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NBI COVID-19 Pandemic Response

Member Feedback


One of the strengths of the NBI as a collaborative organisation, is that we support and assist member companies to anticipate business sustainability trends, with programmes demonstrating a combination of strategic thinking & practical implementation.  We build trust in the role of business in society.

Cas Coovadia
NBI Chairperson


Business tends to be internally focused. So, it is important that the NBI be at the forefront of what needs to be done so that we can be made aware of emerging risks and sustainability trends.

Khanyi Chaba
Head of Responsible Business

Old Mutual

The NBI plays a really important role to catalyse collaboration by bringing together partners in different sectors, to bring about the thought leadership that is required to enable the right action.

Brigitte Burnett
Head of Sustainability


The NBI has large impact through its ability to bring together a diversity of stakeholders.

Mike Brown
Chief Executive Officer


The benefits of collective effort far exceed what we could have done on our own.

Andile Sangqu
Executive Head: South Africa


I believe that the NBI plays an important role of developing collaborative solutions to some of the key social and environmental challenges in South Africa.

Zyda Rylands
Chief Executive Officer


Companies need to show that they are linked to communities in a broader sense, and the NBI provides a platform for that.  The ideas and learnings provided positions the NBI almost as the University of Sustainability in South Africa.

Chesney Bradshaw
Head of Sustainability

NBI - Members in Action ABB Logo

The NBI plays a critical role of providing the drive and the frameworks that business lacks to address issues like social inequality and poverty.

Mxolisi Mgojo
Chief Executive Officer


The NBI provides a business network of strategic partners where I connect, collaborate and learn with other companies. We also engage in frank conversations on the impact of policy and regulations.

Madeleine Ronquest
Head of Environment Social and Climate Risk


We believe that the NBI plays a crucial role of excellence in making sure that we as business have a coordinated way in responding to global sustainable development matters.

Bongani Nqwababa
Joint President and CEO


NBI has created an inclusive space for people of diverse backgrounds to learn, share and co-create solutions in order for business SA to serve our country better.

Neliswa Fente
SpringAge by Deloitte Lead (Chair of the NBI Culture of Inclusion Working Group)


NBI’s Transformation and Social Cohesion Programme originated from an urgent call for business to assist in building an equitable and inclusive society. The programme provides an important platform for safe but robust interaction on how corporates in South Africa are addressing transformation, allowing space for both trailblazers and laggards to engage and co-create a thriving and prosperous society.

Kathleen Ebersohn-Khuvutlu
Senior Sustainability Specialist at Discovery Limited


The NBI plays such a crucial role in addressing burning issues facing us as a nation. Their expertise and experience built up over many years has positioned them well in being the voice of business and bringing government and business together to chart the way forward and ensure a prosperous South Africa.

Kevin Chaplin
Managing Director: The SA Ubuntu Foundation& NBI Western Cape Advisory Council Member

16 Days of Activism


The NBI undertook to develop a Gender Based Violence (GBV) Pathway with the mission to work collectively with Private Sector companies in addressing and challenging GBV, given that businesses operate within society and are not immune from experiencing social issues that continue to plague the country and impair employees’ physical and mental health and well-being. Moreover, the widening gender pay gap, and its effect on women, children, and the LGBTQAIP+ community presents a further obstacle in achieving economic equity and safety for survivors.

The GBV Working group is a call-to-action for clear and deliberate stances and practical interventions to make a difference. In working deeply with our member companies, government, and civil society groups, we want to identify gaps and leverage existing interventions that will demonstrably address GBV. We acknowledge that working to eliminate GBV is a complex and long-term endeavour. We echo collaborative efforts across sectors to understand the history of violence in South Africa and how its gendered nature is rooted in patriarchy.

Understanding that violence is pervasive across racial, gendered and class lines allows for the development of meaningful and effective interventions. It is also important to address how men are directly implicated in upholding patriarchy, and the intricacies of how the oppressive system has made it easier for them to navigate different parts of society. We want to continue to address the gendered power dynamics that exist in our society and demand transparency to draw us closer to accountability mechanisms.

