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We have committed to increase the number of advertisements that include people from diverse groups, both on-. We will help tackle the prevalence of stereotypes that are often perpetuated through advertising and promote a more inclusive representation of people. By investing in skills-building and providing work experience opportunities for young people, we will drive growth, and accelerate digital capabilities; building expertise and increasing productivity.

We are working with partners on LevelUp — a youth employability platform — to provide a onestop shop for young people to discover their purpose, get access to training, volunteering and work experiences. We will also grow our apprenticeship schemes around the world, and work with our suppliers and distributors, to build vocational skills and share job opportunities, to help young people to get into work. As the Group CEO of the Johannesburg Stock Exchange, Leila Fourie may be standing on the shoulders of giants, but this new generation leader is ensuring that she lifts as she rises, and for her, humanity is a key driver.

Marie Curie gave up six years of her life in order for her sister, Bronya, to receive an education. Even her latest achievement, being honoured as the Standard Bank Top Businesswoman of the Year is an opportunity to encourage others to literally be the change. So what is important in the award is to provide hope and to provide a benchmark to people who aspire to make a difference in society.

What changes has she seen in her career of over two and a half decades in the financial sector? A world that is constantly morphing as it adapts to leaps in technology. These changes create equal opportunities for men and women to advance in business and into leadership positions. And the boundaries have been adjusted. I think we are seeing, particularly with the pandemic, the importance of leadership and the importance of female leadership.

And those countries with female leaders have tended to. The pandemic has created an enabling platform for more inclusive growth and for recognising the role that women have to play in leadership. Finnish Prime Minister Sanna Marin, and other Nordic female leaders, are all testament to how positive a different approach can be. As a result, people have now come to expect a more nuanced approach which is in touch with human values.

She mentored a woman who completed her postgraduate studies while working in a call centre and supporting her AIDS-orphaned brother – a young woman whose own sacrifices mirror that of the inspirational Marie Curie. And that platform gives you an opportunity to be a role model and to share with others the importance of leadership and building people around me. Our impact on people is just as important as our impact on business. We must align what we do with how we do it.

You have to work through. Investors are now focused on South Africa as an emerging market destination for investment. Now is our time. Its people are entrepreneurial and we have a lot more to offer than we often acknowledge. We need more leaders who speak about the growth potential of the country and present the positive narrative. I believe a more balanced narrative could position South Africa much better as an investment destination.

In order to unlock this, they require sponsors, mentors and leaders to endorse and develop them. But most importantly, it takes a thoughtful leader to create meaningful opportunities. She recently finished reading Let my people go surfing, by Yvon Chouinard, which charts the journey of an entrepreneur building a global empire underpinned by sustainable development ideals. The role that the Exchange plays in the macroeconomy and in building markets has a multiplier and a compounding effect.

And the ability to collaborate with market participants and to collaborate with leaders, to build the economy and to expand capital markets, is really what excites me. The most important thing is to see the people around me grow and develop, and that energises me when I wake up in the.

Stewardship is one of the most important elements in leadership and ensuring that you are thoughtful and connected to your people is really vital.

Not forgetting another scientist to whom we owe so much: two-time Nobel Prize winner Marie Curie. We have an obligation to uplift and support those who are marginalised. In , Shirley rejoined PwC as an associate director, and in was admitted to the partnership.

In , Shirley was elected to the global board and had the opportunity to chair the subcommittee on Transformation, Operations and People. Volunteerism has also been an integral part of her professional career. She established quality relationships locally, regionally and globally and kept up to date on latest developments, either in the profession or the country. One style of leadership might work well in one company or situation, but not in another.

Reflect on your own values, character traits, and talents. This is the best place to start to define your own leadership style. Use what you already possess and build from there. You are unique. Make that uniqueness your drive to become an impactful leader.

Serve with your mind and heart — Leading is a gift. The greatest and most impactful leaders in history have demonstrated that one of the most essential aspects in leading is having an attitude of service. An attitude of service is what genuinely connects leaders with people and how you earn their loyalty.

