Home Blog

South Africa’s recovery depends on government’s support of municipalities

By Lwazi Sikiti, South African Cities Network*

As our seventh administration executive settles into their portfolios, we must remember the hand-in-glove relationship they need to forge in working within and supporting the local government sphere in South Africa.

The national and provincial governments have the challenging task, as required by the Constitution, of supporting approximately 257 municipalities across the country in meeting their mandates.

The current state of the local government sector in South Africa can be characterised as being in a state of crisis. This not only threatens the delivery of essential services but also puts the very fabric of local governance at risk.

The financial health of municipalities remains a critical concern that requires immediate and comprehensive reform to prevent further deterioration and to foster sustainable development at the local level.

Municipalities in South Africa face significant financial challenges due to systemic inefficiencies, maladministration and insufficient revenue generation.

The 2023 Auditor-General’s report revealed mixed performances in the local government sector. It found that 33 municipalities had better audit outcomes than in previous financial years, while 29 had worse outcomes. The report also indicated that many municipalities were in financial distress and unable to meet their obligations.

Consequently, some municipalities had experienced waves of service delivery protests, leading to a gradual erosion of public trust in this vital sector of our democratic government.

One of the main challenges facing municipalities is the insufficient revenue base to sustain their operations. A significant factor contributing to this is the poor collection of local taxes and service fees, often due to inefficiencies and a culture of non-payment among residents.

Compounding this issue is the widespread problem of poor billing systems across municipalities and a lack of enforcement mechanisms to ensure that residents, businesses and state agencies pay their debts.

Local governments rely heavily on grants from the national government, but these grants often do not cover all their expenses, resulting in some vital expenditure items being unfunded mandates. This creates a vicious cycle where municipalities lack the funds to improve services, leading to further non-payment and financial strain.

Skills shortage

Another critical issue is the need for more capacity within municipalities. Many local governments suffer from a shortage of skilled personnel, particularly in financial management and planning. This hampers their ability to manage their finances effectively and develop sound economic strategies to support sustainability.

One solution to this problem involves implementing targeted training programmes for local practitioners and councillors. Municipalities must attract skilled professionals to the local government sector to improve financial management.

The seventh administration’s support of the local government sector remains urgent and challenging. The priority involves numerous interventions to improve the revenue collection mechanisms of our municipalities by modernising billing systems, enhancing enforcement measures against defaulting payers and promoting a culture of payment.

Innovative approaches, such as leveraging technology for better tracking and collection of fees, will undoubtedly play a significant role in addressing this revenue collection challenge.

The second critical intervention for the administration should be implementing strong measures to reduce maladministration in our municipalities. This should include increasing transparency and accountability in governance and ensuring inclusive practices in municipal planning and the delivery of essential services to citizens.

It should also involve strengthening the oversight functions of the national and provincial government on the business of local government. At a local level, augmenting support for oversight institutions undoubtedly also involves the empowerment of council oversight bodies such as the municipal public accounts committees in enforcing accountability in how public monies are spent.

Training

The third intervention is to invest in capacity-building mediations that involve training programmes and mentorship networks involving local and international actors, as well as all-of-society partnerships with the private sector and civil society groups that are equally vested in the success of municipal service delivery.

These interventions must equip municipal leaders and officials with the necessary skills to effectively dispatch their duties while empowering the public to understand their rights and recourse in holding their local government accountable without resorting to service delivery protests.

Last, an in-depth review of the local government fiscal framework is needed to ensure that municipalities receive adequate funding to maintain existing infrastructure and build new infrastructure commensurate with their population growth.

Credit: Ingo Stiller, Unsplash

The financial health of municipalities in South Africa is a linchpin for the overall development and stability of the country. Addressing the deep-seated issues plaguing municipal finance is not only essential for improving service delivery and infrastructure, but also for restoring public trust in local governance and, indeed, our democracy itself.

Through enhanced revenue collection, strengthened governance, capacity building and reforms in fiscal relations, South Africa can steer its municipalities towards a path of financial sustainability and effective service delivery.

The success of local government depends on adequate attention and support from the national and provincial governments. 

*Lwazi Sikiti is the Policy Research and Advocacy Manager at the South African Cities Network.

iMasFinance: Building financial resilience through ownership, shared value, and profit sharing

In today’s challenging financial landscape, employees and businesses alike face mounting pressures to manage finances effectively. iMasFinance is here to be more than just a financial services provider. As a proud member-owned Co-operative, we are committed to empowering employees of businesses across South Africa, driving financial wellness, and creating lasting value for our business partners.

The power of a Co-operative model

At iMasFinance, every member is not just a customer, they’re an owner. This Co-operative model is the cornerstone of our business. Instead of focusing on external shareholders, we prioritise delivering value back to our members. It’s a business structure designed to inspire trust, foster loyalty, and promote shared success.

