1. Can you take us through your career journey and what led you to your current role as CSI Manager at Engen?
Since the early stages of my career as an intern at Transnet Port Terminals at the Cape Town Container Terminal, CSI was always part of my responsibilities and outputs…although at the time, I never imagined it would shape my career journey in such a meaningful way.
Working in a 24/7 terminal environment exposed me to the importance of uplifting the communities in which we operated, while also driving a strong culture of employee volunteerism. Many of our CSI initiatives were inspired and led by employees themselves, and it was always inspiring to see people across all levels of the organisation, from senior leadership to operational teams, step out of their daily roles to genuinely serve communities with passion and purpose. CSI was driven from the top down.
That experience sparked my appreciation for the power of people and collaboration. It taught me the value of working with individuals from different backgrounds, departments, age groups, and levels of seniority… seeing all united by a common goal of making a meaningful impact. Over time, that passion for community impact, stakeholder engagement, and purpose-driven work naturally led me to my current role as CSI Manager at Engen.
2. What initially attracted you to the CSI space, and how has your understanding of impact evolved?
What initially attracted me to the CSI space was the opportunity to serve and work with people in a meaningful way. Over time, my understanding of impact evolved beyond seeing CSI as just a KPI or a corporate responsibility function. It became deeply personal when I started witnessing the real human impact behind the work…seeing the smiles, the tears, and hearing the stories of young people whose lives had changed because they could now study, access opportunities, or secure employment through the initiatives we supported.
I often say that I have one of the most fulfilling jobs, despite the challenges that come with it. There is something incredibly humbling about seeing firsthand how these investments are transforming lives and communities. In fact, I always tell my team and colleagues that I wish I could take the entire organisation with us to every handover ceremony because it is in those moments that you truly understand the value and impact of the work we do.
For me, CSI has never been about publicity or ticking boxes. We do not approach this work for PR purposes; in fact, we do not even have a dedicated PR or media budget for our CSI initiatives. Everything people see or read about our work is earned media because our primary focus has always been on driving meaningful, sustainable impact rather than seeking recognition.
3. How has your experience in port and terminal operations influenced your approach to corporate social investment and stakeholder engagement?
My experience in Port and Terminal operations laid the foundation for my career and significantly shaped my approach to Corporate Social Investment and stakeholder engagement. Starting as an Intern in Corporate Affairs and eventually growing into a Management role gave me the unique opportunity to work across every department within the Port and Terminal environment.
From attending early morning shift-change meetings with the Operations teams to supporting Engineers during maintenance shutdowns and working closely with SHEQ on safety-related initiatives, I was exposed to the realities of a highly operational and people-driven environment. One of the most valuable lessons from that experience was understanding that effective stakeholder engagement starts with understanding the environment, the people, and the message you are communicating.
As an example, to communicate safety and health messages more effectively to employees, I had to become a SHE Rep and went on training to do the SAMTRAC training so that I could better understand the Occupational Health and Safety (OSH) Act and the operational context behind the messaging. That experience taught me that credibility and trust are built when you take the time to truly understand the work and the challenges faced by different stakeholders.
It also reinforced the importance of tailoring communication and engagement approaches to different audiences. Without understanding the message, the audience, and the operational realities they face, even the best intentions or impactful initiatives can easily be misunderstood or lost. That mindset continues to influence how I approach CSI today, ensuring that our initiatives are not only meaningful but also relevant, collaborative, and grounded in the real needs of the communities and stakeholders we serve.
4. What does “meaningful and sustainable impact” mean to you in the context of CSI at a corporate level?
To me, “meaningful and sustainable impact” means creating self-dependent and self-sufficient communities that are empowered to thrive beyond funding, sponsorships, or donations. It is about investing in long-term solutions that build capacity, create opportunities, and equip communities with the tools, knowledge, and resources to sustain themselves independently. True impact is achieved when initiatives continue to uplift communities long after the initial corporate intervention has ended.
5. How do you go about identifying and selecting partnerships that align with Engen’s CSI strategy and long-term objectives?
We identify and select partnerships that align with Engen’s CSI strategy by focusing on organisations and stakeholders who share our commitment to driving meaningful and sustainable impact. As an organisation, we do not approach CSI as a PR or publicity exercise but rather as a strategic tool to help transform and uplift communities as we rise together.