Bridgette Mdangayi
Programme Manager, Social Transformation and Convener of the NBI GBV Working Group


For SAB, 16 Days of Activism is an important opportunity to for us to continue to deliberately support the empowerment and protection of women and the most vulnerable in society. We continue to prioritise the inclusion of  women into the economy and investing in that contribute to the eradication of GBV in our workplaces, communities and South Africa as a whole.

Internally, we have implemented a #NoExcuse Domestic Violence Policy, making it possible for colleagues to safely stay in their jobs and progress in their careers by providing temporary adjustments to work tasks, flexible working hours, up to 10 days of paid leave, and support such as referrals to specialists and counselling. We have also developed a toolkit on addressing domestic violence in the workplace, to assist our employees.

Externally, SAB is collaborating with Government and  civil society to establish ten GBV Support Centre’s in all 9 provinces. We will also be identifying entrepreneurship and employment opportunities for women who are victims of GBV, to enable them to move forward in life. Through our partnership with FAN,  we are rolling out education and mentorship programmes on elevating positive masculinity amongst men.

We have also created a Whatsapp Helpline (0800 150 150), for potential victims and perpetrators to be able to have a ‘silent’ conversation with a counsellor or a mentor. ”

Zoleka Lisa
VP Corporate Affairs: SAB


Anglo American is committing to addressing GBV at its roots

Our Living with Dignity framework is rooted in a strong commitment to eradicating gender-based violence both within the organization and outside the fence, creating safe workplaces, safe homes, safe schools and safe communities. We believe we will have succeeded in our work when people within the organisation and in our communities are more personally enlightened and engaged with GBV; more likely to demand dignity and respect for themselves and others; and better equipped to address distress and conflict without the use of violence, in the workplace, at home and in the community.

Our approach includes working with partners nationally and in our communities to enhance both GBV response services and prevention efforts; working with both men and women, boys and girls, to challenge the very beliefs, norms and behaviours that give rise to unequal gender relations and the use of violence; and to harness purposeful, collective action by a broad range of stakeholders.

This initiative forms part of our holistic and comprehensive approach to fighting GBV, which is embedded in our strong belief that to sustainably root out GBV, within the business and in our communities, we need to understand and address the root causes of GBV and build a broad-based commitment to long-term investment and deep transformation. More on this is available at:

Marcel Korth
(Principal: Living with Dignity / Gender-Based Violence at Anglo American)


Women and children suffer as a result of violence, abuse, exploitation, neglect and discrimination in every country and community, cultural, social or economic group.  These violations are under-recognized and under-reported barriers to their rights, and undermine their survival, development and participation.  Both the physical and psychological effects of gender-based violence (GBV) and violence against children (VAC) are far-reaching, leading to lifelong consequences and profound difficulties. The Child Witness Institute has dedicated over two decades to fighting for the elimination of GBV and VAC and ensuring that countries implement measures to protect women and children from violence and provide justice to those who have been harmed.

Karen Hollely
Child Witness Institute


Gender-based Violence and Femicide (GBVF) is a key pillar of Woolworths’ Inclusive Justice Initiative, our group-wide social justice-focused strategy. Aligned with the objectives of the National Strategic Plan, we strive for a Woolworths free from GBVF, within an environment where all our people feel safe, protected and respected.

Over the upcoming 16 Days of Activism, we shall launch our recently-updated sexual harassment policy, with accompanying training, and encourage our people to take action through the ongoing acquisition of knowledge.

“I long for a South Africa in which people feel safe and free in their communities and places of work, and thus I am a proud participant in and champion of the work Woolworths is doing.”

Zyda Rylands, Chief Executive
Foods/Corporate Affairs/Inclusive Justice Initiative


As an organisation, whose purpose is to bring possibility to life, Absa has zero tolerance for violence against women in business and society and has taken decisive actions in the fight against sexual and gender-based violence.