When your employees become members of iMasFinance, they aren’t simply accessing financial solutions, they’re gaining ownership in a Co-operative that’s committed to their financial well-being.

Shared success through profit sharing

Success is sweeter when it’s shared. At iMasFinance, we allocate a portion of our annual profit to our members through profit sharing, directly rewarding their loyalty and participation. This not only strengthens your employees’ financial stability but also reinforces the spirit of shared value that defines our cooperative DNA.

iMasRewards: Driving positive financial behaviours

The iMasRewards program is a unique, behaviour-based initiative designed to encourage and reward positive financial habits. iMasRewards focuses on inspiring members to take steps that enhance their financial wellness.

Whether it’s saving regularly, repaying loans responsibly, or engaging in financial wellness programs, our rewards system recognises and celebrates members who make sound financial decisions. This approach empowers employees to build sustainable financial habits that lead to long-term success.

Nationwide reach, local impact

With 28 branches nationwide, iMasFinance is wherever your employees need us to be. Our network and digital channels ensure that members have convenient access to our financial services, backed by personalised support and local expertise. No matter where they are, your employees can count on us to deliver meaningful solutions and support when they need it.

Financial wellness for a productive workforce

A financially secure employee is a more focused and productive team member. That’s why we offer comprehensive, tailored financial product solutions to support their unique needs:

  • Affordable credit (vehicle finance, personal loans, educational loans and pension-backed home loans to fund major life events.)
  • Comprehensive insurance solutions (Motor and household insurance, Business insurance, Group schemes and Funeral and Life cover for ultimate peace of mind.)
  • Savings and investment options to secure a prosperous future.
  • Onsite financial wellness programs designed to educate and empower.

Why partner with iMasFinance?

When you collaborate with iMasFinance, you’re partnering with a Co-operative that shares your commitment to employee well-being. We’re not just here to sell financial products—we’re here to build a brighter future for your workforce and, in turn, your business.

By choosing iMasFinance, you’re aligning with a partner that values ownership, promotes shared success, and prioritises financial wellness for all. Together, we can help your employees feel valued, empowered, and supported in their financial journeys.

Let’s build a financially secure future together

Join us in creating a stronger, healthier, and more resilient workforce. Visit www.imasfinance.co.za or contact us at 0861 043 627 to explore how we can bring the iMasFinance difference to your team.

Because when your employees thrive, so does your business.

 

Special Economic Zones: A vital component of government policy to drive inclusive growth

Credit: De Beers

De Beers is a storied name in the history of the growth of the South African economy. So it was a significant event when a major subsidiary, De Beers Sightholder Sales South Africa, relocated all its operations to Johannesburg in 2023. More specifically, to a building in Sky Park in Kempton Park: De Beers is supporting the initiatives of national and provincial government to promote economic growth via Special Economic Zones (SEZs).

The OR Tambo SEZ is located at the OR Tambo International Airport and has among its focus areas the consolidation of all companies operating in South Africa’s mineral beneficiation sector.

De Beers, which has two diamond mines in South Africa, is responsible for the sale of 90% of the world’s diamonds by value.

The National Department of Trade, Industry and Competition (dtic) is the lead agent in the creation of SEZs, which are part of the national Industrial Policy Action Plan (IPAP). SEZs are designed to attract investment, create jobs and boost exports.

Choosing where to position an SEZ is based on many considerations. As Maoto Molefane, Acting Deputy Director General of the Department of Trade, Industry and Competition (dtic) explains, “SEZs are established on the basis of the economic potential of a region. This could either be comparative or competitive advantages and the SEZ programme is used as a sweetener to attract foreign and domestic investors. SEZs are used to accelerate industrialisation through coordinated planning and the development of state-of-the-art infrastructure.”

Molefane believes that SEZs contribute to the attractiveness of SA as an investment destination: “By offering world-class infrastructure, fiscal incentives, a protected environment and an easy-to-navigate business environment using One Stop Shops, SEZs have directly contributed to the country’s attractiveness. The zones have 167 operational investors and almost half of these are FDIs.”

An updated approach to the development of SEZs advocates for integrated multi-use with improved living standards supported by industrial development, commercial spaces, tourism, better schools, entertainment, healthcare and recreational facilities.

National government also promotes investments through tax legislation. The SEZ Tax Incentive was introduced into the Income Tax Act to promote investment, growth and job creation in the South African manufacturing sector and the development of designated regions.

SEZ incentives enable businesses located at OR Tambo SEZ to reinvest their savings into areas like green technologies. Image credit: GGDA

The taxpayer must be a “qualifying company” to be able to qualify for this incentive. Qualifying companies can benefit from the following preferential benefits: a preferential corporate income tax rate of 15%; an accelerated depreciation allowance of 10% on cost of any new and unused buildings or improvement owned by the qualifying company.

