Sustainability head Mantwa Mathebula says skills, systems key to lasting change

Sustainability is not the first word that comes to mind when considering the Covid-19 lockdowns of 2020. It should be – as the months of closed doors brought small, local businesses to the brink of closure. Businesses had to go online to survive and needed funding lifelines to do so.

ESG Global recently asked Mantwa Mathebula, head of sustainability at Enel Green Power South Africa, three clever questions about small business survival post-funding, governance in shared value models and meeting international standards.

The story of Marice Rooibos Skincare is inspiring. What’s the most challenging aspect for you, as head of sustainability, in ensuring that Enel’s support for local businesses like this results in long-term success, even after funding and direct support come to an end?
The most challenging aspect is ensuring that our support translates into long-term resilience, not just short-term impact. What made this initiative stand out was the genuine passion behind it and how it came about; it wasn’t just a business idea, it was born from a deeply personal experience with a child suffering from eczema.

The litmus test for every project we invest in is whether the business can stand independently once the initial funding and mentorship phases end. It is because of this that we ensure early on in the programme that we are not offering just capital, but also helping build the skills and systems that support the sustainability of the business. If the foundation is not strong, the risk is that our support becomes a temporary boost rather than a lasting transformation. So the challenge for me and my team is always in designing a programme that builds and supports autonomy.

Marice is now exploring export opportunities. From your experience, what is the single biggest lesson Enel has learned about supporting small African businesses in meeting international standards? What advice would you offer local entrepreneurs who aspire to reach global markets?

This is one of our first beneficiaries to explore this export route, and we are truly proud of that milestone. In our experience, one of the most critical preparations, whether for local or international markets, is ensuring that your product quality is consistently high. At the end of the value chain lies the customers you’re supplying, and here, quality is non-negotiable. I’m proud to say that this is something we take very seriously at Enel, and we work hard to ensure our beneficiaries are prepared for that expectation.

That said, we cannot overlook the complexity of meeting international standards and obtaining the necessary authorisations. Many entrepreneurs have the passion and a great product, but what often holds them back is navigating the complex landscape of regulatory compliance, packaging requirements, logistics, and certification processes associated with exporting.

To entrepreneurs like Marice, Enel Green Power has already played a very important role in helping her establish good manufacturing and associated practices. My advice to her is to keep thinking globally, refining her branding, exploring new product lines, and building on the momentum she’s already created.

I was especially impressed by the shimmering oil I tried during my visit to their site; it’s a standout product with clear international potential. For other entrepreneurs, likewise, from day one, design your processes, branding, and supply chains with international standards in mind. And just as importantly, surround yourself with mentors, technical partners, and a strong support network to help you navigate the complexities of a global expansion vision.

How does Enel Green Power ensure strong governance principles are upheld within its Creating Shared Value model?

At Enel Green Power, governance and sustainability are deeply intertwined within our Creating Shared Value (CSV) model. We ensure strong governance principles by embedding transparency, accountability, compliance and stakeholder engagement at every stage of our projects. From the start, we work closely with local communities, governments, implementation partners, and fund managers to co-design initiatives that address real needs. Importantly, these must also address not just short-term goals, but create a long-term impact.

Our initiatives are research-based, and we conduct community needs assessment, community development plans and annual economic development plans to bring about intended and real
transformation. In line with our global strategic objectives, we align our operations with international best practices, including Sustainable Development Goals (SDGs), ESG standards, and anti-corruption measures. We also monitor our community initiatives through clear KPIs, regular audits, and third-party evaluations, so that impact and integrity are not only promised but proven. To us, good governance is what makes shared value truly sustainable.