This year’s 16 Days of Activism campaign theme is particularly resonant for us as a workplace that promotes gender equality and respect for all. We are committed to advocating and fostering change internally and externally, and to encourage our colleagues to be the change they want to see in our communities.

Babongile Mandela
(Senior Manager: Strategic Initiatives and Engagements for Absa Group Citizenship)


Supporting those affected by gender-based violence is important to PwC, not only during the 16 Days of Activism campaign, but all year around.

To this end, we provide professional services (other than external audit services) on a pro-bono basis to the private sector-led Gender Based Violence & Femicide Response Fund (GBVF) launched by President Ramaphosa in February 2021. Internally, we’re very proud of the launch of our own South Africa firm’s Domestic and/or gender-based violence policy. Staff members affected by domestic and/or gender-based violence have access to resources such as financial support, paid leave and real-time emotional, mental and physical support. The policy also promotes early intervention and referral support, and maintaining confidentiality and a culture of non-retaliation.

In line with our purpose of building trust in society and solving important problems, we’re proud to be doing our part to commemorate, support, advocate, and address gender-based violence.

Shirley Machaba
CEO: PwC Southern Africa


Nedbank understands the importance of raising awareness about gender-based violence and creating a culture that supports women.

This year, in support of the 16 Days of Activism for No Violence Against Women and Children campaign, Nedbank has teamed up with TraumaCall to provide GBV awareness webinars. TraumaCall deals with hundreds of victims of domestic violence each year and has gathered unique insights which they have used to develop a 90-minute dynamic webinar. The webinar will focus on creating awareness about the different types of abuse such as intimidation, isolation, denial, blame, use of children, domination, financial abuse and sexual abuse. It also covers the different stages of abuse as it escalates from subtle to violent.

As an organization, Nedbank will continue to cast the spotlight on this so-called “shadow pandemic” to help save lives and #BE THE DIFFERENCE that impacts our world.

Khensani Nobanda
(Nedbank Group Marketing & Corporate Affairs Executive)


Charlotte Maxeke and her generation of women set the tone for gender equality and empowerment. It is in their spirit that we as Hollard recognise the importance of going beyond our internal programmes to extend a hand to victims of gender-based violence through investing in external initiatives. We are proud to participate in the development of the NBI GBV Pathway, which seeks to address, challenge and co-create solutions for the growing scourge of gender-based violence in South Africa.

Everything we do as a socially responsible corporate citizen is driven by the Hollard Purpose, which urges us to enable more people to create and sustain better futures. It asks us to do social good in the communities in which we operate to ensure positive, sustainable outcomes. Safeguarding women and children’s rights is part of this task and is essential for building strong, resilient societies.  Together, we can and must prevent violence everywhere.

#Hollard Cares #StopGBV

Londiwe Mkhize
(Group Head: Corporate Affairs ) | Co-Chair: NBI Gender Based Violence Working Group


The word Harambee means to “all pull together” and this habit of pulling together directs how we at Harambee Youth Employment Accelerator approach everything – both internally with our staff and externally with our partners. On the issue of Gender Based Violence it is no different – there is no place for the attitudes and actions of GBV in our organisation and we are clear about this in our partner relationships, our engagements with young people and especially with our staff. In our workplace this ‘pulling together’ is done in the form of open dialogue spaces – WeMen is a men’s only group where Harambee men hold each other accountable to a higher standard of conduct and action, nurturing a culture of inclusion and safety in the workplace for all staff. Harambee’s core mandate is to break down barriers that hinder inclusion and participation. GBV is one of these barriers. By internally creating a safe culture we can continue to boldly pull together for change with our partners, our youth and in our society.


Youth & Leadership


Why are ethical young leaders vital for driving social transformation in South Africa?

History continues to show that young people in South Africa are often at the forefront of social change. The unfortunate reality, however, is that our young people often bear the burden of unemployment, poverty and inequality. This is evident in our youth unemployment rate that exceeds 40%. I believe that we are at a point in our country where we need to turn to our young leaders for effective and ethical leadership to drive real social transformation.