Gauteng plans

In Gauteng, the Gauteng Growth and Development Agency (GGDA) is the driver of the SEZ programme, which will result in each of the province’s district or metropolitan municipalities hosting an SEZ. Each of those zones will emphasise the strengths of that area, so for example logistics is another OR Tambo speciality, given its proximity to the airport. The existing concentration of large manufacturing enterprises within the Ekurhuleni Metropolitan Municipality makes that sector another obvious target, with the Jewellery Manufacturing Precinct (JMP) a good example of that convergence.

The province’s SEZs are at different stages of development. The OR Tambo SEZ is a good example of advanced progress. Together with De Beers, a gold refinery has been established in the JMP, it has become the home of bodies such as the South African Diamonds and Precious Metals Regulator, Belgian company Pluczenik has launched its facilities and more than a dozen SMMEs are active in the precinct. The other component of Precinct 1 of the SEZ is devoted to fruit and vegetable processing of In2Food, which has on of the largest refrigeration plants in the world.

Phase 1 of the development of the Tshwane Automotive Special Economic Zone (TASEZ) was launched in November 2019 with Ford Motor Company’s operations at its core, and the SEZ has grown in stature ever since. Initial government investment of R3.9-billion has been more than matched by Ford and its suppliers.

Ford itself made a capital investment of R15.8-billion in pursuit of increased production while suppliers have invested more than R5.6-billion. This has led to 3 291 jobs being created within the zone, with more than 65% of the workforce sourced from surrounding townships. Of these jobs, 39% were filled by women and 59% by youth.

The AIDC manages the Automotive Supplier Park (ASP) in Rosslyn, Pretoria. Credit: GGDA

Three district municipalities across the south of Gauteng will host the Vaal Special Economic Zone (Vaal SEZ) which will have multiple sectors represented and be located at multiple sites. The area already has many industrial assets and infrastructure and is well served by transport routes.

Among the targeted sectors are agro-processing, logistics, the low-carbon economy, light manufacturing and the Blue Economy, which seeks to take advantage of the Vaal River. The GGDA has established a subsidiary to run the process of establishing the SEZ.

Plans for a West Rand SEZ are in place with three sectors being targeted: agro-processing, including new market facilities and exploring the growth of the cannabis sector; bus and automotive manufacturing linked to the existing plant of the Busmark company (the Chamdor Automotive Hub is already functioning); and renewable energy – a large solar plant is to be built by six contractors on land donated by mining company Sibanye-Stillwater.

The West Rand is well connected in terms of transport links via the N12 and N14 highways, it is near to Lanseria Airport and it has significant tourism assets, including the Magliesberg mountain range and the Cradle of Humankind.

The Tshwane Automotive Special Economic Zone has attracted multiple investors, which in turn has created hundreds of jobs. Credit: TASEZ

Competition in SA’s electricity market: new law paves the way, but it won’t be a smooth ride

By Rod Crompton*

South Africa endured an electricity crisis from 2008 branded by rolling blackouts and a growing culture of non-payment. The state-owned utility, Eskom, was the single largest risk to our economy. At the end of March 2020, its debt stood at R488-billion (US$27.4-billion).

In mid-August 2024, President Cyril Ramaphosa approved a new law that marks the most significant change to date in the electricity supply industry. The Electricity Regulation Amendment Act is the beginning of the end of Eskom, the near state monopoly that has dominated South Africa’s electricity sector since the 1950s.

The law paves the way for Eskom to end its transmission business over the next five years. It seems likely to be a generator for a long time, however; its new coal-fired stations are designed to operate for 50 years. The new Act envisages a hybrid market model, designed to accommodate various kinds of transactions.

Competition and market prices are expected to emerge over time. New kinds of businesses are emerging, such as traders in electricity, “prosumers” (consumers that also produce electricity for sale into the grid), electricity market operators and system operators.

Ramaphosa promised that the Act will lead to long-term energy security, a more competitive energy system, more rapid uptake of renewable energy sources and ultimately lower energy prices for all South Africans. The new law is indeed groundbreaking, and an important step along South Africa’s zig-zag, stop-start path to electricity market reform. But electricity market reform is a process that evolves over years as technologies and markets change. It is not a destination.

Based on my 40-odd years in the energy sector, including six on the Eskom board, I believe that on balance, the new law is good news for electricity market reform. However, there are some matters to be concerned about.

Change is hard in South Africa. It has taken 26 bumpy years since the 1998 White Paper to get to this entry point to market reform. It would be naive to expect a smooth ride from here on. Vested interests in and around Eskom and the municipalities will want to cling to their powers. New technologies are disrupting the old way of doing things.

