As the co-founder of the IWF, Eleanor women and girls as second-class citizens for
Holmes Norton, once o bserved “This (IWF) far too long.
was formed because there was a vacuum.
We are not going to do what other w omen’s Our strategic priorities will and must
Irene Charnley
organisations are doing. We are not confined
to women’s issues…we will be speaking out
on local and national issues…we have to
operate on many different levels and one
area where women have not been effective
is leadership,” progress most often depends
on collective action.
Lest we forget that when IWF Founder E
Guggenheimer, the first woman to own
linor
“ Our strategic
riorities will and
p
a seat on the New York Stock Exchange, must demonstrate that
called H olmes-Norton in 1974 to ask for her
support in forming the IWF to tackle the boys
club culture which could be difficult to break WOMEN MAKE
into, she had realised that a single woman
can’t change all social issues we face, but a GREAT LEADERS
group of women can make a difference. contrary to
At the IWFSA, we can apply Guggenheimer
and Holmes-Norton’s lesson of strength
as we renew our commitment to women’s
traditional opinion
“
rights around our Rainbow Nation.
30 | iwf S outh Africa | 31
Integrated Report 2019 . emonstrate that women make great leaders to e
d mbrace all its talent within it. We have
contrary to traditional opinion. to be really intentional about elevating and
“
partnering with e veryone.
There are lots of discussions and claims out
there about the leadership of women. We all I am confident that our six strategic priorities
know that traditionally, women are n
empathetic and emotional.
urturing, will help us develop, inspire and motivate
women.
the world doesn’t
CHANGE
Irene Charnley
TRAITS AND QUALITIES
But how do these traits and qualities translate in front of your
into the world of business and leadership?
eyes, it changes
Do they set us back or do they drive us
forward?
I am tempted to quote one Harvard
Business Review survey which looked at 16
President | IWFSA
BEHIND YOUR
BACK
“
key competencies that make a good leader,
including taking initiative, developing others,
and inspiring and motivating colleagues.
Terry Hayes
Studies like this, and many more, prove
that people within business rate women as
strong leaders.
As women in high-power roles, we should
embrace the importance of sharing our
successes and lessons learnt with those
women following hot on their heels.
We can start by helping women organise in
communities to collectively empower one
another.
As women want to be respected. We want to
have equal opportunities. If we can continue
to talk about these human issues, we have the
ability to accelerate progress. The o bjective
is to educate, inspire and influence around
the inclusion and s upport for building talent
leadership.
A community is only as strong as its ability
32 | iwf S outh Africa | 33
Integrated Report 2019 .M EMBER To date we have a total of 65 paid up
members, 14 outstanding membership fees
and 8 Honorary life time members.
The committee fully embraces a diversified
membership base and is pro-actively looking
at attracting women leaders coming from
1
various economic segments of the South
African E
conomy. We are currently updating
our website and we want to ensure that all
MEMBER membership forms are available online to
AFFAIRS support our digital strategy.
1. Attract and retain the
A
membership of best
of breed, like minded, Committee Members To remain relevant to our existing members,
accomplished women we organise monthly Dine Arounds. These
FFAIRS
2. Foster meaningful Tryphosa Ramano are hosted by Board members for both
engagement and
connectivity between Joan Joffe members and non-members.
members
Peta Mashinini
3. Create seamless, The member affairs committee remains
consistent and reliable Riah Phiyega
experiences for our
committed to identifying and inviting other
members
Tina Eboka pre-eminent women into the IWFSA fold.
Dr Nomonde Mabuya
Dr Nomonde Mabuya
The mandate of the Member Affairs
Committee, Chaired by Dr Nomonde Chair of Member Affairs Committee | IWFSA
Mabuya, is to recruit and increase the
membership of IWFSA with the right cali-
bre of women leaders in accordance to the
guidelines set out by IWF.
The committee’s other goal is to focus on
member retention, and provide oversight of
member eligibility processes, m
embership
outreach, and advice to the Board on
member contribution and b
enefits.
The other key deliverable for the committee
is to ensure that successfully recruited
members are inducted and ushered
into the IWFSA in collaboration with the
Communication Sub-committee. The
committee has identified 25 potential new
members and the nomination process
is
currently underway by various IWFSA
members in good standing.
34 | iwf S outh Africa | 35
Integrated Report 2019 .S
The committee recognises the role of members
Faith Khanyile and Dr Leila Fourie and their
TRATEGIC
respective organisations in driving the agenda
of this strategic alliance.