Young leaders are bold, innovative, socially conscious, and rely on out-of-the-box solutions to intricate problems. We, as young leaders, understand that in order to achieve social transformation, disruptive interventions are necessary because real social transformation can only be achieved when we tackle issues at a systemic and root-cause level.

We are also tired of corruption and are actively contributing towards building institutions that are rooted in accountability, transparency and strong governance. But we need a seat at the table and to be given the opportunity to be in positions where we form part of decision-making processes. We bring perspectives that are often missing in leadership positions.

Ethical young leaders understand that it is not about individual interests, but that we need to work together as one for the benefit of all, which is why partnerships and collaboration across all spheres are crucial in achieving social transformation – and we need to keep one another accountable. We also know that ethical leadership is guided by a moral compass that doing what is right is the right thing to do. It is this type of leadership from young people we need in South Africa that will lead to dignity and prosperity for all.

Blain van Wyk
Sustainability, Corporate Affairs | Distell


What does bold social transformation mean to you as a young leader?

South Africa’s history of societal challenges continues to impact existing social injustices, such as increasing inequality, poverty, youth unemployment, unequal access to quality education and to basic human needs. However, in the twenty-seven years of our short democracy, we have seen a nation coming together to collaboratively address these injustices of the past. Together, we’re building a future full of opportunities that presents tomorrow’s leaders with various platforms to not only empower themselves, but also the communities we stem from and the generations that come after us.

Social transformation for me, means taking hold of the baton from those before us. It means utilising our abilities, as well as our available resources and the opportunities we have at our disposal in our various areas of influence, to enable sustainable development, thus investing in our nation’s future. This includes standing up against unethical and discriminatory practices in order to change the status quo and bring about innovative solutions for our country with the youth at the forefront. It requires us taking bold steps by critically interrogating existing systems governing issues pertaining to our current education system; access to quality healthcare, basic needs such as water, sanitation, food, shelter, electricity etc.; the promotion of sustainable employment as well as entrepreneurship skills, issues of racial and gender inequalities, and holding those in authority accountable to deliver. We have seen the damaging impacts of an aggrieved society. It is therefore more critical than ever before, for us as young leaders, to be intentional about using our skills to impact not only our respective spaces, but the broader society. I believe every human being has a gift to give this world and it is upon realising this, that we can be hopeful and build a better future together.

Siphilile Shange
Sustainability Specialist I African Bank

African Bank Logo

Why are ethical young leaders vital for driving social transformation in South Africa?

The youth in South Africa constitute almost a third of the population and according to the Quarterly Labour Force Survey (QLFS) of the 1st quarter of 2021, young people are still struggling in the South African labour market. The official unemployment rate was 32,6%, within the youth, those aged 15–24 years are more vulnerable in the labour market with an unemployment rate of over 63%, an absorption rate of about 7,6% and a labour force participation rate of 20,6%.

The above stats from Quarterly Labour Force Survey (QLFS) depict a bleak state of affairs affecting the youth in South Africa. In economies around the world, youth are considered change makers and play a critical role as drivers of development and achievers of a country’s social change, which is why it is crucial and important to invest in them. However, in South Africa, the youth are at the forefront of dissatisfaction – income inequality, economic decline, unemployment, extreme poverty and corruption. We need a new level of thinking for our democracy to work and broader choice of leadership options.

South Africa needs a generation of change makers – young, ethical, value driven and accountable leaders who are able to change the current situation. Leaders who do the right thing, at the right time, for the right reasons and put their ethics before the bottom line. Leaders that play an active role in the social change and development in their communities. Leaders who volunteer and show empathy towards their surroundings. We can overcome the problems we are facing as a country, if we increase values to a higher level of awareness and encourage acts of generosity and empathy.

Noni Qoboshiyana
Public Policy and Regulatory Specialist I South African Breweries


What does bold social transformation mean to you as a young leader?