Think about the many other ways in which you can serve. Be generous and participate — Share your knowledge with those you lead. Speak of your failures and successes, and how you have overcome obstacles.

Be a role model to inspire and motivate people to move forward. It is important to delegate, though it is also important to get involved with those you lead to learn about them and for them to feel supported. Create an environment of wellbeing — Leading others and being there all the way takes a lot of energy out of you. You need to know when enough is enough. You and those you lead need to. Foster a culture of inclusiveness — get into the habit of focusing on the talents of each of your people and promote these talents.

You need to be open to managing conflict and negativity effectively to make people feel they are in a safe environment. People perform and respond better when they know you are there for them, when you are approachable and encouraging. Personally I look for ways to energise myself and take care of my mind and body so I can be the best at home, at work and in my community.

I enjoy a daily consistent fitness routine, and on the weekends I put on my takkies and go for a run. Foster a culture of inclusiveness — Get into the habit of focusing on the talents of each of your people and promote these talents.

Be a visible leader — Belief in senior leadership is one of the strongest drivers of engagement. People want leaders who walk the talk, and are seen to be involved and committed to the. In the post-COVID world, people are increasingly looking to their leaders to provide robust direction and support. What important lessons have you learned on your career and leadership journey? Assess regularly. Thus, I continue to actively do this.

Remember, the sky is not the limit, the universe is. I knew that there was no playbook indicating how other women did previously, and that I would be paving the way for other women. I was excited that while there were high expectations, I was also in a position to give hope to other women, and the African child in particular.

I was also excited that the coaching and motivation I had been doing would now be from a position of authority; I. Overall, I will have no excuse for not leaving an impactful legacy of a sustainable future.

What have been some of your milestones over the last 2 years? PwC is a purpose-led and valuesdriven organisation and together with my leadership team I have been able to visibly implement our Africa strategy, ensuring that quality is at the heart of everything we do.

My vision has always been building a no. As corporates, we have a responsibility to. We have developed a societal purpose strategy called Reimagine Africa, together, which is guided by UN SDGs focusing on seven areas, being gender equality, good health, quality education, good health and wellbeing, affordable and clean energy, decent work and economic growth, reducing inequalities and climate action.

We continue to maintain a Level 1 certificate. We have a transformation and gender equality strategy with specific KPIs for our leadership, monitored by the board regularly.

We have a gender neutral succession plan. We have a gender neutral procurement policy. We have merit-based recruitment, promotion and retention criteria and practices. We have gender responsive enterprise development, procurement and corporate responsibility programmes. Through the BSSA Foundation we provide business skills to previously disadvantaged communities, the majority being female.

To date, we have successfully trained over 67, SMMEs who are running profitable businesses and creating sustainable jobs. The Faranani Rural Women Training Initiative aims to unlock the business potential of women living in rural areas and empowers them to generate their own income The project has been rolled out across the country, with BSSA providing training as well as three months of mentorship and after-care support.

By mid, over 4, women had been. In November we held our first Skills for Society corporate responsibility day, in partnership with the Yes initiative. Wellbeing is another of our focus areas. We recognise the impact COVID has had on our mental and overall wellbeing and we have had regular surveys to see how our people are managing with this. The responses we got helped shaped our talks and communications over the course of the year.

It was important for us to let our people know that we truly do care about their wellbeing and that of their families. We are being deliberate about taking up membership with organisations that embrace the principles of gender equality. Our commitment to net zero, for instance has been well articulated,. We partner with skills development organisations to impart essential business skills and support.

We have also implemented an internal GBV policy, aimed at providing support to victims. You were appointed CEO in July — and have been at the helm during the pandemic.

COVID impacted all of us including businesses, big and small, society and government globally. Unfortunately there is no playbook to deal with it. It is new to all of us, including the medical fraternity. We are learning every day. COVID has afforded us the opportunity to reimagine where, how and when we work. In addition to mastering these physical challenges, women also display empathy and caring, bringing a different perspective.

