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2025/26 regional overview of Mpumalanga Province

Photo: MMC

By John Young

The internal investment by Manganese Metal Company (MMC) to enable it to produce the high-purity manganese sulphate monohydrate that is used in batteries for electric vehicles, is significant. Not just for the company and its more than 400 employees on its Mbombela site (pictured above), but for Mpumalanga and South Africa.

MMC has been a world leader in high-grade electrolytic manganese metal (EMM) for more than five decades and is currently the only facility outside of China to still be producing it. The R150-million investment in a new plant positions MMC to take advantage of a market that is growing, and which must keep growing if the world is to reach carbon-emission targets. Despite reduced enthusiasm in many parts of the world for more ambitious targets, the direction of travel is broadly towards a greener, more renewable future.

However, China seems to be striving for more renewable energy at the same time as producing more coal. In 2024 China began work on enough new coal-powered power plants to produce an additional 100GW, roughly the same amount as the total power capacity of the UK (The Economist). China is also far and away the largest contributor to wind and solar capacity, but the amount of coal and coal-generated power that it is producing is striking.

Something of that trend can be seen in Mpumalanga.

A Senior Technical Advisor at the South African Wind Energy Association, Santosh Sookgrim, recently wrote that, “Mpumalanga has the necessary infrastructure to ensure a smoother transition to the existing grid, with the adjacent land and existing grid connections from former coal plants of equivalent size making it an ideal location for renewable energy projects.”

And companies are acting on this scenario, but it is not what one might call a “pure transition”. Seriti Green is building a hybrid 900MW facility, the first phase of which will produce 155MW of wind energy – to power the coal mines of Seriti Resources. Coal is not going away, and although South Africa is part of a Just Energy Partnership, whereby US, EU and British money will flow to this country to help it transition away from coal, the whole procedure of closing down coal-fired power plants has slowed.

The decommissioning of Komati power station was not handled well in 2022, according to the Presidential Climate Commission. Better procedures and steps to ensure the livelihoods of adjacent communities will be top of mind in 2030, the new date for the closure of the power stations at Camden, Grootvlei, Hendrina and Kriel.

Existing power lines are in place to support the wind turbines of Ummbila Emoyeni. Photo: Seriti Green

The Mpumalanga Green Cluster Agency aims to bring together government, academia and industry to create the environment for businesses to develop in a green economy. The Cluster, a body of the Mpumalanga Department of Economic Development and Tourism, was initiated with the support of GreenCape and the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ). It has joined the International Cleantech Network, a group that has 15 000 businesses affiliated to it across the globe.

Investment ready

Mpumalanga is attracting investments in a range of sectors, quite apart from the MMC investment in its own future and Seriti Green’s huge renewable-energy play.

The 2025 Mpumalanga Investment Conference showcases the province’s readiness for foreign and domestic investment in a number of sectors including mining and energy, agriculture and agro-processing, forestry, manufacturing and beneficiation, tourism and green energy.

Radisson Hotels has recently invested in two new hotels in the province. The Radisson Safari Hotel Hoedspruit is ideally located in terms of access to the Kruger National Park and Radisson Hotel Middelburg will be located at the centre of a busy mining and business district. In the province’s southern section, PG Bison has invested R560-million in new equipment while Sappi’s giant mill at Ngodwana annually contributes about R5-billion to the local economy.

The Provincial Government of Mpumalanga has set itself the target of facilitating domestic and foreign investment of at least R50-billion into the province.

The International Fresh Produce Market in Nelspruit is intended to begin operations in 2025. This large facility will take advantage of Mpumalanga’s rich agricultural produce and hopefully attract investors in areas such as refrigeration, warehousing and logistics. Countries such as Oman and China have been approached with regard to their being trading partners and potential new markets.