In the last week (10-16 July 2021) we have witnessed the unfortunate consequence of living in a divided and unequal society. While much of what we have witnessed has filled us with fear and hopelessness, there have been many instances in the chaos that have shown the humanity and resilience of our people. For every community that was ripped apart, many more have stood united through the turmoil. Across the country we have seen inspiring examples of people coming together to resolve the crisis, a true testament of what it truly means to be South African. The crisis has highlighted that while the past still haunts us, we do indeed possess the tools to transform South Africa – and key among those tools is solidarity.

South Africa is in need of bold social transformation. This requires us to reflect on what transformation really is. Transformation in my view is not a destination but rather a way of doing things that delivers real equity and inclusion. Bold social transformation is about having empathy for each other again and building partnerships across ethnicities, classes, neighbourhoods, industries, and age groups to achieve the peaceful and harmonious society we all want. It requires new and innovative thinking and most importantly it requires us to always place people at the centre of our business decisions. Bold social transformation is about solidarity in the home, in the workplace and in society.

Sikhulekile (Khule) Duma
Socio-economic Development Specialist | Anglo American


Why are ethical young leaders vital for driving social transformation in South Africa?

Ethical leadership is one of the cornerstones of success for any country. To achieve social transformation in South Africa, this kind of leadership needs to be instilled in all people from a very young age. The youth of South Africa have always been innovative, resilient, and bold in creating dynamic solutions for the variety of socio-economic challenges they face. And in instances where they are not afforded the room to be heard – they create these spaces for themselves.

Notwithstanding the wealth of historical evidence of young people’s contribution towards driving change in political systems, the youth remains one of the most underrepresented groups in key strategic positions in this country.

South Africa is a youthful nation – 35% of the total population is aged between 15 to 34 years – yet the youth continue to be excluded in key strategic decisions made to alleviate challenges specific to them. This new generation is the most informed, most educated, and most connected generation in human history. This generation is geared to achieve some of the most impactful social change to create a better world, with more effective, more ethical and more inclusive leadership.

Realising that changing only when you have to – means that it is too late. If you don’t anticipate the future – you will be run over by it. Young leaders serve as an important reminder that we need to stand firm and truthful in our convictions even if it’s the road less travelled. We must continue to strive for what is right and just for us to achieve social transformation in South Africa.

Tumelo Tire
Strategy & Business Design Consultant | Deloitte


Women’s Month Campaign


Barloworld has put the women development agenda at the forefront of transformation by setting a target of 40% women representation across the business value chain.  This also finds expression in Barloworld’s outreach initiatives by providing financial and non-financial support to women-owned businesses and assisting them with access to markets within Barloworld and through strategic partners.

Noluvo Vovo Ngcwabe
Corporate Citizenship and Stakeholder Engagement


Standard Bank recognises how important it is for men to be involved in the gender equality endeavour. That’s why our CE, Sim Tshabalala, signed up as a HeForShe Champion in 2018. One of our flagship projects, “Band of Brothers”, engages men in critical conversations about masculinity, toxic masculinity, the role of fathers and how men can be allies for gender equality. Participants have described the intervention as life-changing, as having changed their relationships with their own fathers, their partners and their children, and as enabling them to have similar conversations with male colleagues and friends.

Dr Wendy Orr
Standard Bank Group / People & Culture / Group Inclusion


Everyone has the right to dignity – in our homes, offices and everywhere in-between. Whether it is our “Living with Dignity” programme to address gender-based violence, or our work to address the imbalances that keep women underrepresented in the mining industry – we have committed ourselves to a journey where we build communities and workplaces that are free of discrimination, violence, and inequality.

Nolitha Fakude
Chairperson of Anglo American’s Management Board in South Africa and President of the Minerals Council South Africa

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As one of the leading black-owned construction companies, Concor has a strong focus on transformation, and this includes the upliftment of women in the construction sector. Significantly, the chairperson of the Concor Holdings board is female. Our Employment Equity Forum, which drives transformation, is chaired by a woman and 18% of our workforce are women. This is a remarkable achievement in an industry where the recruitment, development and retention of women is lagging behind that of their male counterparts.  

