Bobcat Demo Days 2024

Power shift: Reimagining South Africa’s energy sector through inclusive leadership, by Kirsten Francis, coach at the Hasso Plattner d-school Afrika at UCT and co-founder of Jade-Sky Holdings

South Africa is transitioning from fossil fuels toward renewable energy, as the government aims to add at least 19 GW of renewable capacity by 2030 and as much as 190 GW by 2050. These targets are critical for climate resilience and energy security. Yet, the social design of this transition is dangerously overlooked.

More than 40% of South Africans still live in energy poverty, and women make up just 14% of the renewable energy workforce, with ownership and procurement remaining concentrated and locked in by structural inequality. To meet South Africa’s energy future with resilience and innovation, this transition must actively include diverse voices — especially women — if we want to design and drive solutions that serve all communities.

From wild idea to 1,414 MW portfolio

My sister and I entered this sector with no background in engineering or finance. We had no roadmap, only a wild idea: to own a wind turbine. That idea was so wild, I only shared it with her. But we believed it was easier to ground a wild idea in reality than turn a boring one into something exciting.

This belief stems from the Design Thinking mindset I teach: “Yes, and?” Instead of overanalysing or discounting bold ideas, we kept saying yes and looking for opportunities that would get us closer to that one turbine. Using our roles managing Windaba, Africa's largest wind conference, we incrementally built networks and sector knowledge. We researched, learned and positioned ourselves strategically. When policy shifted in 2020 to require women-led business participation in procurement, we were ready — not by accident, but because we had been designing our way into the industry for years.

Our journey from that single wild idea now encompasses equity in 1,414 MW of solar PV and onshore wind projects. This scale demonstrates that non-traditional pathways can achieve transformational impact when strategic positioning meets opportunity for policy shifts.

The strategic value of inclusion

As a women-led family business, we understand that energy sits at the nexus of everything. Access to energy drives economic growth, which is why our 20-year operational view focuses on early childhood development, healthcare, and sport in host communities. This isn't corporate social responsibility, it's an investment in the ecosystems where our projects operate.

The necessity for women to participate actively in the sector allows us to be strategic about investments and partnerships, always revisiting our core values. Inclusion isn't just ethical; it's a business imperative creating competitive advantages through diverse perspectives and community-rooted approaches.

Breaking down the barriers

The sector's greatest barriers aren't technical — they're cultural and institutional. We've been consistently underestimated with our communication science, political science, gender advocacy, and project management qualifications often dismissed in favour of traditional hard skills.

The industry uses jargon as gatekeeping, creating artificial barriers that shut out capable contributors. We've had to overcome imposter syndrome by embracing authenticity. It's okay to admit you don't know something — people want to help if you ask genuinely. This authenticity has opened doors that credentials alone might not have.

For women and entrepreneurs from non-traditional backgrounds, success requires surrounding yourself with willing mentors, building values-aligned networks, and committing doggedly to learning. The sector offers multiple entry points but requires confidence in understanding all the moving parts.

Design Thinking as a navigation tool

Design Thinking is more than a methodology for us — it's how we navigate uncertainty in a world demanding certainty. While traditional business operates with rigid mindsets, Design Thinking provides frameworks for embracing ambiguity and turning it into a competitive advantage.

This approach allowed us to identify real needs in the energy sector and remain agile through the complex Broad-Based Black Economic Empowerment investment landscape. We constantly iterate on who we are as a business, diversifying our role from project managers to equity holders while maintaining our values-based foundation.

Change requires new mindsets to support new policies

South Africa’s energy future will not be shaped by individual success stories alone. It depends on how we rethink the systems that determine access, ownership, and participation. While steps like the 2021 procurement requirements for women-led businesses have opened doors, broader transformation is still needed.

Progress comes from equipping more people across sectors and backgrounds with the mindsets to challenge the status quo, design inclusive solutions, and build systems that reflect the needs of all South Africans.

Lighting the way forward

Entrepreneurship is often a lonely, long road. But understanding your responsibility to craft pathways for others helps you push through challenges. Leadership requires constant revisiting of first principles; interrogating your why, iterating through complexity, and designing solutions that work for everyone.

As the country accelerates its energy transition, we must move beyond asking how much power we can generate to asking who we generate it for, and with. The success of our transition depends not just on technical capacity, but on whether we design it to serve all South Africans.

It takes audacity to dream big, but tenacity to remain at the table. The future of South Africa's energy sector — and the communities it serves — depends on both.

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Smarter lifting in South Africa's C&I solar industry

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South Africa’s solar energy market is surging, particularly in the commercial and industrial (C&I) sectors

As businesses seek cost-effective, sustainable solutions to manage rising electricity costs, solar power has become an increasingly attractive investment.

While load shedding has eased in recent months, energy costs remain high, prompting companies, especially those operating in agriculture, engineering and manufacturing to turn to rooftop solar to manage long-term operational expenses.