Another potential site for investment is the Nkomazi SEZ (Special Economic Zone). National government has granted the province the designation to establish the SEZ which will cover 673ha and focus on agro-processing. Situated as it is within the Maputo Corridor and close to Mozambique and Swaziland, the SEZ will attract tax breaks and incentives. Other targeted sectors are logistics, automotive and renewable energy.

Strategic position of the Nkomazi SEZ along the Maputo Development Corridor (Supplied: MEGA)

Stainless steel, gold, chemicals, dairy and beef, agriculture in many varieties, huge forestry plantations and processing plants – these are also distinctive characteristics of the “Place of the Rising Sun”.

Mpumalanga is also the province where six of the nine gates are located that allow access to the Kruger National Park, one of South Africa’s greatest tourism assets. The tourism sector is one of the key strengths of the provincial economy. Several infrastructure investment projects in the tourism sector have been put forward by the Mpumalanga Economic Growth Agency (MEGA).

MEGA is an equity investor in several Mpumalanga concerns, including Afrimat, Highveld Fruit Packers, Kangwane Anthracite, Loopspruit Winery and Tekwane Lemon Farm.

A major concern for provincial planners is to diversify the economy and to grow the manufacturing sector. The Mpumalanga Economic Growth and Development Path (MEGDP) identifies beneficiation, agro-processing and the development of value chains as priorities. Various industrial parks are planned which will focus on agriculture and forestry, mining and metals and petrochemicals.

Steel and associated manufacturing remains one of the province’s strong suits and Mpumalanga has rich and varied mineral resources and fertile soil that support diverse farming operations, agro-processing and forestry. The province also hosts large companies in the manufacturing sector such as Middelburg Ferrochrome and the MMC.

The province’s rich agricultural produce is used by companies such as McCain, Nestlé and PepsiCo and there are also pulp and paper plants (Sappi and Mondi). York Timbers and SAFCOL are other forestry companies and the sugar mills and refinery of RCL Foods (formerly TSB Sugar) along with fertilizer facilities and textile manufacturing concerns are all contributors to the provincial economy.

The southern half of the eastern limb of the platinum-rich Bushveld Igneous Complex runs south towards the towns of Lydenburg and Machadodorp. Deposits of chromite, magnetite and vanadium in this area are the basis of the ferro-alloy complex in Witbank-Middelburg and Lydenburg.

The town of eMalahleni is the centre of the coal industry. Other minerals found in the province include gold, platinum group minerals, chromite, zinc, cobalt, copper, iron and manganese. Middelburg is home to Columbus Stainless, South Africa’s only producer of stainless steel, and several big engineering works. It is about 130km from Pretoria and less than three hours’ drive from the Malelane Gate of the Kruger National Park.

The Kruger National Park remains the province’s most-visited asset but the decision by UNESCO to afford World Heritage Site status to the Makhonjwa Mountains near Barberton will boost geological tourism to the province and supports the efforts of the province to diversify its offerings.

Outdoor recreation is an Mpumalanga speciality. Photo: MTPA

Major projects to improve tourist experiences are underway at the Graskop Gorge (where a transparent lift takes tourists into the depths of the gorge), a Skywalk is to be built at God’s Window and a cable car is planned. (Find out more)

The international body’s decision has also had the effect of expanding the curriculum at the University of Mpumalanga. On the basis of the UNESCO ruling, UMP has a new offering in geology as part of a BSc degree. 

Mpumalanga Business 2025/26 edition

Read on and explore the 2025/26 edition of Mpumalanga Business, the premium business and investment guide to Mpumalanga Province:

From tariffs to trust: rethinking cost recovery in pro-poor water services

Opinion piece by Ramateu Monyokolo, Chairperson of the Rand Water Board and Chairperson of the Association of Water and Sanitation Institutions of South Africa

Water is considered a strategic national resource and is recognised as a constitutional right in South Africa. Nevertheless, the industry is experiencing a significant downturn. South Africa’s municipalities are drowning in debt. Non-revenue water averages 47% and consumer trust in public service delivery is eroding. Billions are owed to water boards, and the culture of non-payment continues to erode the foundations of water service delivery. At the heart of this challenge lies a critical policy tension: how to ensure sustainable cost recovery while protecting the poorest from exclusion.