After engaging with the senior l eadership
of CISCO and IWFSA in early 2020, a
strategic
partnership has been entered into
2
with this leading multinational
technology
giant. The IWFSA board and members have
complimentary access to the CISCO Webex
STRATEGIC platform and through the influence of IWFSA
ALLIANCES the Webex services have also been extended
1. Cultivate mutually to Solidarity Fund, AWCA and other leading
Committee Members
beneficial alliances women lead organisations. The committee
with other orga- extends their gratitude to Charmaine Houvet
A
nizations in South June Crawford for enabling this partnership.
Africa
2. Drive collaboration
Faith Khanyile
The IWFSA President is driving the strategic
LLIANCES
amongst organiza- Lilian Karuri Magero
tions to achieve a alliance with the South Africans Chapter of the
cohesive outcome Mamokete Ramatha BRICS Business Council on anchoring women
for women
alliances. The advent of Covid-19 has impacted
3. Develop and sus-
tain partnerships on the planned activities of the Council and in
that go beyond particular the global events planned.
sponsorships for
our members
We are building strategic partnership with
Government on the implementation of the
The mandate of the committee is to provide National Strategic Priorities on Gender Based
a platform for the formation of strategic al- Violence and Femicide (GBVF).
Nolitha Fakude
liances and substantial partnerships with
selected e
xternal organisations, companies
Nolitha Fakude
and stakeholders, advance the strategy and
objectives of the IWFSA to raise the profile of
the organisation.
Chair of Strategic Alliances Committee | IWFSA
In a short time the committee, chaired by
Nolitha, has implemented a number of key
strategic partnerships including entering into
a strategic partnership with the Women’s
Development Business Investment Holdings
(WDBIH) and the Johannesburg Stocks
Exchange, to harness
women’s potential for
economic growth and social justice, particularly
to decrease the gender pay gap and increase
the number of women in leadership positions.
The WDBIH has commissioned research
through the University of Stellenbosch and
a capacity building programme is being
developed. Industry influence and shareholder
activism is also underway.
36 | iwf S A
outh frica | 37
Integrated Report 2019 .L The Leadership Committee was established in
order to execute the “Leadership D evelopment”
strategic pillar and is chaired by Futhi. It has been
EADERSHIP
mandated by the Board to:
• Provide a platform for leadership
development through a number of
3
programmes to be approved by the Board
and
• Build a pipeline of the next generation of LEADERSHIP
women leaders. DEVELOPMENT
1. Empower our
Committee Members
As the custodian and repository for the members through
Tryphosa Ramano
structured
development of ethical
women leaders in leadership Wendy Applelbaum
SA, the Leadership committee within IWFSA development
D
supports the Board’s vision to develop 200
programmes Totsie Memela
2. Build a pipeline of
women leaders by 2025. Shiphra Chisa
the next generation
of women leaders Ad. Thandi Orleyn
EVELOPMENT
It is structured around four foundational pillars Charmaine Houvet
being:
1. Self-leadership – Enhance the development
of members through local and international
content.
2. Fellowship programme – Develop e merging
and aspiring leaders through dedicated The YLC in particular, has received focused
and specifically designed programmes with attention in the period under review. It is in the
institutions of learning. The local programme process of being reignited as a mechanism to
is being designed through the engagement of build the next generation of women leaders.
various leading institutions. The international
programme is run by IWF global w hereby
IWFSA nominate candidates to participate
in the programme. Participants will study at
Harvard and Insead as part of their learning.
Futhi Mtoba
3. Young Leaders Connect (YLC) – Through
IDEAL, an acronym for Identify, Develop,
Empower,
Accelerate and Leadership, the
YLC identifies and develops aspiring young
women leaders into ethical leaders.
4. Conversation series – These are
self-development and awareness discussions
on topical issues impacting society, business
and the world at large. These conversations
will be held monthly on a digital platform and
quarterly on a physical contact basis, once
the Covid-19 pandemic is under control..
38 | iwf S outh Africa | 39
Integrated Report 2019 .Vision of YLC IDEAL The programme will have five pillars comprising
“
Information, mentorship, networking, funding
To develop next
generation of women
and access to markets. On the issue of
mentorship, the entrepreneurs will fall within the
Reincarnation is simply
leaders IDEAL mentorship programme cohort. CHANGING
OBJECTIVE 3 – IDEAL Board Leadership AWARENESS,
programme
This is a custom designed programme by the eincarnating
what you are r
Institute of Directors of South Africa for IWFSA.
Mission of YLC IDEAL
1. To identify aspiring
young leaders and
develop them into
It’s targeted at new board members and those in
junior management.
into are different
STATES OF MIND
“
effective and ethical This programme will have three modules which
leaders; will be credited by IODSA in terms of the
Certified D
irector C
ertification.