Organisations are actually in good hands when women are leading. For me it is not about leading from the front, but leading from behind. Empower your teams by giving direction and the rest will follow. It is important that we lead by example especially in these pandemic times.

It was absolutely essential to listen to our people. At all times our offices are accessible to those who need to access our networks or wifi, and we developed a remote working charter of ten promises which is about valuing and supporting one.

This investment served us well when COVID struck — in Southern Africa, this resulted in the entire firm transitioning seamlessly to working from home, with short notice. This has accelerated the conversation about the future of the workplace and what that will look like. A lot of our clients are, as are we, having conversations around hybrid models of working. Currently, a hybrid model is being exercised to manage the different waves and lockdown levels.

Aligning with the objectives of our new world. New skills initiative, our staff all have access to our Digital Fitness app, which provides them with access to digital learning resources aimed at building their knowledge and skills, in their own time. Building on the DFA, our digital transformation journey, called Our Tomorrow, has seen our people having access to powerful new digital tools aimed at taking them and PwC into the future. What is your assessment of the role of leadership during these difficult times?

The role of leadership during these difficult times is defined by the following attributes of leadership: selfless, agile, adaptable, inclusive, emotional intelligence, decisive, courageous, fearless, innovative, humble, visionary, resilient, caring, collaborative, transparent, authentic, trustworthy, truthful, creativity, passion. It takes leaders with a combination of all of the above to be able to lead successfully during difficult times. How are you ensuring you leave a legacy of excellence?

I believe in lifting as I rise. No one should be left behind. Operating in silos dilutes power; my leadership style is collaboration with a focus on passing on wisdom. I use any opportunity to share my story — which includes successes and failures. A quality culture is something that as a firm we have been consistently driving and I take every opportunity to communicate this to our people to ensure it is part of our DNA.

What drives you? My purpose and values drive me. Do you have any advice for young women aspiring to leadership roles? I believe that the future is female, therefore there are many opportunities for young women aspiring to leadership roles.

You need to show up and accumulate experience in order to be confident in your leadership role. Exercise ethical leadership to manage your reputation, show up and have confidence.

The road to success is not easy. Learn from it. Make time for yourself and your dreams, and then go out and pursue them. If you fall, roll, stand up,. What exciting plans do you have for the next year? As a firm, we have recently refreshed our Africa strategy, which is also aligned to our global strategy called The New Equation. Globally we saw how fundamental changes shaping our world include technological disruption, climate change, fractured geopolitics, and the continuing effects of the COVID pandemic.

People all over the world agree on two interconnected needs that they will face in the coming years. The first is to build trust, which has never been more important, nor more difficult. Organisations increasingly need to earn trust across a wide range of topics that are important to their stakeholders. Success depends on fundamental shifts in the way executives think, organisational culture, systems and ambition. The second is to deliver sustained outcomes in an environment where competition and the risk of disruption are more intense than ever and societal expectations have never been greater.

Businesses need to change faster and more thoroughly to attract capital, talent and customers. Too often, however, narrowly conceived transformation initiatives do not deliver the outcomes they promise. A new approach is needed.

Now, every organisation will approach these challenges in the way that is most suitable to their unique circumstances, and in a way that makes sense to them. By bringing our unique combination of capabilities together, and matching it with serious investment and our commitment to quality, we can help clients unlock value for shareholders,. Our growth strategy is aligned to our purpose, because we believe that we cannot be an island of prosperity in a poverty stricken environment.

Business must do well by doing good. We therefore anticipate making significant investments and creating more than jobs. The strategy also presents a lot of opportunities to our people in the areas of international development, cybersecurity, value creation, digital transformation and ESG.

Again quality is non-negotiable in everything we do. Overall, we see ourselves as a community of problem solvers who do not just provide those solutions, but also look for them. Do you have a message for people out there struggling to survive? Feeling fearful, anxious, depressed and uncertain is normal. While the current situation is challenging, there are definitely opportunities that as a collective, we need to embrace.