The governance of South Africa’s water sector is distributed across various levels of government, with regulatory responsibilities shared among the Department of Water and Sanitation, municipalities, provincial departments, and the treasury. This results in overextension, disparities, and variations in standards enforcement. The current Water Services Authority (WSA) model allows politically governed municipalities to act as service providers, blurring lines of accountability.

Ramateu Monyokolo

As chairperson of the Association of Water and Sanitation Institutions of South Africa (AWSISA), I believe these challenges point to the absence of a strong, independent regulatory framework that enforces standards, regulates tariffs, and protects consumers and service providers. Regulatory independence is a foundational prerequisite for restoring South Africa’s water governance. Establishing an autonomous water and sanitation regulatory body in South Africa is imperative.

The unsustainable status quo

Municipal debt to water boards in South Africa has soared past R28-billion. Many residential and institutional water users either cannot or will not pay municipalities. The current system penalises honest payers, undermines service reliability and traps municipalities in a fiscal death spiral. Despite the constitutional obligation to provide basic water services, the financial underpinnings of this mandate are collapsing in the hands of municipalities.

Non-payment is often symptomatic of poor-quality services delivered by municipalities, eroding public trust. The trust deficit between citizens and local government is amplified by frequent service interruptions, billing disputes and a perception that payments do not result in improvements. Fraud, corruption and the presence of underqualified municipal officials only deepen this divide.

Trust is the cornerstone of any sustainable payment regime.

Additionally, municipalities receive various infrastructure grants from the national treasury to maintain and expand infrastructure in anticipation of population growth. However, billions of rand are returned to the fiscus annually due to municipalities’ failure to implement these grants effectively. This inefficiency feeds a broader narrative of mistrust, both in grant allocation and service delivery.

Cross-subsidisation and targeted subsidies

One approach has been to implement indigency policies and lifeline tariffs. While the principle of cross-subsidisation, which involves charging higher-income users more to support low-income consumers, is theoretically sound, its execution often lacks effectiveness. Targeted subsidies often suffer from misallocation due to outdated databases, political interference or administrative inefficiencies.

A reformed approach requires credible indigency registers, geospatial targeting and institutional insulation from political interference. Crucially, the indigent register ensures equitable delivery and enables the national treasury to allocate evidence-based, equitable shares and other grants to municipalities.

Behavioural economics and tariff design

Traditional tariff structures often assume rational economic behaviour, but trust and perceived fairness drive willingness to pay. Insights from behavioural economics suggest that simple, transparent pricing and visible service improvements incentivise better payment behaviour.

Several countries with comparable developmental contexts have established independent regulators. Examples include the National Water Supply and Sanitation Council (NWASCO) in Zambia, which uses licensing administration and performance reporting to enhance efficiency, the Entidade Reguladora dos Serviços de Águas e Resíduos (ERSAR) in Portugal, which monitors quality, pricing, and planning within a transparent and consultative framework, and the Water Services Regulation Authority (Ofwat) in the UK, known for its approach to tariff review.

In Kenya’s Embu County, pre-paid meters and community scorecards have improved cost recovery and user satisfaction. Brazil’s Sanear Programme embedded social norms and service visibility into its tariff strategy, yielding higher collection rates in low-income areas.

Photo: Jeff Ackley from Unsplash

Inclusive, participatory cost models

Trust is the cornerstone of any sustainable payment regime. Community engagement – through participatory budgeting, water forums and user committees – can help co-design cost models that communities believe in. In eThekwini, South Africa’s early success with pro-poor water delivery was driven by transparent communication, credible enforcement and ongoing dialogue with community structures. Rebuilding trust will require political will and consistent institutional behaviour.

