A growing tech company specialising in digital infrastructure faced compliance roadblocks when bidding for corporate and government contracts. Leadership viewed B-BBEE and ESG compliance as a distraction from core business growth, leading to missed opportunities.

A South African private equity firm was seeking to attract international impact investors, but lacked a formalised ESG framework. While the firm had investments in renewable energy and social infrastructure, it struggled to communicate measurable impact outcomes.

A South African engineering firm was struggling to secure large corporate and public-sector contracts due to its low B-BBEE rating. Leadership was hesitant to invest in compliance efforts, believing it would drain resources without generating returns.

A major South African retailer struggled with internal resistance when attempting to integrate sustainability into its supply chain operations.

A South African manufacturing company sought to expand into European and North American markets. However, misalignment between its local B-BBEE strategy and international ESG expectations posed a risk to securing international contracts.

A rapidly growing financial services firm was struggling to meet evolving B-BBEE and ESG compliance requirements. Leadership viewed compliance as a costly burden rather than a strategic enabler, leading to minimal investment in transformation initiatives. The firm also faced investor hesitancy due to gaps in its sustainability reporting.