There is an opportunity for us to emerge from this crisis as better people. We can connect better through technology, therefore there is no need to isolate yourself. Learn to do things differently e. This is the perfect time to develop ourselves by learning new skills.

To those running businesses, please be innovative and try to diversify your business. Please describe your journey to joining PwC. Growing up in a township, I was very aware of the challenges of poverty and lack of opportunities.

As a result, I was very focused on education as a catalyst for the change I wanted to see. Being a CA was my dream from a very young age, so when I was successful in my application for a PwC bursary, I was determined to make the most of the opportunity this provided.

This is why I was particularly intrigued to understand why that was; and there was no better place to find out than from within. I enjoyed my time in the banking and capital markets industry, and I loved the experience, exposure and support I got, all the way through to partnership.

Since your admission to the partnership in , your client work has focused on banking and capital markets, and other industry group audits. Please describe your current role and responsibilities.

Given my journey, I understand the barriers to entry, and the obstacles that pose a personal challenge to succeeding in the financial services industry. I feel a responsibility to directly and positively impact the journey of the generations that follow.

There were both positive and negative impacts on my team. On the positive side,. It is possible to work differently, and that realisation has been accelerated and embraced.

The biggest challenge was that boundaries were tested; we all had longer days but more than anything — we lost the personal touch to an extent.

This made it more challenging to emphasise our culture and values when everyone was working remotely. I think by now everyone is familiar with the themes relating to gender equality arising from the pandemic. The evidence emerging globally from the latter is that the damage from COVID and government response and recovery policies, are disproportionately being felt by women. In order to undo the damage caused by COVID to women in work — even by — progress towards gender equality needs to be twice as fast as its historical rate.

As Head of Diversity and Inclusion for PwC, what have been some of your major accomplishments — and how do you think we can speed up the transformation journey in SA? With this role, there is no personal accomplishment.

I would emphasise that what we have achieved has been a team effort, supported by our values and advocated for by our leadership team. We have increased the number of female partners within the organisation, as well as the leadership positions occupied by females. We recently rolled out what we call the Inclusion Badge — this is a platform that will enhance inclusive leadership and therefore inclusion within the firm, with a targeted and progressive lens.

Diversity and Inclusion remain a top priority for us. What is particularly close to my heart is ensuring that the firm has inclusive policies and targeted programmes that focus on new graduates entering our business, so they have a positive working experience. Referring to the transformation aspect, there are multifaceted challenges and obstacles that directly impact transformation in South Africa.

Most industries, including ours, have a mature understanding of these challenges and have implemented appropriate strategies to address them. Consistent application and continuous improvements to these existing strategies is the only way to ensure that transformation happens at a faster pace.

What inspires you about what you do? I am inspired by the trailblazer leaders who have come before me; they inspire me to progress that which they have started. Working with young people and having access to agents of change also keeps me inspired and wanting to do more, be more and impact more. How would you describe your purpose?

I see my purpose as being very aligned to where I began my personal journey. As a young black township girl, who has successfully scaled many obstacles, I feel privileged to be where I am.

My purpose is to remove as many of those barriers, for as many women as I can, in order to see more young women lead in the corporate space. How have you resolved the pain points in your career? Mentorship and resilience have been critical to me accomplishing what I set my mind to. Having mentors from diverse backgrounds has helped shape my critical thinking, self-awareness and ability to impact and influence.

I have accepted that oftentimes, pain points are catalysts for growth. Being resilient and able to learn from these is important for me. What advice do you have for aspirant accountants?

Work hard and celebrate each milestone. Understand that growth in this profession is a journey. Be self-reflective.

Remember that each successfully navigated challenge increases your resilience. This is a critical time for business, educators, government and other stakeholders to work together in a more agile, resilient and inclusive manner and to commit to ameaningful and sustained investment in societal purpose. I would spend half an hour reading more with my children, and the other half an hour watching cartoons again with my children — in my household, we believe in superheroes.