2. To identify mentors
that inspire growth
This programme will assist in dealing with Frederick Lenz
and development;
capacity building with regard to the contribution
and
of women on boards which is a demographic
3. To co-ordinate and that is not adequately represented. The criteria
collaborate with for joining this programme is the same one as
the generational applied for YLC.
gap of young and
experienced women The IWFSA aim to launch this programme in
professionals. October 2020.
OBJECTIVE 4 – IDEAL Digital conversation
series
The aim is to empower YLC members on
leadership development seminars. Using digital
The IDEAL programme has four objectives as platforms such as YouTube, Masterclasses,
listed below: Instagram Live, these series will be hosted by
IWFSA members sharing and imparting their
OBJECTIVE 1 – IDEAL Mentorship programme knowledge and wisdom on topical issues. The
The objective is to provide mentorship to first series is scheduled for August 2020.
80 young women annually. The first pilot of
mentorship will be launched in August 2020
Futhi Mtoba
with 30 aspiring young women leaders.
OBJECTIVE 2 – IDEAL Entrepreneurship
rogramme
p
The aim of the programme is to identify potential
and existing entrepreneurs and provide support Chair of Leadership Development Committee | IWFSA
and development into effective women
entrepreneurs.
40 | iwf S outh Africa | 41
Integrated Report 2019 .F
our member constituency and other
beneficiaries of the o
rganisation in the long
term in a sustainable m anner, despite an
UNDING &
adverse economic climate.”
The Committee’s main role is to provide
oversight and where applicable review and
4
make recommendations to the Board on the
organisation’s financial sustainability.
FUNDING
SUSTAINABILITY
The Committee is charged with reviewing
1. Ensure we are able the following:
to sustain business Committee Members
as usual functions
through membership June Crawford • The planning and performance of
subscriptions
2. Source funding to
Riah Phiyega initiatives, as defined mainly by the
S
enable us to optimally Lillian Karuri Magero leadership
committee, with respect to
deliver on specific
programs Jane Ashburner improving the financial sustainability of
USTAINABILITY
3. Implement robust the organisation;
measures to ensure
proper management • Opportunities to increase revenues
and allocation of including grants, membership fees and
funds and improve the
operational efficiency donations;
of the organisation
• Opportunities to reduce expenses
through improving business process
efficiencies and clinical effectiveness;
With “donor fatigue” in rich nations and • Identification and management of
increased confidence from developing nancial risks, including budget forecasts
fi
nations, more and more people are talking and budget management strategies;
about local Non-Government Organisations • Advise the Board on fundraising
and Non-Profit Organisations being on their opportunities and strategies.
own, becoming more financially sustainable.
Functionally, the Committee provides
With the IWFSA playing an important oversight and where appropriate makes
role in addressing the country’s modern recommendations to the Board on the
Lesego Sennelo
day developmental challenges, the IWFSA following matters for IWFSA:
Board’s Leadership D evelopment, Advocacy
and Strategic Alliances committees have • Interest rates and exchange rates
resolved to look up to the
Funding and risk mitigation and other investment
Sustainability Committee to ensure the
strategies;
financial ’ sustainability of the organisation’s • Policies and practices related to
programmes. assessing financial instruments, banking,
investments, and acquisition of funds,
This committee therefore subscribes to this including borrowing and leasing; and
positive statement and undertaking:
• Compliance with the applicable legislation
“An IWFSA which is financially sustainable as applicable.
and continue to meet the needs of
42 | iwf S outh Africa Integrated Report 2019 .| 43In delivering on this responsibility, the
committee pays tribute to members who are
equally passionate about this u
These include m
ndertaking.
embers June Crawford; Jane
Ashburner; Lillian Karuri Magero and Riah
Phiyega, who bring the breadth and depth
of their experience in developing the path
to success for the committee’s mandate.
“ EVOLUTION
is a process
onstant
of c
Now that the organic evolution of IWFSA has BRANCHING
a robust strategic plan that e loquently set
out the organisation’s strategic objectives for
the next three to five years, this committee
is braced to not only support with an
accompanying budget for how much it is
and
EXPANSION
“
likely to cost, but also an equally stimulating
financial strategy.
This funding strategy explains how the Stephen Jay Gould
organisation plans to raise funds to cover
associated costs of implementing the
strategy and hence is an integral part of
the leadership’s decisions around what
opportunities and activities will be pursued.
As we forge forward in designing these p
olicies
and frameworks, we look to implement the
necessary processes and structure in 2021,
mindful of some of the challenges that the
global COVID-19 pandemic may present.
Lesego Sennelo
Chair of Funding & Sustainability Committee | IWFSA
44 | iwf S outh Africa | 45
Integrated Report 2019 .A The Advocacy Committee was established
to unite and strengthen the voice of IWFSA
Members by increasing the visibility of the or-
DVOCACY
ganisation’s efforts to support gender equality
on a national scale.