A long, hard road

Electricity market reform in South Africa has its origins in a White Paper on Energy Policy published in 1998. The first round of efforts to implement this policy and to begin the unwinding of Eskom’s monopoly led to:

  • Eskom being separated into divisions in 2000.
  • The establishment of Electricity Distribution Holdings to own the new Regional Electricity Distributors in 2003.
  • The establishment of the National Energy Regulator of South Africa in 2005.
  • The establishment of the Independent Power Producer Procurement Programme Office in 2006.
  • An Independent System Operator Bill in 2012.

But this first attempt at reform petered out by 2015. After a lull of some years, a second round of attempts at market reform was initiated by the Eskom Roadmap published in 2019. This, along with public pressure from increasing power cuts, led to the Electricity Regulation Amendment Bill being released for public comment in March 2021. After 42 months, the president signed the act on 16 August 2024.’

Electricity market reform is a process that evolves over years as technologies and markets change.

What changes are envisaged?

Within the next five years a new juristic person, the Transmission System Operator SOC Ltd, is to be created. The foundations of this exist in the form of the National Transmission Company of South Africa, which Eskom has already set up as a wholly-owned subsidiary.

The role of the new entity will be as follows:

As a system operator, it will have the task of keeping demand and supply in balance every second of the day and deciding where power is drawn from first. This is where it runs into “player and referee” challenges as it must ensure fair competition between multiple electricity generators: Eskom and privately-owned ones.

It will be a market operator. This will involve providing a platform for competitive, wholesale or retail buying and selling of electricity. It will have to establish rules to govern the market (much like stock markets have rules for buying and selling shares). It must ensure that financial settlements between buyers and sellers are settled in a fair, neutral and transparent manner.

It will be a central purchasing agency that will provide market support functions.

Eskom has been a near monopoly for a long time and is unlikely to give up its market dominance without a fight. There are some provisions in the new Act that are intended to protect the market from Eskom dominance. As usual, the devil will be in the detailed regulations and codes. On 19 April 2024, Eskom launched a draft market code for public comment. At the same time, the National Energy Crisis Committee launched its description of the market model.

Possible brakes on progress

Access to transmission and distribution infrastructure will be crucial for a market to operate. Independent generators will need to transport their electricity to their customers. Initially, customers will remain with their existing suppliers but as the electricity markets evolve, retail customers will be able to choose their suppliers.

The new Act grants “third-party access” to such infrastructure. But that access is not defined. Usually, the first party is the owner of the infrastructure and the second party is its customers. The third party is anyone else.

Third-party access usually means that the owner of a natural monopoly can serve its customers first and that any capacity left over can be used by others. The Act makes this clear – access can be refused “where it lacks the necessary capacity”. This provision protects incumbents like Eskom and municipalities and could slow down the evolution of market competition.

South African homeowners now have an opportunity to purchase power from private providers. GreenSun Renewable Energy is offering a power purchase agreement, something that was previously only available to large businesses. Read more here. Credit: Greg Cornell

Concerns

The new act raises several concerns:

A 20-year cap is introduced for the duration of generation, transmission or system operation licences (or a lesser period decided by the national energy regulator).

Large power infrastructure such as transmission lines, coal and nuclear generators typically have useful lives of more than 20 years. Investors will want to recover their investments within the 20-year licence period through higher tariffs. After 20 years, customers will have something of a “free ride” as the asset will have been paid for. In contrast, the licence period for long-life distribution assets is left to the regulator to decide.

Another major concern is that the act gives the responsible minister new and wide-ranging powers. The minister can decide, for example:

To deviate from an integrated resource plan or a transmission development plan if it is in the national interest and when it is “reasonable and justifiable”, without public consultation. (Previously the national interest was only invoked in land expropriation.)

To establish an “energy infrastructure project”, which is not defined, but can include “gas infrastructure”. This curious new type of project appears to contemplate cross-border trade in gas (type unspecified) for gas-to-power but might also be used for new nuclear capacity.

As South Africa’s power system increasingly moves to private ownership, investor confidence becomes more important. Wide-ranging ministerial discretion contributes to investor uncertainty.

There is a risk that the new Act or parts of it may be stillborn as the South African Local Government Association has objected to certain provisions and threatened legal action. Media reports suggest that Ramaphosa has left the door open to excluding certain provisions. 

Turbines on hills of Roggeveld Wind Farm. Credit: Roggeveld Wind

*Rod Crompton is a visiting adjunct professor at African Energy Leadership Centre, Wits Business School, University of the Witwatersrand.

Road safety is everyone’s responsibility

Credit: CCBSA

By Coca-Cola Beverages South Africa*

As the festive season approaches, tens of thousands of people embark on journeys to their hometowns or holiday destinations across South Africa. The coastal provinces of KwaZulu-Natal and the Eastern Cape are especially busy during this time, with many travellers choosing road transport.