But while the benefits of solar are clear, the road to installation is not always smooth.

Installation challenges

“Transporting and installing solar panels presents a unique set of logistical challenges,” said Alistair Bennett, managing director at SkyJacks.

“These panels are not only bulky and fragile but getting them safely onto rooftops using traditional lifting methods can be time-consuming, risky, and expensive.”

Large-scale solar panels, often used in commercial and industrial projects, are delicate by nature and susceptible to damage from mishandling.

Rooftops can be difficult to access, and using the wrong equipment can lead to costly breakages and long project delays, issues that weigh heavily on contractors who operate on tight budgets and timelines.

Breakages don’t just increase hardware costs; they ripple through the entire project lifecycle.

“When panels are damaged during lifting or installation, it’s not just about replacing the equipment,” said Bennett.

“There are lead times for new panels, and in some cases, entire teams are idled while waiting. It impacts the bottom line and the contractor’s reputation.”

A smarter, safer way to install solar

The GEDA Solarlift is a lifting solution designed specifically for the solar industry.

With its modular, compact design and a lifting height of up to 19 metres, it provides an efficient, safe and cost-effective way to transport photovoltaic panels onto rooftop: whether in urban centres or remote agricultural settings.

“The GEDA Solarlift was developed with the realities of solar projects in mind,” said Bennett.

“It’s lightweight and easy to set up, even on uneven ground or in tight construction sites. The adjustable platform holds solar panels securely during the lift, reducing manual handling and lowering the risk of both damage and injury.”

This has made the system particularly valuable for rooftop installations in industrial parks, warehouses and commercial farms, where rooftop access and project scale can vary significantly.

For installers working in remote regions, such as those popular for utility-scale solar in the Northern Cape, the solution’s portability and quick setup offer added advantages.

Flexible rental model

SkyJacks, the local supplier of the GEDA Solarlift in South Africa, has introduced a ‘pay-as-you-use’ rental model that reduces barrier to entry for contractors and renewable energy developers.

“Our rental model is designed to be as flexible and supportive as possible,” said Bennett.

“There’s no need for a big upfront investment, which helps ease cash flow constraints. And all equipment is fully serviced and tested before each use, so contractors know they’re getting equipment that’s safe, reliable, and ready to go.”

He said the model allows small and mid-sized contractors to compete on larger projects without committing capital to own specialised equipment.

It also helps solar providers scale their operations more easily; renting additional lifts as needed without incurring permanent overheads.

Hands-on support

SkyJacks’ offering extends beyond equipment. The company provides end-to-end support, including site assessments, technical advice, and on-site setup assistance.

“We work closely with our clients to make sure the Solarlift is properly integrated into their workflow,” added Bennett. “Our technical teams are available to assist with setup, troubleshooting, and compliance, which takes pressure off the contractors.”

This package of support ensures that even less experienced contractors can safely and efficiently operate the Solarlift, helping them meet deadlines and reduce costly mistakes.

“Innovation isn’t just about panels or batteries, it’s about the tools that help make clean energy accessible and viable at scale,” he added. “The GEDA Solarlift is a practical solution to a very real problem in the industry, and we believe it’s going to play a big role in how South Africa builds its solar future.”

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In a decisive move to tackle the challenges of illicit gold trade and formalise its artisanal mining sector, Côte d’Ivoire has partnered with the World Bank and the World Gold Council in a new initiative aimed at transforming small-scale gold mining into a safer, more transparent, and economically beneficial industry

The Multistakeholder Partnership for Sustainable and Responsible Small-Scale Mining (MSPI), launched today, brings together major players including Endeavor Mining, Perseus Mining, and the Chamber of Mines of Côte d’Ivoire. The initiative seeks to integrate artisanal and small-scale miners into a regulated, traceable gold supply chain.

“Côte d’Ivoire is leading the way in transforming artisanal and small-scale mining into a more professional, regulated sector,” said Mamadou Sangafowa-Coulibaly, minister of mines, petroleum, and energy of Côte d’Ivoire. He described the partnership as a “crucial step” toward making small-scale mining “safer, more transparent, and a driver of development, growth, and job creation.”

The reform comes in response to the sector’s longstanding issues with smuggling, environmental degradation, and weak regulation. In 2022 alone, the country lost an estimated 40 tons of gold—worth more than US$2bn at the time—due to illegal exports.

The MSPI initiative aims to address these challenges by improving mine sites, processing infrastructure, and legal market access for small-scale miners. It also outlines collaborative mechanisms between large-scale industrial operators and artisanal miners. These include training, assistance with adopting international environmental and social standards, and support in accessing legitimate trading channels.