5
The role of advocacy is the responsibility of all
members of the organisation.
Some of the outlined advocacy work proposed, ADVOCACY
1. Consistently have
particularly driving thought leadership and di- our finger on the Committee Members
alogue, is being carried out by the Board and pulse of key topics
affecting women
IWFSA members at large. leaders in SA
Irene Charnley
2. Drive thought Faith Khanyile
Currently,theCommitteehasonlytwomembers, leadership and
its chairman namely Dr Moloi-Motsepe and dialogue Dot Field
Ms Charnley, IWFSA President. It has been 3. Catalyse the Maria Ramos
Dr Precious Moloi-Motsepe
development
suggested that other members be nominated. of action plans
by playing a
Since the initiation of this sub-committee the convening role for
key stakeholders
following efforts, directed by the key areas of (i.e. government,
focus identified by the Board, have been im- business and
society)
plemented.
GENDER BASED VIOLENCE (GBV) IN SO- Also, engagements and initiatives have been
CIETY AND AT WORK held to address lack of gender parity as well as
The restrictions preventing the spread of barriers to women’s leadership, among o thers.
COVID-19 have seen an increase in reported Going forward, Advocacy efforts will continue to
cases of GBV around the country. be driven by the committee so as to strengthen
the voice of women and address the key issues
As women endure more time alone at home underpinning the IWFSA strategy.
with their abusers, Lifeline SA has received an
Dr Precious Moloi-Motsepe
overwhelming 500% increase in GBV related
distress calls since the lock down began.
The IWFSA has been vocal in their a dvocacy
against GBV, supporting the efforts of the Chair of Advocacy Committee | IWFSA
Presidency and the Ministry of Women in
ending the prevalence of the rape culture in
South Africa.
THE FUTURE OF WOMEN AT WORK
IWFSA members have participated in several
meetings to discuss the future of women in the
workplace with focus on the Fourth Industrial
Revolution and mental health and navigating
the new normal.
IWFSA Members | with President Cyril Ramaphosa
46 | iwf S outh Africa | 47
Integrated Report 2019 .B
The key focus of the committee over the
past quarter has been to position IWFSA
as the voice of women leaders in the public
RAND &
domain and to e
ncourage dialogue and
communication within the membership of
IWFSA.
BRAND &
6 In a relatively short space of time the
committee, with the kind assistance of pro
bono support from leading consultants, has
REPUTATION effectively positioned IWFSA as the de facto
1. Develop and Committee Members voice of women leaders in South A frica.
maintain a
R
consistent brand Irene Charnley The launch of the new Board of Directors of
aligned to our vision
Futhi Mtoba
the IWFSA which took place at the JSE was
2. Engage external the catalyst for the start of the campaign,
EPUTATION
stakeholders to Tryphosa Ramano
followed swiftly by hard-hitting opinion
create visibility
Colleen Larsen pieces on GBV and the economy. Extensive
and strengthen our
presence Nolitha Fakude media coverage was obtained, directly from
3. Implement the broadcast from the Union Buildings,
measures to protect
the organisation of the IWFSA dialogue with His Excellency
from reputational President Ramaphosa in early 2020 where
risk
the IWFSA was officially recognised.
The Brand and Reputation Committee, Every effort has been taken to ensure that
chaired by Dot Field, is a small yet very ef- the IWFSA is positioned correctly at events
fective committee comprising Tryphosa, of national importance and in particular the
Colleen Larsen, Nolitha, Futhi, and Irene. State of the Nation address and the Budget
Speech of 2020 was attended by the IWF
Dot Field
The core mandate of the committee is to: President, with the support from Board
Members. For example, live commentary
• Develop and maintain a consistent brand from these events took place on the steps
& r eputation aligned to our vision; of parliament which fully entrenched our
position as the voice of women leadership.
• Engage external stakeholders to create
visibility and strengthen our presence; A number of news flashes, opinion pieces
• Engage IWF International to create and press releases have been issued. These
visibility and strengthen our presence; articles received prominent coverage in
leading publications and can be found on
• Implement measures to protect the www.iwfsa.co.za.
organisation from reputational risk;
• Have our finger on the pulse of all current Topics range from GBV, support of Child
issues, develop positions and statements Protection Week, The effects of Covid-19 on
and ensure timeous coverage across all our mental health to name a few.
media; and
• Media recognising IWFSA as the p rimary
source for commentary on all issues
pertaining to women leadership.
48 | iwf S A
outh frica | 49
Integrated Report 2019 .You can also read