Together, we can make roads safer

Road safety is a collective responsibility. Every road user, from freight operators to holiday travellers, must commit to practicing caution and care on the roads.

National roads such as the N3 from Johannesburg and the N2 become particularly congested in December, as domestic and international tourists head to coastal destinations. This period marks South Africa’s peak travel season and a busy time for businesses like Coca-Cola Beverages South Africa (CCBSA).

Safety isn’t just a seasonal focus or something we highlight during Transport Month in October or the festive season. It’s an everyday commitment that starts with each of us every time we get behind the wheel.

CCBSA Coastal has a duty to ensure the safety of its drivers, assets and fellow road users. With a significant number of trucks operating in KwaZulu-Natal and the Eastern Cape, the company plays a critical role in promoting road safety.

Building a foundation of safety

Roadworthy vehicles are fundamental to road safety. All CCBSA trucks undergo rigorous, regular audits to ensure they are roadworthy. If every road user maintains their vehicles – paying attention to essentials like tyres, brakes and lights – especially for long-distance travel, we can significantly improve road safety. In addition to vehicle maintenance, CCBSA conducts annual refresher training for drivers, covering road rules and general driving behaviour.

Credit: CCBSA

Healthy drivers, safer journeys

At CCBSA, we place a strong emphasis on ensuring our drivers are fit for purpose. Fatigue is one of the greatest dangers on our roads, especially in a country like South Africa where journeys often span hundreds of kilometres.

To combat fatigue, CCBSA enforces strict rest policies. Drivers must take breaks every 200 kilometres to relax, stretch and refresh. For routes exceeding 12 hours, company policy mandates two drivers per truck, alternating behind the wheel. Proper trip scheduling also ensures drivers remain rested and focused.

Credit: CCBSA

Staying ahead with smart planning

Accurate weather forecasting plays a crucial role in road safety. By closely monitoring weather forecasts, we proactively avoid sending trucks into hazardous conditions. CCBSA also uses internal forecasting tools to optimise route planning, anticipate customer demands and enhance operational efficiencies. These measures help manage resources effectively and ensure safer road usage.

Our commitment to every road user

As a large business, our operations may differ from a family heading on holiday, but the principle remains the same: road safety is everyone’s responsibility.

It’s essential to adhere to basic operating rules to ensure everyone’s safety – not just during the festive season, but every single day. By working together, South Africans can help ensure a safer festive season for all. 

*Written by Thokozani Nkosi, Logistics Manager for Coca-Cola Beverages South Africa (CCBSA) Coastal Region.

A new construction programme offers skills training

Students approve of the new training centre in Brakpan.

A new Community Construction programme has been launched by Forge Academy & Labs, in partnership with mining company Sibanye-Stillwater, in Brakpan.

Forge Academy & Labs has a strong focus on digital technologies and courses being offered online, so the hands-on construction programme being presented at the precious metal refinery of Sibanye-Stillwater presents a major departure for the education provider. Designed to cover all aspects of construction, the course will include components such as bricklaying, plumbing and electrical wiring.

The new training centre was launched in February 2024 with two 12-month programmes offering certification courses in Amazon Web Services with Business Analysis, together with the Community Construction. Course graduates will earn a full SETA-accredited qualification.

More initiatives

A provincial government programme has been launched in the same field, but this one is designed to give skills to unemployed people living in townships. The aim is to provide the skills that can be applied to upgrade the quality of housing where people live. The “iCrush le Lova” programme aims to create qualified bricklayers, electricians and plumbers.

A complementary programme will improve and expand a database on township architects, hardware stores, building suppliers and contractors, all professionals and businesses that can work on the design and construction of upgrades to township housing stock. A further group of unemployed people will be trained to assist in compiling the database. There are about 700 informal settlements in Gauteng, and there are provincial plans to upgrade 68 in the short term.

The R300-million SA SMME Crisis Partnership Fund has been launched. A collaboration between the Provincial Government of Gauteng, the Industrial Development Corporation (IDC) and the SA SME Fund, it intends to make financing available up to R1.5-million to SMMEs and to home owners wanting to upgrade their backyard rental accommodation.

Six intermediaries have been identified to find and fund entrepreneurs and rental properties that need working capital or asset finance. Indlu Living, one of the six companies, is already funding rental property upgrades, with the expectation that rental income will pay off the loan.

Projects

An innovative scheme to build a new township in Gauteng is backed by a retirement fund. The Transport Sector Retirement Fund is building an integrated settlement in the Sedibeng District Municipality south of Johannesburg. The R2.7-billion development includes a shopping centre and will include a mix of housing types.