“Artisanal mining holds enormous potential to add tremendous value to Côte d’Ivoire’s economy and to lift people out of poverty, but only if it is made safe, legal, and sustainable,” said Marie-Chantal Uwanyiligira, World Bank Division Director for Côte d'Ivoire, Benin, Guinea, and Togo. “This is a truly innovative mechanism for bringing together large mining companies and small artisanal miners, providing opportunities for additional domestic resources to support development and create decent jobs for youth and women.”

The World Bank will assist the Ivorian government in aligning its practices with international gold production standards. Meanwhile, the World Gold Council will work with companies to establish model small-scale mines, improve supply chain infrastructure, and ensure traceability through partnerships with institutions like the London Bullion Market Association.

Terry Heymann, chief strategy officer of the World Gold Council, called the agreement “a groundbreaking and innovative approach” to responsible mining. “By fostering collaboration between industrial and artisanal miners, we can raise environmental and social standards, exclude illicit actors, and deliver shared benefits for governments, communities, miners, and the global gold market.”

Although Barrick Mining Corporation has contributed to the initiative’s development through its Tongon mine, it is not currently a participant due to ongoing sale negotiations. However, Barrick has stated it will encourage the new owner to engage with the partnership.

As countries across West Africa continue to navigate the complexities of artisanal mining, Côte d’Ivoire’s MSPI could serve as a regional blueprint for integrating informal mining into the formal economy while supporting the livelihoods of hundreds of thousands.

In a major step forward for East and Southern African aviation, Kenya Airways and Air Tanzania have signed a Memorandum of Understanding (MoU) to deepen strategic collaboration and improve regional air connectivity

The agreement lays the groundwork for expanded cooperation between the two national carriers, with a focus on building regional and international partnerships that favour cooperation over competition. Both airlines will combine resources and expertise to support sustainable, cost-effective growth in the aviation sector.

The MoU highlights key areas of collaboration including the exchange of knowledge and best practices in human resource training, aircraft maintenance, engineering, cargo services, technical cooperation, MRO (maintenance, repair and overhaul), safety, and innovation. This joint approach aims to deliver more integrated travel options and improve service efficiency across the region.

Speaking at the signing ceremony, Allan Kilavuka, group managing director and CEO of Kenya Airways, said, "This partnership underscores our commitment to building regional capacity to support economic growth, trade, and tourism across East Africa. By collaborating closely with Air Tanzania, we can jointly offer our passengers and cargo clients more flexible and efficient travel solutions."

Air Tanzania CEO Peter Ulanga added, "This collaboration marks a significant milestone in our efforts to expand our regional presence and better serve the growing demand for air travel in Africa. Together with Kenya Airways, we are creating a stronger, more connected aviation landscape that will benefit our economies and our people."

The MoU was formalised during a ceremony at the Johari Rotana Hotel in Dar es Salaam, Tanzania, where both CEOs signed the agreement.

This strategic partnership is expected to foster a more integrated, competitive, and sustainable aviation environment across Africa, opening new market opportunities and strengthening the economic fabric of the communities served by both airlines.

Coca-Cola Beverages Africa (CCBA) has invested R365mn (US$20mn) in a new state-of-the-art bottling line at its Midrand plant in South Africa

The high-speed production line is capable of producing 72,000 bottles per hour and marks a South African first, producing Bonaqua Pump Still 750ml and Powerade 500ml packs with a sports bottle cap.

It marks the next step in the global drinks corporation’s ambitions for Africa, where it has pledged to massively hike investment in the coming years.

“By launching this new line, we strengthen our ability to meet growing consumer demand and create shared value across the local value chain, including for our customers and communities,” said Moses Lubisi, manufacturing and technical director at Coca-Cola Beverages South Africa (CCBSA), a company in the CCBA group.

He said the new production line represents a key step in the group’s growth plans across all its African markets in the years ahead, including deepening its commitment to bolster local production and distribution efforts.

“Importantly, this investment reaffirms the Coca-Cola system’s local approach – we produce locally, distribute locally and, where possible, source locally.”

The group is expanding its footprint in other key markets as well.

Last year, Nigeria’s presidency disclosed that the US-based corporation planned to invest US$1bn in the West African state over five years following meetings between President Bola Tinubu and senior executives of the soft drinks company.

In April, CCBA invested US$15mn in a new state-of-the art production line in Lilongwe through its subsidiary Coca-Cola Beverages Malawi Limited (CCBM).

In South Africa, the new production line will also produce Bonaqua Still in 330ml and 500ml packs, further driving the company’s efforts to expand its hydration category.

It will additionally produce the recently launched Powerade Springboks Edition.

To support environmental goals, the new production line features technology to optimise water and energy use.

“At CCBA, our passion for refreshing the continent drives everything we do,” said Sunil Gupta, chief executive officer at CCBA.

“This new production line in South Africa represents a key step in our ambitious growth plans in all our markets on the continent. It enhances our ability to meet consumer needs while reinforcing our commitment to delivering reliability and top-quality beverages across Africa.”

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