CFAO South Africa

CFAO SOUTH AFRICA’S JOURNEY OF PROGRESS AND PURPOSE CONTINUES By Andrew Velleman Every CFAO South Africa milestone is more than a business update; it is a step towards creating a stronger and more sustainable future. We are making significant progress in achieving market leadership as a key player in the mobility sector. Our recent partnership in Ogihara SA demonstrates this. This investment has already created over 120 employment opportunities, with our team collaborating with specialist skills from Thailand to share knowledge and develop essential local expertise. This month, the first customer deliveries are scheduled to commence, and by May 2026, additional volumes will be added. This project signifies more than machinery and components, it embodies opportunity, growth, and a commitment to the SA Automotive Masterplan vision. In our Material Handling business, CFAO Equipment recently celebrated its 40th anniversary; four decades of trust, partnership, and resilience. The event, attended by over 250 stakeholders, including our local and Japanese original founders, reminded us that longevity is built on people, relationships, and innovation. Today, our partnerships with many corporate customers reflect this legacy and our ongoing success in product quality and reputation. We are also looking ahead; pioneering lithium-ion technology, minimising environmental impact, saving space, and preparing for the next frontier. Similarly, our CFAO Mobility team continues to expand with new dealerships, strategic acquisitions, and strong recognition across leading brands. Each award isn't merely about sales but reflects the team’s passion and excellence in serving customers and communities. Our careful selection of new brands, investment in digital platforms, and development of a comprehensive pre-owned vehicle strategy will ensure that South Africans have more choices, higher quality, and increased trust in their mobility journey. All these successes are rooted in our most valuable asset, Our Colleagues. Campus South Africa by CFAO is a learning, growth, and empowerment centre serving as a primary training hub across English-speaking African countries. Moov’Up, our online job platform, lists over 120 openings, creating new career prospects. The Educational Trust supports nearly 1,000 colleagues’ children, and the YES program helps unemployed graduates build careers at CFAO SA. These initiatives symbolise hope, potential, and transformation. Beyond this, progress continues successfully with CFAO Healthcare SA, which has exceeded expectations in its initial months, and Aeolus, renewable energy, is laying the groundwork for renewable energy solutions to help shape a cleaner tomorrow. From heritage to innovation, mobility to energy, skills development to sustainability, CFAO SA remains committed to driving progress and purpose, contributing to a brighter, sustainable future for all. #CFAO #SustainableGrowth #PeoplePoweredSuccess

Cyril Ramaphosa, President of South Africa, participated in the 9th Tokyo International Conference on African Development, held in Yokohama from 20 to 22 August 2025, under the theme 'Co-creating Innovative Solutions With Africa.' During his visit to Japan, the South African President engaged with leading figures from Japanese industry and business and was welcomed by Toshimitsu Imai, President and CEO of Toyota Tsusho Corporation, together with a senior leadership delegation for a bilateral business meeting. Japan remains one of South Africa's major economic partners, with substantial investments in the South African economy. Toshimitsu Imai of Toyota Tsusho Corporation confirmed the strong relations between the two countries and reiterated Toyota Tsusho Corporation's commitment to South Africa, emphasising the importance of the company's significant investments in the country. This further highlights CFAO’s long-term investment and expansion strategy in South Africa. CFAO South Africa, a key player in South Africa’s Mobility Market, is a regional division of CFAO Group, a wholly-owned subsidiary of Toyota Tsusho Corporation in Japan. With over 7,000 colleagues, CFAO South Africa contributes significantly to the African revenue of CFAO Group and, in turn, Toyota Tsusho Corporation. By prioritising sustainable growth and cultivating strong relationships, we aim to make a meaningful contribution to the South African market while ensuring mutual success for our partners, colleagues, and communities. This long-term commitment sets us apart as we deliver value to our customers and partners. Toyota Tsusho Corporation (TTC) is accelerating its growth beyond its long-established mobility-related core business by investing in innovative, future-focused domains. The company has identified seven strategic areas to elevate its operations: Next Mobility; Renewable Energy & Energy Management; Africa; Circular Economy; Batteries; Hydrogen & Alternative Fuels; and the Economy of Life. CFAO South Africa is actively contributing to this transformative vision. Through strategic expansion and increased investment, CFAO South Africa is strengthening its footprint in the region—enhancing its scale, influence, and value creation. These efforts are not only aligned with TTC’s global priorities but are also making a meaningful and positive impact on the South African economy. Video credit: Presidency of South Africa #ToyotaTsushoCorporation #BetterAfricaBetterWorld #TICAD9 #CFAOSouthAfrica #CaptainOfIndustry