Regulating the tariff value chain

There is a lack of consistent and transparent oversight regarding tariff setting across the entire water value chain. The Department of Water and Sanitation (DWS) sets its own tariffs without any external regulatory oversight. In contrast, water boards adhere to an extensive consultative process that involves municipalities, the South African Local Government Association (SALGA), National Treasury, and DWS.

Rebuilding trust will require political will and consistent institutional behaviour.

Municipalities determine their tariffs independently, lacking oversight or regulatory standards. The national parliament’s role in tariff determination is ambiguous due to the absence of a guiding legal framework. This fragmented system leads to inconsistent pricing, institutional mistrust and inefficient service delivery. Additionally, unilateral high tariff increases by municipalities, without oversight or justification, often conceal underlying inefficiencies and fragmented capacity gaps.

Groundwater solutions for informal settlements

Infrastructure and service challenges are especially severe in informal and low-income peri-urban areas. One of the most immediate solutions is to expand groundwater access through boreholes and related technologies. These interventions reduce the need for costly infrastructure investments and can deliver potable water without the traditional systems’ heavy purification and distribution costs.

Tariffs in these areas can also be lower, reflecting the reduced operational burden and promoting affordability. Addressing the needs of informal settlements with innovative, cost-effective solutions will be critical to closing the trust deficit and extending dignified water access to all.

From tariffs to trust

Reforming cost recovery in water services to serve impoverished communities is not solely a technical or financial task but a crucial governance requirement. A trust-based, equity-sensitive approach that integrates behavioural insights, community voices, targeted support and regulatory consistency is more likely to yield sustainable outcomes.

The time has come to move from punitive enforcement toward participatory partnership. AWSISA will continue advocating for regulatory frameworks and funding models that advance equity and sustainability.

Ensuring equitable access to water and decent sanitation requires a paradigm shift in the delivery model.

The case for an independent regulator becomes even more urgent when seen through the lens of cost recovery: predictable policy, credible enforcement and institutional fairness are vital to restore trust in the water sector. An independent regulator would provide technical continuity and depoliticised oversight, ensuring a consistent application of water laws and performance standards.

Ensuring equitable access to water and decent sanitation requires a paradigm shift in the delivery model. Water governance in South Africa demands a shift from decentralised discretion to institutional integrity. AWSISA proposes a partnership between municipalities, water boards, and the private sector through a special purpose vehicle (SPV). This aims to establish future utilities, ensuring water security.

Read more about AWSISA in Issue 90 of Service magazine:

Turning South Africa into a construction site: growing the economy and creating jobs

South Africa is known to have great plans, but often lacks the follow-through required. Today, we are bringing an end to that reputation. Today, we are taking a concrete step to show people that they can judge our progress not through our words, but through our actions.

It is an all-too-common story that in South African towns and cities, infrastructure projects lay abandoned and half complete. In too many places, infrastructure is in a state of decay, with water and electricity interruptions a daily reality. Infrastructure budgets and grants remain unspent, while poor planning leads to dysfunctional buildings. And the state has proven itself unable to complete projects on time and within budget.

Global research has shown that where infrastructure spending is increased by 1% of GDP, the economy grows by an additional 1.5%. And in an environment such as South Africa, where we have battled near stagnant economic growth and unacceptable high levels of unemployment, that economic growth is what we desperately need. Because a growing economy is the essential ingredient for job creation. Additionally, the success or failure of infrastructure in our towns and cities holds the key to our economic growth and job creation projects.

When trains fail, water pipes burst or roads are closed, it is our economy that suffers leading to unnecessary job losses. The City of Johannesburg knows this all too well. This is why the Government of National Unity has made it its number one priority to grow the economy and to create jobs.

The complexity of our infrastructure challenges demands a united front.

In the nine months since I have been in office, we have worked tirelessly to reform the Department of Public Works and Infrastructure to become the economic delivery unit. It remains my goal to turn the Department into a highly effective vehicle which can drive our infrastructure agenda. And, indeed, we are turning a new leaf in the Department after many years of neglect and decay.