The business also has several initiatives aimed at developing our young people and providing access to experienced individuals in the company that can mentor and nurture them. One such platform is the Future Leaders Forum where we currently have seven women engaging the CEO and other executives around issues affecting our business and industry. The Women in Leadership Forum was established to cater for high performance and high potential in female talent in the C-upper and D-lower grade jobs to provide a forum where they could interact meaningfully and share challenges and solutions relative to working in a male dominated industry.

External development of women also plays an important part of the company’s transformation strategy, with extensive time, effort and financial resources being channelled towards women owned SMME’s. The company’s Enterprise Development programmes ensure that entrepreneurs are identified at its project sites and allowed opportunities to develop their skills sets and through ongoing mentorship are enabled to fully establish sustainable businesses.

Concor has also identified NGO’s that support the fight against GBV and makes a concerted effort to identify and partner with them annually, through financial donations which enables their excellent work to continue.

Fezeka Nompumza
Business Development & Stakeholder Engagement


Momentum Metropolitan is very proud of our support and recognition of Women, not only in August (Women’s Month), but consistently as standard practice throughout the year. Aligned to our purpose of enabling people from all walks of life to achieve their financial goals and aspirations, this will only be effectively achieved with a transformed and diverse workforce.

Talent Attraction and Leadership programmes geared towards women are in place. More good news is that we can unequivocally say that at Momentum Metropolitan there is no gender bias in how we remunerate our employees. Equal pay for equal work is a baseline benchmark for us.

Four of our flagship Women’s movements are the Womentum #SheOwnsHerSuccess campaign, our ongoing support of the Momentum Proteas national women’s cricket team, our CSI support for the WomenThinkCode programme (empowering women with coding skills), and sponsorship of the annual gsport Awards, the only recognition event on the continent aimed solely at honouring and raising the profile of women in sport.

Nontokozo Madonsela
Chief Marketing Officer (CMO)


Gender equality is one of the focus areas of PwC’s societal purpose strategy, which is called Reimagine Africa, together and guided by the UN’s SDGs. In line with our purpose of building trust in society and solving important problems, we’re promoting gender equality in the areas where we know we can make a difference, including:

  • transformation and gender equality-specific KPIs for our leadership, monitored by our Board,
  • merit-based recruitment, promotion and retention criteria and practices,
  • gender responsive enterprise development, procurement and corporate responsibility programmes,
  • support of a number of SMME programmes, such as the BSSA Foundation and PwC’s Faranani Rural Women Training Initiative,
  • being deliberate about taking membership with organisations that embrace the principles of gender equality,
  • providing pro bono services to the Solidarity Fund and the Gender Based Violence & Femicide Response Fund, and
  • implementing an internal GBV policy, aimed at providing support to victims.

We’re making a difference through our community of solvers.

It all adds up to The New Equation.

Shirley Machaba CEO
PwC Southern Africa


Sadly, the pandemic is undoing over two decades of gains made by women in the workforce and the latest research has highlighted that 2 million of the 3 million jobs lost during this pandemic have been women [Source: National Income Dynamics Study – Coronavirus Rapid Mobile Survey (NIDS-CRAM)]. This is largely due to women being in industries that have been the hardest hit and has a devastating impact in terms of broader society too because women have also borne the brunt of the unpaid childcare responsibility. We are doing all we can to provide relief measures to businesses to help them get back on their feet and keep their staff paid by offering solutions like payment holidays and free business advice via our platforms to help women pivot their businesses. This is not a sprint but is a marathon that we are committed to running beside our clients in the foreseeable future and we are already starting to see the green shoots pushing through and businesses starting to regain their confidence.

Nicole Sykes
Strategic Projects Head-Women in Business: National