SA is regressing on the advancements in female leadership and localisation

The year 2015 marked a seismic shift in the story of South African enterprise. The then appointed Lottery Operator, was the first to be owned and led by a woman. That was a big moment. As a Black female entrepreneur committed to telling Africa’s story through its people, its victories, and its integrity, I saw this as more than a business win — it was a symbol of what transformation should look like in South Africa. 

This leadership didn’t just check boxes on a scorecard; it embodied the spirit of empowerment. The visionary headship of the black-woman-led operator steered the National Lottery into a new era defined by innovation, local technological excellence, and profound social impact. Today, that legacy is under threat. The recent appointment of Sizekhaya Holdings as the fourth National Lottery operator is not just disappointing, it is deeply troubling. It challenges the integrity of our procurement processes, undermines genuine gender empowerment, and raises pressing questions about foreign influence and compromised leadership. 

As Africans, we have long fought to reclaim our narrative. But reclaiming is not enough. We must now protect and own it — and that means ensuring that Africa’s progress is authored by its own people. That means calling out tokenism when it disguises itself as transformation. It was disheartening to observe Sizekhaya Holdings' leadership structure seems to be a step backwards. While four women are listed in leadership positions, only two hold executive roles. 

The others are non-executive directors – titles that sound impressive but wield limited operational power. This performative inclusion dilutes the very progress women like Charmaine Mabuza made. Even more concerning are the glaring red flags surrounding the bidding process itself. How can we discuss a 'clean' tender when key members of the evaluation committee have direct ties to Sizekhaya's major shareholder, Goldrush? 

One committee member has financial interests linked to the same bidder. These are not mere oversights; they are breaches of trust that demand our immediate attention. Trust is the bedrock of any public institution. Instead of silence from the Ministry, we need transparency. We need accountability. The technology behind the new operator raises serious concerns. Why are we outsourcing such a critical national system to Genlot, a Chinese firm, when it has been proven that we have local capacity to deliver world-class innovation? This isn’t just about software – it’s about sovereignty. Almost half the National Lottery’s revenue could now flow offshore. Is that the cost of ignoring local excellence that we are willing to pay as a nation? As a woman who has built from the ground up, I understand the power of being given a chance — but also the responsibility to honour that opportunity with service, not self-interest. The National Lottery is more than a contract. It is a vehicle for transformation, one that impacts millions of lives. We cannot afford to politicise it or hand it over to interests that do not serve the public good. This moment demands more than frustration. It demands action. 

The question South Africa must ask is this: Whose interests are we serving now? Because if we do not champion local excellence, we are handing our power away on a silver platter, and history has shown us how that ends. The National Lottery should remain a symbol of our ability to uplift ourselves, not a cautionary tale of how easily progress can be reversed. South Africa is not for sale. And neither is our story.

 Jabulile Buthelezi - Kalonji is a strategic communications and stakeholder relations management professional, public speaker, author and publisher.