The Department is becoming a serious player in achieving South Africa’s developmental goals. Over the past few months, we have strengthened the Department through the filling of key vacancies and introduction of a new accountability mechanism. This year, we also launched a skills audit within the Department to ensure we have the skills necessary to execute our mandate.

During the second meeting of the Minister and Members of the Executive Council (MINMEC) responsible for Public Works and Infrastructure from across the country, we also learned of the slow pace of delisting of non-performing or corruption-accused suppliers. Only one company has been delisted from supplying to the Department since 2002.

This is unacceptable and needs to be urgently addressed if we want to reverse the culture of impunity. This is why we have started working to reform our blacklisting policy which will ensure that contractors who underperform or engage in unethical practices will no longer have the privilege of working on public projects.

…we have started working to reform our blacklisting policy which will ensure that contractors who underperform or engage in unethical practices will no longer have the privilege of working on public projects.

The Construction Industry Development Board has also been tasked to get ahead of underperforming contractors and blacklist them without delay, and to ensure that they are unable to gain any tenders from any sphere or entity of the State. Within the months ahead, the pace at which companies are delisted should be rapidly increased, with over 40 companies facing blacklisting.

We are transforming Infrastructure South Africa (ISA) into the central point for all major infrastructure projects in South Africa. The conclusion of the first bid window for project preparation valued at R180-million attracted 220 bids valued at R1.23-trillion. It is thus clear that South Africa does not have an infrastructure pipeline problem. At the 2025 Sustainable Infrastructure Development Symposium, we look forward to announcing the winning bids for this window (see more about the Symposium here).

ISA is leading an innovative pilot project at four municipalities, through the “adopt-a-municipality” programme, where ISA will play a greater role in planning, execution and delivery of projects in these test cases. This will help directly address the poor infrastructure delivery we see on a local government level. We all know that it is at the local government level where public infrastructure failures are felt first-hand.

To improve our infrastructure delivery, the Council for the Built Environment (CBE) has a major role to play. CBE, under the leadership of Dr Msizi Myeza, has proven itself more than capable of helping professionalise the industry to ensure that projects are delivered on time and within budget.

One of the key areas the CBE can help to improve the state’s functioning is with the Infrastructure Audit Programme. The programme represents a game-changer for the Department of Public Works and Infrastructure to ensure that there is always compliance and optimal resource utilisation.

Over the years, the state has become overly reliant on external consultants. Many government agencies depend heavily on external expertise, which has led to high costs and inefficiencies. While consultants play a role, it is imperative that we build internal capacity within the Department and our entities to reduce this reliance and ensure sustainable project delivery.

The Infrastructure Audit Programme

To address these challenges, we are launching the Infrastructure Audit Programme. This is a strategic initiative that will help strengthen internal auditing capacity within the Department and our Property Management Trading Entity.

The primary objectives of the Infrastructure Audit Programme are to:
  • Ensure compliance, risk mitigation and optimal resource utilisation.
  • Address gaps in project execution, including planning, design and procurement.
  • Align our efforts with the National Development Plan to ensure that infrastructure investments contribute to economic growth and job creation.
  • This programme will introduce built environment professionals into the auditing process, providing technical expertise in key disciplines such as construction management, quantity surveying, engineering and property valuation.

The first phase of implementation, which began in 2024, has already deployed 15 practitioners – a dynamic mix of graduates and registered professionals – who are now actively working on high-risk areas such as immovable asset management, lease agreements and facilities maintenance.

Public Works and Infrastructure Minister Dean Macpherson

By developing internal capacity, we create jobs for young professionals and reduce reliance on external consultants, strengthening infrastructure delivery while empowering our people.

The success of this initiative depends on collaboration between government entities, professional councils and the private sector. We must work together to strengthen governance frameworks, share best practices and innovate in infrastructure project monitoring and reporting.

