By Suraya Hamdulay, Director of Corporate Affairs, Mars Sub-Saharan Africa
Leadership is a privilege that in my view carries the responsibility to create opportunities for others. Each of us has something unique to offer – be it advice, connections, or simply providing a seat at the table for those who might not otherwise have the chance. As corporate leaders, we possess tools and experience that can support the next generation’s growth. The important question is: are we using these resources effectively?
Many of us have had our careers shaped by mentors and advocates who believed in us and opened doors. Now, we find ourselves in a position to give back, especially in South Africa, where talent is abundant but access to opportunity remains uneven.
The statistics speak volumes: according to the Spencer Stuart 2023 South Africa Board Index, only 36% of executive and non-executive directors in the JSE top 50 come from historically disadvantaged backgrounds. Alarmingly, 14.3% of these companies have no HDSA directors on their boards at all.
On the other hand, the potential for growth is remarkable. The United Nations reports that 70% of sub-Saharan Africa’s population is under the age of 30. This generation represents our continent’s greatest resource, capable of driving innovation and reshaping industries. However, without inclusion and empowerment, this potential risks going unrealised.
We Must Get Personal
The conversation around empowering young, diverse leaders can extend beyond corporate rhetoric; it can become more personal. As leaders, we have the opportunity to ensure that those who follow us have better chances than we did.
In my own career, I have witnessed the profound impact that mentorship can have. The guidance I received was instrumental in my journey. Consequently, I strive to prioritise mentoring young professionals, particularly women and individuals from disadvantaged backgrounds. Mentorship goes beyond just offering advice; it involves listening, investing in growth, and demonstrating that they deserve a place at the table.
Yet mentorship alone seems only to be part of the story. Sponsorship is important too. As executives, we can advocate for young talent in ways that significantly impact their careers. I have been fortunate to have sponsors who supported me in spaces where I was not present, facilitating access to opportunities that might have seemed unattainable. I hope to do the same for others.
This is a possibility for every leader. We each have varying degrees of access to networks, resources, and knowledge that can positively influence the lives of young professionals in our industries. Sometimes, the difference between potential and success is simply an open door. Together, we can work to open more doors for others.
Creating Pathways for Talent
If we genuinely want to build a more inclusive future, we must go beyond conventional leadership development methods. Simply focusing on the talent pipeline is insufficient if the pathways to leadership remain inaccessible. At Mars, we have taken steps toward fostering inclusive leadership teams. Our commitment to gender-balanced leadership has yielded results; between 2020 and 2022, we increased gender-balanced leadership teams from 43% to 46%, which has led to greater innovation and progress.
The challenge now is to extend this intention and support to young, diverse leaders. We need to create environments where their voices are heard, where they have the space to grow, and where their ideas can shape the next wave of innovation.
I believe the answer may lie in establishing structured systems of mentorship, sponsorship, and coaching that are integral to our leadership models. We must actively seek out and nurture talent from all corners of society.
Coaching: The Bridge Between Potential and Leadership
Coaching also plays a vital role in this process. As a qualified executive coach, I see coaching as more than just skill development; it’s about illuminating possibilities. In my experience leading teams across various industries, I’ve found that young professionals often possess immense potential but may lack direction. They need leaders who will challenge them to think differently, act boldly, and take ownership of their growth.
Each leader can make a difference today. We don’t need formal programmes to integrate coaching into our culture; it can begin with simple conversations, checking in on junior staff’s career aspirations, sharing expertise, or providing constructive feedback that empowers them.
In every sector I’ve been part of, telecommunications, consumer goods, and beyond, I’ve seen how diverse perspectives lead to better outcomes. Businesses that succeed over the long term cultivate inclusive leadership cultures where every voice is valued. Through coaching, we can help ensure the next generation of leaders is equipped with the confidence and resilience to navigate an ever-changing world.
Advocacy: The Broader Responsibility
While personal mentorship and sponsorship are crucial, we must also embrace a broader responsibility. Advocacy for policy change represents the intersection of individual action and systemic transformation. Promoting diversity within our organisations is important, but we must also advocate for industry-wide changes that level the playing field for historically disadvantaged groups.
At Mars, we have woven this advocacy into our diversity and inclusion strategy. All companies can strive for policies that create lasting change, whether through preferential procurement, leadership quotas, or initiatives that directly benefit underrepresented communities.
Advocacy begins within our own organisations. It involves ensuring that company policies reflect the values of inclusion and opportunity, and that young talent, especially those from marginalised backgrounds, have fair access to promotions and leadership roles. Each executive should take a moment to assess whether their organisation is doing enough to uplift the next generation.
The Real Value of Inclusive Leadership
Diversity is not just a box to check; it’s a driver of innovation, creativity, and growth. By investing in young, diverse leaders, we invest in the future of our organisations and our continent. The most successful companies are those that mirror the societies they serve, understanding that diverse perspectives lead to better decision-making and stronger outcomes.
From my career experiences, I know that diverse voices at the table lead to better, more resilient businesses. However, this doesn’t happen by chance. It requires a conscious effort from leaders to mentor, sponsor, coach, and advocate for young talent, especially those historically excluded from leadership.
A Call to Action
I have seen firsthand how invaluable strong support and guidance can be in developing emerging leaders. As leaders, our diverse experiences enable us to provide mentorship, access opportunities, and challenge biases that hinder young people. By fostering inclusive workplaces where innovation and growth can thrive, we help shape the leaders of tomorrow, benefiting both our companies and society.
Today’s youth represent a powerful resource for the continent’s growth. However, this potential can only be realised if we ensure they are equipped with the right skills, leadership opportunities, and support. The work is ongoing, but the power to effect change is within our reach. By taking action, we can not only enhance our companies but also contribute meaningfully to the future.
Suraya Hamdulay serves as the Director of Corporate Affairs at Mars Sub-Saharan Africa and brings decades of experience in corporate leadership to her role. Additionally, she is a qualified executive coach.
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