We therefore look for partners whose values align with our long-term objectives and who demonstrate the ability to create lasting impact beyond one-off interventions. The focus is on partnerships that empower communities, build resilience, and contribute towards self-sufficiency through sustainable development initiatives.
6. What are some of the biggest challenges in aligning business priorities with community needs, and how do you navigate them?
One of the biggest challenges in aligning business priorities with community needs is shifting the mindset from expecting quick gains and short-term interventions to embracing opportunities that create meaningful and sustainable long-term impact. Communities often face immediate needs, while organisations are looking to invest in initiatives that will continue delivering value long after the initial investment.
This is where needs assessments and stakeholder engagement become critical. Before any investment is made, we prioritise rigorous engagement with community leaders and stakeholders to ensure there is alignment on the intended outcomes and long-term vision. Initiatives mustn’t be viewed as transactional, quick-win, or tick-box exercises but rather as strategic interventions that can genuinely transform and uplift communities.
These processes sometimes require difficult but necessary conversations. However, the intention is always to reach an amicable and collaborative outcome that builds trust, creates shared value, and ultimately drives lasting impact.
7. How important is stakeholder management in your role, and what are the key principles you apply when engaging different stakeholder groups?
Stakeholder management is a critical aspect of my role and is fundamental to the success and sustainability of any impactful CSI initiative. Beyond the ribbon-cutting moments and handover ceremonies, meaningful and consistent engagement is essential. It ensures that every initiative or project we invest in genuinely addresses community needs, uplifts lives, and empowers communities sustainably.
Without effective stakeholder engagement, even the most well-intentioned and carefully planned initiatives can fail to create meaningful impact. For me, the key principles are listening, collaboration, transparency, and alignment. It is important to engage stakeholders early and understand the realities and needs of communities, so that we can co-create solutions that are relevant and sustainable.
Collaborating with stakeholders with shared value, understanding that when we grow and succeed, so should our communities rise alongside us. CSI should therefore not only benefit the business from a strategic perspective but also contribute towards long-term social transformation and empowerment.
8. In your view, what makes a CSI programme truly transformative rather than just transactional?
When it moves beyond being a goodwill exercise, KPI requirement, or a PR opportunity, it instead focuses on intentional and meaningful transformation within the communities in which we operate.
Transformative CSI is driven by long-term impact rather than short-term visibility. It is about investing in initiatives that create sustainable change and empower communities to become self-sufficient. The real RIO return should not be about publicity but job creation, skills development, entrepreneurship, and the empowerment of individuals and communities to thrive independently beyond corporate funding, sponsorships, or donations.
For me, transformative CSI is about building capacity, creating opportunities, and leaving communities in a stronger position than before the intervention. That is what ultimately drives meaningful and sustainable impact.
9. What skills or mindset shifts have been most critical in your growth as a leader in this space?
One of the most critical mindset shifts in my growth as a leader has been understanding the importance of people, relationships, and collaboration. In Corporate Affairs and CSI, teams are often small, but the work itself is cross-functional and requires engagement with multiple departments, stakeholders, and communities.
I have learned that you cannot drive meaningful impact alone. Building strong relationships, earning trust, and fostering collaboration are essential in delivering successful and sustainable initiatives. It has also taught me the value of listening, adaptability, and bringing different stakeholders together around a shared purpose.
Another important shift has been appreciating that meaningful collaboration is not just beneficial but necessary in driving the broader mandate of transformation and community upliftment. When people work together with a shared vision, the impact becomes far greater and more sustainable.
10. Finally, what advice would you give to young professionals, especially women, who aspire to build a career in CSI or corporate affairs?
My advice is to first understand that CSI is no longer a goodwill function with a discretionary budget. It is a strategic lever that supports business in driving real, measurable transformation and long-term impact. Understanding this positioning is key to shaping how you approach the work and the value you bring.
It is also important to understand how your role connects to the broader business strategy and how CSI contributes to reputation, sustainability, stakeholder relations, and community development in a meaningful way.
Most importantly, CSI is people-centred work. It takes you to the heart of communities, and you need both the heart and the mindset for it. It cannot be done effectively from behind a desk. Real impact requires being on the ground, engaging directly with communities, listening deeply, and understanding lived realities.
For women in particular, I would add that own your voice, trust your perspective, and don’t underestimate the value of empathy and emotional intelligence in this space. Those are not soft skills in CSI; they are critical leadership tools for driving meaningful and lasting change.