CFAO South Africa’s Long-Term Commitment to Investment and Reputation By Andrew Velleman, Chief Executive Officer of CFAO South Africa. In today’s fast-paced business environment, companies often chase short-term gains at the expense of long-term sustainability. At CFAO South Africa, we believe a successful business is more than just profit; it's about creating lasting value in the South African market. Our philosophy prioritises value creation over opportunistic exploitation, which not only benefits us but also fosters economic growth and stability in the communities we serve. Since entering the South African market in 2020, CFAO South Africa has made substantial investments to empower local economies. Our commitment to being a reliable partner for the future is evident in our efforts to invest in infrastructure, training, and local partnerships. We aim to positively impact the economic landscape, ensuring our contributions go beyond immediate financial returns. A key part of our strategy is our commitment to the automotive transformation charter, aligning with local transformation objectives. This approach supports national goals and contributes to the growth and diversification of the South African market, emphasising the importance of inclusivity and representation in sustainable development. Trust and reliability are fundamental to our operations. Our reputation reflects our services and relationships with partners, clients, and the broader community. We strive to maintain a strong reputation, treating each brand we represent with respect and acknowledging their significance in the market. In a competitive landscape where consumer loyalty is hard-won, protecting our reputation is crucial. Our values go beyond regulatory compliance; they guide our conduct and decision-making. In a landscape of constant change, our dedication to integrity and quality strengthens our relationships. We seek partners for collaboration, introducing innovative solutions that enhance the marketplace and create a thriving environment for all stakeholders. Investing in South Africa aligns with our mission toward market leadership and building a better tomorrow. Our long-term commitment ensures we are integrated into the South African economy. By fostering a collaborative spirit and contributing to community initiatives, we reinforce our role as a reliable partner and catalyst for positive change. In conclusion, CFAO South Africa’s approach exemplifies our long-term investment strategy and dedication to reputation management. By prioritising sustainable growth, building trust, and nurturing robust relationships, we aim to significantly contribute to the South African market while ensuring mutual success for our partners, our colleagues and our communities. This commitment to a long-term vision distinguishes us as we shape the future of the market. #CFAO #IntegratedEcosystem #SouthAfricanInvestment #SkillsDevelopment #Reputation

The cost of corporate silence: why ethical governance depends on people speaking up By Nadia Maritz, Head: Corporate Affairs, and Shaun Matzner, Head: Compliance, CFAO South Africa For years, silence in business was often mistaken for professionalism. People who avoided difficult conversations were seen as loyal, and leaders who heard no objections assumed alignment. Organisations relied on policies, hotlines and compliance manuals, believing that was enough. But modern governance has exposed a hard truth: Silence is not neutral. It's a risk. Most corporate failures do not begin as public scandals. They begin much earlier, with concerns that were never raised, warning signs that were overlooked, or colleagues who concluded that speaking up wasn't worth the risk. This raises an important leadership question: Do people trust the organisation enough to speak up? A whistleblowing framework creates a mechanism, but a speak-up culture creates the conditions for it to work. Shaun Matzner, Head: Compliance at CFAO SA, explains: "The biggest misconception is believing that a whistleblowing system, alone, creates a speak-up culture. The system creates the opportunity, but trust determines whether people use it." Trust isn't built through policies but through leadership behaviour. People watch how leaders respond to bad news, whether concerns are taken seriously, and if confidentiality is respected. Nadia Maritz, Head: Corporate Affairs at CFAO SA, adds: "When concerns are met with curiosity, fairness and consistency, trust grows. If met with defensiveness or dismissiveness, people quickly learn that speaking up carries risk." One of the biggest mistakes organisations make is assuming silence equals agreement. In reality, silence often signals fear, uncertainty, disengagement, or a belief that nothing will change. Organisations lose access to critical information from those close to customers, operations, and risk, causing small issues to escalate. Ethical concerns remain hidden until they become crises. At CFAO South Africa, reporting activity signals trust in the system, enabling early concern-raising before issues escalate. The same applies to compliance; anti-corruption controls, due diligence processes, FICA requirements and governance frameworks only work when people understand why they matter. Compliance must be part of the culture, not just a tick-box exercise. Ultimately, the true test of governance isn’t policies, reporting channels or compliance frameworks but whether colleagues trust those systems enough to use them. Future-leading organisations will be those where people have the confidence to speak up, leaders have the discipline to listen, and the business has the courage to act. Silence may feel comfortable short term, but it is a dangerous governance strategy. #CorporateGovernance #PsychologicalSafety #EthicalLeadership #SpeakUpCulture

