Ido Lekota engaged with KFC Africa’s General Manager Akhona Qengqe on her mandate, vision, and the challenges she faces.
AS the first black female General Manager for KFC Africa, Akhona Qengqe’s current mandate includes overseeing the strategic direction and overall operations of KFC Africa—driving growth with plans to open 100 restaurants across 22 markets.
She is also charged with the responsibility of continuing to promote inclusivity, female empowerment, and community upliftment through programmes like KFC’s Add Hope—which provides access to nutritious meals for the less fortunate.
Qengqe’s vision is to lead KFC Africa through a transformative period focused on innovation, growth, diversity, and social impact, while representing and inspiring local female talent and underrepresented groups.
How has the era of ESG, which is based on the principle of sustainability, impacted your role as the KFC GM and how have you adapted to that change?
KFC is one of the most impactful social purpose brands in South Africa. We’re deeply committed to helping young people fulfil their potential, we’re passionate about women empowerment, and we’re determined to be the quick-service restaurant (QSR) sector’s employer of choice. We’re also laser-focused on our environmental impact, starting with farms and suppliers and encompassing everything from our packaging to the way we build our restaurants.
How has the said era impacted KFC’s operations and how has the company adapted to that change?
KFC has always been ahead of the curve on ESG, which really took root in South Africa with the publication of the King III report in 2009. That coincided with the start of two key social impact interventions by KFC: we launched Add Hope, and we took over sponsorship of Mini-Cricket. These two initiatives have put ESG at the heart of KFC’s operations.
Sixteen years on, Add Hope has raised more than R1.2 billion to feed hungry and malnourished children across the country. Importantly, about 60% of this money has come from customers, who have the opportunity to contribute R2 to Add Hope every time they visit a KFC. Add Hope has served more than 372 million meals, and an impact assessment last year said it was a “powerful force for good, touching the hearts and minds of individuals, families, communities, and the nation as a whole”.
KFC Mini-Cricket has empowered more than 2.5 million children. Every year, it enrols more than 125 000 girls and boys at 6 600 schools. More than 45 000 matches are played under the supervision of 11 000-plus volunteer coaches. An impact assessment last year described KFC Mini-Cricket as a flagship grassroots sports development initiative and a transformative force, providing young boys and girls with a gateway to the world of cricket while nurturing a host of life skills and values. The success of these two initiatives, in particular, has convinced us of the importance of integrating ESG considerations into every decision we make.
What are KFC’s Building Green Standards about? What are their key elements thereof and what do you think have been the impact thereof on KFC’s operations in the context of sustainability?
Even though KFC is South Africa’s biggest QSR brand, with 1 169 restaurants, demand still outstrips supply, so we are constantly on the lookout for new sites. We are also acutely aware of the potential impact that construction has on the environment. That’s why every KFC build or renovation is guided by the company’s Building Green global standards. They cover:
- Optimised Heating Ventilation and air-conditioning (HVAC)
- Optimised exhaust hoods
- Energy-efficient cooking and holding equipment
- Energy-efficient refrigeration
- A ban on CFC and HCFC refrigerants in HVAC equipment
- Energy-efficient interior and exterior lighting
- Minimal water use in the building and in kitchen processes
- A no-smoking policy inside and around the building
Every new KFC reinvigorates infrastructure, uplifts communities, boosts local economies, and creates 35 direct jobs, on average. From enhancing roads and utilities to introducing technology upgrades like WiFi, point-of-sale systems and self-service kiosks, a KFC restaurant’s footprint leaves a good lasting impact. Each restaurant provides a modern hub for communities to connect, and the fact that it does so while helping us to meet our environmental ambitions is a bonus.
Looking at the QSR industry, what would you say is the state of ESG and where would you rank KFC in that regard?
There’s a gap between major players, such as KFC, and smaller chains that are still in the early adoption phase of ESG. In general, most progress is concentrated in environmental initiatives, with social and governance initiatives lagging behind. KFC Africa is bucking that trend. We’ve made really good progress environmentally, but it’s complemented by our work in feeding people’s potential and nurturing talent. This isn’t a box-ticking exercise for us. It’s about sustainability, but it’s also about igniting growth—for the business, and for our team members.
In 2021, for example, we launched our Streetwise Academy to address skills development, and last year it held its biggest graduation event yet. Our aim is that by 2026 more than 1 500 team members will have received certificates accredited by the Services Sector Education and Training Authority (Seta). The Courses range from National Qualifications Framework (NQF) level 3 to NQF level 8. The academy also offers fast-food services learnerships for young jobseekers.
We also offer Ikusasa Lethu scholarships, which provide access to quality education for children who are Add Hope beneficiaries or whose parents work for KFC, affording them the opportunity for a full ride scholarship at one of the Curro schools around the country.
Well over half of KFC Africa’s 40 000-plus team members in 22 countries are women, and I’m passionate about developing their potential. One of our initiatives is Women on the Move, which I started in 2021 when I was Chief People Officer. It takes about 20-30 women every year and prepares them for future leadership positions at KFC with a mix of formal training, personal development, mentorship and peer learning circles. This is giving our business a new generation of female leaders, but the halo effect on women throughout the business has been amazing. Seeing women who look like them undertaking a transformational journey and moving into leadership positions inspires their own ambitions.
What would you say are some of the challenges QSR companies like KFC face when it comes to advancing in ESG?
The most visible challenge is single-use packaging. I’m happy to say that all KFC’s consumer-facing packaging is now reusable, recyclable or compostable, and we’ve shifted to more sustainable materials, eliminated unnecessary packaging and improved our recovery and recycling systems.
The next issue is supply chain complexities. KFC sources all its chicken locally from farms that adhere to global animal welfare standards, and by 2030 we are committed to reducing greenhouse gas emissions in our supply chain by 46%, compared to 2019. The same target applies to our restaurants, corporate offices and transport, and we are making good progress in achieving it.
Implementation challenges include the franchise model, which can make it difficult to ensure consistent ESG implementation across all locations. Then there are consumer expectations: customers increasingly want sustainable practices but they understandably remain price sensitive and convenience focused, and it can be difficult to achieve all three.
A key factor in the rapid expansion of the QSR industry is the ability to offer convenience and affordability. However, the downside of that is the fact that historically such convenience and affordability usually came at the cost of public health and sustainable healthy living. As it is, research strongly links frequent consumption of fast food with serious metabolic and cardiovascular risks. What is KFC doing to redress the situation?
KFC is open and honest about the quality of its products and ingredients, and because we advocate an active lifestyle and a well-balanced diet, we make sure our customers can understand what they’re eating.
We have nearly achieved our 2025 target of removing artificial colours, artificial flavours, and partially hydrogenated oils from core ingredients. To date, we have removed more than 90% and by 2030 half of core menu food options across main dishes, combos, and sides will offer lower-calorie options. This will be consistent with Yum! Brands’ nutrition strategy and policy, which aligns with World Health Organization guidelines.
Akhona Qengqe’s background spans multiple industries including petroleum, property, marketing operations, and convenience retail. She has held leadership roles such as chairperson of the board of the Francise Association of South Africa and has been deeply involved in organisation transformation, diversity, inclusion, and talent development in KFC.