A large housing project south-east of Tshwane has been designated a Strategic Integrated Project (SIP) which means that all of the external bulk services will be supplied by the Department of Public Works and Infrastructure. Balwin Properties will develop the residential component of Mooikloof Mega City and the educational, commercial and filling station erven will be sold to a third party. The intention is to build about 16 000 apartments, with the potential to increase to 50 000. The property is on Garsfontein Drive.

Another SIP is Malibongwe Ridge, a mixed-use development that is a joint venture between the City of Johannesburg and the Gauteng Department of Human Settlements. Located next to Cosmos City, housing for 5 500 families is expected to cost R2.55-billion to develop.

New cities

By 2030 Gauteng will have two huge new cities, socially diverse, digitally connected and ecologically responsible and sustainable. That’s if the Provincial Government of Gauteng brings to fruition its plans for the west (Lanseria to Hartbeespoort Dam) and the south, where Vaal River City will stretch from Vereeniging to Sasolburg in the Free State.

In the 25 years since South Africa has been a democracy, more than 1.2-million subsidised houses have been built by government entities in Gauteng. Provincial government has pledged to release 10 000 serviced stands as part of its Rapid Land Release programme and it intends finishing incomplete housing projects in Alexandra, Evaton, Kliptown, Bekkersdal and Winterveldt.

Bodies such as the National Housing Finance Corporation, Indlu and Umastandi (social capital entrepreneurs) are working with provincial authorities to find ways to formalise and monetise the township market so that sustainable incomes can be generated and affordable housing and rental stock become more readily available.

The Gauteng Partnership Fund (GPF) has attracted more than R3.5-billion in private sector funding for affordable housing in the province since 2012. The Brickfields housing and rental development in Newton was funded by the GPF and implemented by the Johannesburg Housing Company (JHC) as one of the first inner-city rejuvenation projects. JHC is a leader in converting bad buildings to usable rental space.

Johannesburg Development Agency (JDA) projects range from the upgrading of Constitution Hill, the Faraday Station precinct, work on the Fashion District and pavements of the inner city, renovation of the Drill Hall and the Newtown upgrade.

Private developer Indluplace Properties has purchased nine large apartment blocks, taking its total buildings in central Johannesburg CBD, Berea and Hillbrow to 23: 33% of the units are bachelor pads and 22% are two-bedroomed flats. 

Constitution Hill has been upgraded. Photo Credit: Joburg Tourism Company

Gauteng construction and property sector resources:

A city bursting with life, stunning coastlines and warm hospitality

Credit: Durban Tourism

In collaboration with South African Tourism, the Provincial Tourism and Film Authority, and private sector partners, Durban is proud to spearhead the “Tourism Takes the Lead Roadshow” on 4 December. Under the theme “Exploring Durban’s Travel Adventures Together,” this initiative highlights Durban’s readiness to dazzle visitors during the summer and festive seasons.

To reimagine Durban as a premier destination, the City has worked tirelessly to address past challenges and elevate its attractions. Improvements include stabilised beach water quality, fully operational swimming pools, a robust safety strategy, and upgraded maintenance standards.

This campaign signals a renewed Durban – a city bursting with life, stunning coastlines and warm hospitality. This festive season promises an “Endless Wave of Tranquillity” with diverse events and activities that cater to all.

To enhance safety and convenience, the Metro Police, alongside law enforcement agencies, are ensuring high visibility at key tourist hotspots. Measures include access-controlled roads, a free park-and-ride system, and the deployment of 500 newly trained Metro Police officers with over 170 high-performance vehicles. Additionally, the City is partnering with the National Prosecuting Authority to address crimes targeting tourists, aligning with Durban’s vision of a smart and secure city.

Credit: Durban Tourism

With 21 pristine beaches open and 30 public swimming pools available, the City will closely monitor water quality throughout the festive season, ensuring visitors enjoy Durban’s sparkling coastline to the fullest.

Credit: Durban Tourism

From Umhlanga’s festive buzz to Florida Road’s vibrant scene, Durban’s December calendar features a host a plenitude signature events, including the Durban Jazz Festival and the much-anticipated Fact Durban Rocks New Year’s Eve celebration.

The summer season is set to deliver an economic boost, with projections for 2024/2025 estimating over 1.3-million visitors, a 75% occupancy rate, R2.5-billion in direct spending, and R6.3-billion added to GDP – translating to more than 11,000 new jobs.

Adding to the excitement, Durban celebrated the opening of the Durban Beach Café on 22 November, a stunning new addition to the city’s vibrant beachfront attractions.

The festivities continue with the arrival of the MSC Euribia, heralding the start of the 2024/25 cruise season followed by the MSC Musica, bringing a wave of international visitors to Durban’s shores “We are excited to welcome thousands of international travellers to the City,” said eThekwini Mayor Councillor Cyril Xaba. We invite you to rediscover the magic of Durban, support local businesses, and become an ambassador for this extraordinary city.