In the age of AI, leadership credibility matters more than ever By Andrew Velleman, Chief Executive Officer, CFAO South Africa AI can automate workflows, generate insights and accelerate productivity. But there is one thing it cannot automate: Trust. As organisations invest heavily in artificial intelligence and digital transformation, a critical question remains: Are we investing just as intentionally in leadership credibility? Technology can streamline processes, personalise experiences and generate insights in seconds. What it cannot do is replace the confidence people place in leaders who communicate honestly, act with integrity and remain visible during periods of uncertainty. Across industries, organisations continue investing heavily in digital transformation, workforce commitment, and workplace technologies. Yet many still struggle with declining trust, disengagement, and talent retention. In South Africa's dynamic and often uncertain business environment, trust has become one of the most valuable assets a leader can build. The missing ingredient is often not another platform, programme or technology investment. It is credible leadership. People do not experience an organisation’s culture through dashboards, strategy presentations or AI-generated messages. They experience it through the quality of conversations they have with their managers every day. People rarely stay because of technology alone. They stay because they trust the people leading them, believe in the organisation’s purpose and know their voices are heard. One of the great ironies of the AI era is that as technology becomes more sophisticated, the value of human leadership increases. The ability to build trust, navigate uncertainty, communicate with empathy and unite people around a common purpose is becoming one of the most valuable competitive advantages any organisation can possess. In my experience, organisations rarely struggle because they lack technology. More often, they struggle when trust breaks down between leaders and their people. Technology should amplify leadership, not compensate for its absence. At CFAO South Africa, we believe sustainable performance is built on both innovation and trust. Technology enables progress, but leadership creates alignment, confidence and commitment. Together, they strengthen culture, inspire discretionary effort and build resilient organisations capable of thriving through constant change. As AI continues to evolve, I believe the organisations that will stand apart will not necessarily be those with the most advanced technology. They will be those with leaders who earn trust every day through consistency, transparency and integrity. The real question for business leaders is this: Are we investing in leadership capability as aggressively as we are investing in technology? Read more https://lnkd.in/dDc2w_7x #CFAOSouthAfrica

Culture: Why belonging has become business-critical By Andrew Velleman, CEO of CFAO South Africa Hiring a new colleague is an exciting opportunity to bring fresh energy, innovative ideas and new capabilities into the organisation. While finding top talent is seldom a quick process, it remains a worthwhile investment. Organisations dedicate significant time to identifying individuals who not only possess the right skills but also resonate with their values and long-term vision. Despite this careful approach, many businesses face a common challenge: talented people often don’t stay as long as expected. The key reason frequently extends beyond remuneration or workload; it’s about cultivating a genuine sense of belonging. The way colleagues evaluate organisations has changed. Colleagues still expect competitive remuneration and opportunities for growth, but they are also looking for workplaces where they are respected, where leadership is visible, and where they can see how their contribution matters. For younger generations entering and shaping the workforce, this has become even more pronounced. Belonging is no longer viewed as a “nice to have”. It increasingly influences where people choose to work, whether they remain with an organisation, and how committed they are once they are there. For business leaders, this changes the conversation around culture. Culture can no longer be seen as an internal initiative that sits alongside the business strategy. It directly affects an organisation’s ability to retain skills, strengthen engagement, build resilience and adapt to change. At CFAO South Africa, we have seen that colleagues stay where they can see a future for themselves. They stay where leaders are present and accessible, where development opportunities are tangible, and where individuals feel trusted and empowered to contribute. This thinking continues to shape how we invest across our businesses. Leadership development, colleague engagement initiatives, wellness programmes and career pathways are not standalone activities. They form part of building an organisation that can sustain performance over the long term. Strong cultures are not built through policies alone. They are built through everyday experiences: how leaders engage, how teams support one another, and whether people feel recognised for what they bring. People may join organisations for opportunities, but they often stay because of the environment they encounter once they arrive. In an increasingly competitive market, culture has become more than a consideration, it is a business imperative. #Leadership #CompanyCulture #CFAOSA