Please share any exciting plans you may have for the future While we have accomplished significant milestones in ensuring that inclusion and diversity enjoy the prominence that they deserve at PwC, there is still much to be done. I look forward to building on the strong foundation that we have already established, in line with our purpose of building trust in society and solving important problems.

Do you have a message for our readership? The role of business in society has changed dramatically. This is a critical time for business, educators, government and other stakeholders to work together in a more agile, resilient and inclusive manner and to commit to a meaningful and sustained investment in societal purpose. We all have a role to play in this. And, when you stumble, keep faith. I regularly visit the home and spend time with the children.

I also support the home financially and every Christmas we make Santa shoeboxes for the kids and host a Christmas party for the home. We provide extra maths and English lessons to the children.

I know all of them by name and they know me and most Sundays after church I take them lunch and I provide them with a monthly allowance. I also give them medication when they are not feeling well. Implats is committed to gender mainstreaming, defined as the intentional advancement of women in the workplace and the establishment of plans and policies. Gender diversity is a business priority, ranging from setting targets to holding leaders accountable for results. The main focus is in addressing all areas where women are underrepresented and to close the gender gaps in retaining, hiring, promotions and pay.

We started employing women underground in and targeted employment of women at entry level with the aim to develop and promote from within. Our skills development programmes aim to create a pipeline of young diverse talent, with specific focus on increasing women representation and succession planning to ensure advancement within the various career paths.

Our training programmes reflect a significant increase in intake of women at tertiary education level and in-house training opportunities with the aim of presenting more opportunities for women in core and critical occupations. Mentoring is also a great way to build confidence in junior employees and programmes are implemented to up-skill women on identified training programmes and succession planning.

The presence of women promotes gender equity in the industry, and they contribute to the available workforce that directly feeds the economy, so their inclusion has a noticeable socioeconomic impact. Implats is committed to gender mainstreaming. Our policies and procedures are aimed at contributing to sound employee relations, attracting and retaining talent and ensuring the continuous development of our employees, while offering opportunities for career progression with a particular emphasis on women.

We have taken decisive steps to improve our approach to. The focus is addressing all areas where women are under-represented and to close the gender gaps by retaining, hiring and promotions. We made good progress in our financial year in promoting equitable representation at all levels at our South African operations. A key objective in the mining industry is to have sufficient representation of women at all levels.

We support this intervention and continue to collaborate with the Minerals Council, the government and organised labour, to promote gender diversity and inclusion at all levels in the workplace. Besides our external-facing social media platforms, we have implemented an employee engagement app which is enhancing our ability to reach all our employees with information that is critical for an informed, unified, motivated and performancedriven workforce.

It is helping to ensure that employees who were previously not connected to the business are empowered with information on business strategies, goals and targets so that we are collectively working towards one common purpose.

Implats is committed to playing its role in the attainment of the United Nations Sustainable Development Goals, supporting the government and working with other stakeholders to build thriving communities. Our initiatives aimed at achieving ESG excellence are aligned with and build on our ongoing commitment to the UN Global Compact and its 10 principles, to which we have been a signatory since Implats has identified and prioritised 11 sustainable development goals where we believe we can have the most meaningful impact.

Through our core activities and collaborative efforts to build capacity in our communities, we are making a valuable contribution to meeting national and global developmental objectives.

Our future leaders will develop the insights and skills to further entrench the Implats Way, to lead with an innovative mindset, to examine strategic thinking and tools for execution, and to develop the important skills of a leader as a coach. Implats has six mining operations and the toll refining business, Impala Refining Services.

Implats employs more than 50 people, including contractors, across its operations. At the end of its financial year, Implats had available PGM mineral resources of million 6E ounces and mineral reserves of If your dreams do not scare you, they are not big enough. As a director and patron of Women in Mining South Africa WiMSA , Thabile is a strong proponent for the advancement of women in mining and has been recognised globally for her work in this area. She was one of. This initiative is very close to my heart as women should support and empower other women who are less fortunate than themselves.

