The finance industry can be an unforgiving environment for young professionals entering the workforce. From the outset, many are confronted by intense pressure, an ‘always on’ culture, fierce competition and the accelerating pace of technological change reshaping the sector.

The rise of artificial intelligence (AI) has not displaced Environmental, Social and Governance (ESG) considerations. If anything, AI has made ESG more immediate, more complex and harder to balance. As organisations accelerate AI adoption, they must navigate the tension between innovation and the responsibility to operate sustainably and ethically. In South Africa, where structural unemployment and energy constraints persist, the stakes related to this debate are especially high.

South Africa frequently emphasises business transformation, but capital flows tell a different story. The country’s major deals are still largely determined within a small circle of advisors, financiers and executives who repeatedly sit at the centre of the same transactions.

The Barloworld take-private and delisting was a 26-month, multi-jurisdictional transaction that set a new benchmark in South Africa’s M&A landscape. The transaction brought together a buyer consortium comprising Entsha, a 100% black-owned entity controlled by the Sewela Family Trust, and Falcon Holdings of the Zahid Group, a Saudi-based conglomerate with a long-standing relationship within the global Caterpillar dealership network.

The recently published book, Coal, Courage, and Change: The Rise of Exxaro, written by Nokuthula Mazibuko and Ntsika Msimang, chronicles the South African mining company’s journey from formation to global leadership, highlighting transformation, innovation, and empowerment.

As South Africa’s private credit and mid-market investment ecosystem matures, investors are increasingly asking a fundamental question: “Does fund structure meaningfully influence performance, exit discipline, and long-term value?” The answer is yes, but not in a one-size-fits-all way. Both open-ended and closed-ended funds carry strengths and trade-offs, and the right choice depends squarely on an investor’s liquidity needs, return expectations, and risk appetite.

Following several high-profile governance breakdowns, most notably the collapse of Daybreak some months ago, and persistent state capture-related cases, company directors across sectors are finding themselves increasingly under the spotlight. Boardroom accountability has moved to the forefront, prompting a renewed focus on fiduciary duties, particularly the duty of care.

What if the people who built the company’s success also owned a stake in its future? Across South Africa, millions of employees work tirelessly to deliver value – yet all too often, they remain disconnected from the wealth they help generate. Employee Share Ownership Plans (ESOPs) challenge this imbalance, offering a powerful tool to align purpose with profit and to ensure that those who contribute the most are not left behind…