“For many South Africans and international visitors, the city of Durban and the greater Kwa Zulu-Natal have always been attractive and iconic. We are here today to continue creating that desire and to remind all visitors to the city that there is lots to explore here. Durban and indeed the rest of the country, is ready to receive an influx of travellers who are seeking to create memorable experiences,” said Thembi Sehloho, Chief Marketing Officer at South African Tourism.

For updates and event details, visit www.visitdurban.travel or follow us on social media @DBNTourism.
Let’s make this season unforgettable – Durban is ready to welcome you!

Changing statistics for women in engineering, infrastructure and innovation during two-day conference 

On 12 March 2025, Provincial Minister of Infrastructure, Western Cape, Tertuis Simmers, will be addressing the annual Women and Leadership Conference in Sandton, Johannesburg.

Now in the 4th year running, one of the key outcomes from last year’s conference was to include the input and support of male leadership specifically within STEM/male populated sectors. Adding his voice as support also addressing the delegation, will be MD, Transport and Greater Africa, Vishaal Lutchman, Zutari.

Speakers for this year include:
  • Dr Gugu Moche, Group Exec: Digital Transformation and Acting DCEO: Research, Innovation, Impact Support & Advancement (RIISA) National Research Foundation 
  • Natasha Ramkirpal, Group Lead – Water Security Optimisation, Coca Cola Beverages Africa
  • Retang Sandra Maphothoma, Technologist-Highways, Aecom
  • Zandile Pule, Snr Manager: Asset Optimisation, Strategy and Systems Global, Gold Fields
  • Monique Schmidt, Implementation Coordinator Engineering & Capex, AB InBev
  • Celeste Le Roux, Founder and CEO, React Group
  • Nosihle Dlamini, Senior Manager, Toyota Motor Manufacturing Company South Africa

The speakers taking to the podium will reiterate the fact that having a career in STEM or in male populated sector is difficult, not impossible. With this in mind, the organisers have set out to not only profile women who have already made it to the top but also aim to identify new, upcoming talent, the future Manager, CEO’s of SA. Each year Pinpoint Stewards ensure that the panel of speakers are not repeated, to give exposure to more women over the years and profiling their contributions made to these sectors.

In addition to the above, this year’s theme is aimed at changing statistics and making women aware of opportunities available to them through the It’s DUE series of conferences to Develop, Unite and Empower women across various professional careers. Statistics show that only 13% of STEM graduates in South Africa are women. This is under par when compared to the global average of 35%. Widening the scope, women hold just 28% of STEM-related jobs. When magnifying the engineering sector/s this alarmingly shows even lower participation, with less than 25% of candidate engineers being women and only 6% achieving professional status.

To date, the “it’s DUE” series of conferences have brought women to the forefront across various sectors making their contribution to the economy more visible. Not leaving young talent behind, Pinpoint Stewards include 10 young professionals, as nominated by Universities and Tertiary institutions to attend each day of the conference and introduce them to mentors and job shadowing opportunities during contact sessions.

“Over a period of more than 20 years within the conference industry we have seen great movement in industries not only in the audiences who attend, but seeing more women making it to the top while taking women with them – that is what drives us – to see women gain the needed skill and courage to step up to a career or raise their hand to lead. It’s not about your presence but your performance and women need to ensure they are equipped. The panel of speakers are specifically selected to harness home-grown talent and prove that we indeed have-what-it-takes to lead, right here, within the borders of South Africa,” says Sudhira Sewsunker, Pinpoint Stewards.

Direct all enquiries to Ankia Roux, Co-Owner of Pinpoint Stewards at ankia@pinpointstewards.co.za to speak, support, exhibit or attend. Register before 15 January for priority booking discounts.

A consortium, represented by Altvest Capital, submits landmark EOI to SARU for Springbok commercial rights

Image by Monica Volpin from Pixabay

A South African-led consortium, including Altvest Capital, 27four, EasyEquities, and RainFin, has formally submitted its Expression of Interest (EOI) to the South African Rugby Union (SARU) for the management and commercialization of the iconic Springbok brand’s commercial rights.

The consortium is committed to broad-based ownership for all South Africans. Wheatley stated,

Why can’t the car guard at Loftus, the fan in the Eastern Cape, or the institution in Sandton all own a piece of ‘Springbok equity’? Let’s empower OUR players, OUR nation—every South African—to share in the pride and success of OUR Boks.

This proposal seeks up to a 40% stake in SARU’s commercial rights, aiming to unlock rugby’s global potential through inclusivity, grassroots development, and innovation, while preserving SARU’s majority ownership. This is more than a commercial endeavor; it’s a rallying call to every South African to share in the pride, legacy, and future of our beloved Springboks.