On a biannual basis we collect food, clothes, toys, books and other essentials which we donate to the home. With confidence, determination, the right support and mentorship, you can achieve the impossible. How have you implemented gender driven development in the workplace? We have taken decisive steps over the past two years to improve our approach to creating an environment conducive to gender equality and to address barriers to the employment, retention and the advancement of women.

Our diversity and employment equity strategy and action plans at our South African operations align with the Mining Charter III targets and with our plans and policies aimed at fostering our desired organisational culture. Our operational transformation steering committees play a key role in driving the strategic plans. All our operations are implementing five-year employment equity plans to How has gender empowerment strengthened your organisation?

Our commitment to employee diversity is driven not only by strong compliance. For Implats, gender diversity is a business imperative. The GEI measures gender equality across five pillars: female leadership and talent pipeline, equal pay and gender pay parity, inclusive culture, sexual harassment policies, and pro-women brand.

What technological innovations are you using in your organisation to keep in line with the Fourth Industrial Revolution 4IR? The Implats MyImplats mobile app provides the CEO and his executive team with up-to-date, consolidated external market information and internal performance information through a single interface, delivered via a mobile device. We are also implementing face recognition technology to cater for the health and safety of our employees at the operations.

How are you using social media to create more business? Our Company-managed social media. What is your position on doing business in Africa? Africa as a continent faces many challenges, including its marginalisation from the global economy, insufficient development finance, healthcare and poor infrastructure. Leadership challenges are also a challenge.

There are, however, compelling sector investment opportunities in Africa, such as oil and gas, and an abundance of minerals, making Africa a lucrative place to conduct business. What skills do you think leaders of the future are going to need? Future leaders need the requisite skills and qualities to lead organisations in a world disrupted by technology.

They need to inspire, develop talent and drive innovation in their organisations. Future leaders need to be able to lead and motivate diverse teams with various generation gaps that result in complexities in the workplace. They also need to be agile and learn to base company decisions on facts and data as opposed to mostly relying on employee experience. Which female leaders inspire you the most, and why? I am inspired by numerous female leaders, including my mom, due to her grit and her abilities to overcome challenges despite adversities.

Another female leader that inspires and motivates me the most, who I admire and respect so much, is the Prime Minister of New Zealand, Jacinda Ardern. It was founded by two Danish engineers taking refuge in India. Kindly check here the list of the top construction companies in India. Fluor Corporation is a multinational engineering and construction firm headquartered in Irving, Texas.

It is a holding company that provides services through its subsidiaries in the following areas: oil and gas, industrial and infrastructure, government, and power. Turner Construction Company is an American construction company.

It is a subsidiary of the German company Hochtief. The PCL family of companies comprises independent general contracting construction companies. The organization has over 4, employees across the United States, Canada, and Australia. KBR, Inc. A, civil engineering companies in the world. Jacobs is a global provider of technical, professional, and scientific services, including engineering, architecture, construction, operations, and maintenance.

One of the best civil engineering companies. Address : Bryan St All Jacobs Engineering Group Locations. Dallas HQ , United States. McDermott International, Inc. Incorporated in Panama, one of the top construction and civil engineering companies globally , it is headquartered in the Energy Corridor area of Houston, Texas. Tutor Perini Corporation is one of the largest general contractors in the United States.

Tutor Perini is headquartered in Sylmar, California, and works on many construction projects throughout the United States and Canada. AECOM is an American multinational engineering firm that provides clients with design, consulting, construction, and management services.

This is down from 87, employees and number on the list. Address: Worldwide Headquarters. Los Angeles, CA The United States. Eiffage S. As of , it was the third-largest company in France and the fifth largest in Europe.

It is the largest construction company in Austria and one of the largest construction companies in Europe. Ferrovial, S. It is a publicly-traded company and is part of the IBEX 35 capitalization-weighted stock market index.



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