“We are incredibly excited to present a compelling proposition that combines the rich legacy of the Springboks with a forward-thinking approach to global sports commercialization,” said Warren Wheatley, CEO of Altvest Capital. “Our consortium’s expertise across private equity, asset management, and innovative financial solutions uniquely positions us to enhance the Springbok brand and maximize its value for the benefit of all South Africans.” South African Rugby Union (SARU) is responsible for the management and commercialization of the iconic Springbok brand’s commercial rights.

Key highlights of the EOI include:

  • Inclusive Ownership: Offering both retail and institutional investment opportunities to enable South Africans from all walks of life to share in the success of the Springboks.
  • Strategic Collaboration: A commitment to co-developing innovative commercial strategies with SARU, ensuring alignment with long-term goals.
  • Fan-Centric Innovation: Exploring cutting-edge technologies, such as tokenization and interactive platforms, to elevate the fan experience.
  • Grassroots Development: Allocating resources to support the growth of rugby at all levels, from schools to professional leagues.

The consortium envisions SARU retaining a controlling stake of 60-80% while benefiting from new funding streams and strategic expertise to grow the Springbok brand globally. The consortium also have expressly stated their intention to collaborate with other bidders and strategic partners as required and are already entertaining discussion in this regard.

“We believe this partnership has the potential to not only elevate the Springbok brand to new global heights but also to make a lasting impact on South African communities through grassroots rugby development,” Wheatley added.

The consortium looks forward to further engagement with SARU and other stakeholders as this historic initiative unfolds.

Call for speakers is open for 2025 SAPICS Conference

Vanya Jansen, winner of the Best Speaker Award in 2024.

The organisation has announced that the call for speakers for next year’s conference is open. Confident, engaging professionals who have success stories, insights, knowledge and skills to share with the supply chain community are invited to submit their proposals before the deadline of 17 January 2025, for consideration by the SAPICS speaker selection committee.

The 2025 SAPICS Conference will be held from 8 to 11 June 2025 in Cape Town under the theme “Innovation in Motion”. Now in its 47th year, the SAPICS Conference enables supply chain managers to learn, network and share knowledge, which is increasingly important for this vital profession in today’s volatile and uncertain environment.

The 2025 theme, Innovation in Motion, conveys the imperative for organisations to innovate and strive for the agility and adaptability needed to rapidly respond to potentially chaotic changes and disruptions in today’s turbulent supply chain landscape. “In the face of continuous technological advances, shifting global dynamics and the pursuit of seamless efficiency, customer satisfaction and sustainability, one thing is clear: innovation is a necessity for supply chain managers,” stresses SAPICS president MJ Schoemaker.

“Adaptability and innovation are the keys to success in supply chains today. Whether this means leveraging Artificial Intelligence (AI) and automation, accelerating sustainability or rethinking traditional supply chain models, the need to innovate is more critical than ever. This year’s theme, Innovation in Motion, encapsulates the dynamic and forward-thinking approach that today’s supply chain professionals must adopt to stay ahead,” she states.

Speakers who can share inspiring or educational experiences, enlightening expertise and insights, new technology and concepts, and case studies are sought for the 2025 SAPICS Conference. Speakers’ contributions can take the form of a 40-minute presentation, a panel discussion or a workshop. Solo or multiple speakers will be considered for general presentation sessions at next year’s event. Robust panel discussions also form part of the programme, and SAPICS welcomes topic proposals as well as applications to manage a panel. The workshops offered are interactive educational sessions for small groups.

Prashant Yadav, winner of the Most Innovative Presentation Award at the 2024 SAPICS Conference.

“Whatever form your input takes, the SAPICS Conference is the ideal platform for supply chain professionals to advance our profession’s body of knowledge,” Schoemaker notes. “By sharing your supply chain experiences and expertise, fellow professionals from around the globe will be able to benefit from your knowledge. Being a speaker at the annual SAPICS Conference is also a way to give back to the supply chain community and to grow professionally,” she says.

The SAPICS speaker selection committee is looking for fresh perspectives to ensure innovative and diverse content for 2025 attendees. All speakers are selected on merit and relevance, and presentations that directly promote specific products, services or monetary self-interest will not be considered. “There is the opportunity to exhibit products and services at the conference,” Schoemaker explains.

To read the full speaker submission guidelines and send a proposal, visit https://conference.sapics.org/call-for-speakers/

To find out more about the event or to register to attend the 2025 SAPICS Conference, contact event organiser Upavon Management by emailing info@upavon.co.za or calling +27 11 023 6701

123...70Page 1 of 70
© 2023 | Website powered by TurboWP |