To truly redefine public works, we must embrace a new approach – one that sees collaborative partnerships between the public and private sectors as central to our success. There’s no-one quite like the private sector to lead the charge on new interventions with infrastructure delivery. We know that the government cannot do it alone.

To truly redefine public works, we must embrace a new approach – one that sees collaborative partnerships between the public and private sectors as central to our success.

The complexity of our infrastructure challenges demands a united front, where capability, innovation and accountability are shared. Together, we can turn South Africa into a construction site – a place where every infrastructure project lays the foundation for future growth and opportunity.

Together, we can build South Africa.

A multi-layered approach to workplace-space development

Retail Fitout Project
How did the company come into being?

We are a story of four paths converging into one. Titan Reins harnesses the heart, vision and expertise of our four founding members, who collectively provide over 53 years of combined industry experience, spanning Europe, the Middle East and Sub-Saharan Africa (EMEA). Having met while collaborating on a flagship development project in Southern Africa, a complementary rapport and mutual respect slowly emerged among our founders. Akin to the beginnings of many noteworthy partnerships of times gone by, Titan Reins was conceived over a hearty meal. Titan Reins was registered in 2019 but officially started operating in July 2022, soon after the Covid-19 pandemic.

Corporate Fitout Project

Workspaces are a rich microcosm of human life. These are the environments where people meet and collaborate, where people are nurtured, developed and ultimately build friendships and their lives. Effective workspaces offer an essential enhancing of the human endeavour. This is why we take the multi-layered approach to workplace-space development seriously.

To provide our clients with the upfront development expertise that offers them simplicity and clarity they would require throughout the real estate negotiations and the development process from the inception to finish. This translates to the right deal in the right place, with a reduced first cost and operating cost.

We can do this because we consult, design and build with a view of maintenance, flexibility and sustainability to provide effective design tailored for the client business as the workplace strategists and RE&F Project Managers.

Please explain RE&F?

RE stands for Real Estate and F refers to Facility. Areas of responsibility for the Facilities team include building-maintenance activities including fire and intruder alarms, cleaning, security, catering, building layouts, fit-outs, internal office moves and environmental health and safety management (EHS).

The Facilities team strives to ensure that all areas of the facility are maintained to a high standard, that regular and detailed inspections are completed to ensure problem areas are identified and that issues are rectified.

Please explain the company name.

Titan Reins is made up of four Titans with over 53 years of experience within Real Estate, Build and Facilities management, all of whom have delivered projects within the EMEA region. As a new business we needed to make sure that we take full control of driving this business to penetrate the SSA region. And our constant prayer is that God leads this journey for us and continues to guide us in terms of implementing strategies that would grow the business.

Morena Rakometsi, Titan Reins CEO
Your background and education is very diverse: how did you come down on property?

I was introduced into Real Estate and facilities management when I joined Oracle corporation in November 2009, coming from a teaching and manufacturing background. I enjoyed the space so much that I never looked back.

I worked as a Building Engineer (Technical Manager) and was eventually promoted to Real Estate & Facilities Project Manager for Sub-Saharan Africa region. I was part of the EMEA region but my focus of delivery was within the SSA region. I worked in a virtual and traditional environment to deliver construction projects within the SSA region.

It was a complex environment. My manager was sitting in Scotland, the project sponsors (EMEA Senior Director and the EMEA VP) were based in Reading, England, my project coordinator was located in Rocklin, California, the contracts team were sitting between Reading and Romania, and finally the payment team was in India. As built professional I would engage leaders across the region, with CEOs, directors, general managers, programme managers and country leaders.

I was dealing with executives from different organisations and companies and communicating internally as well. The projects I worked on ranged from development, relocation, consolidation, expansion or downsizing and fit-out, down to office moves, space assignment, change management and operations.

Where did you find time to garner all the educational qualifications that you have? Has the range of your educational attainments helped you in your career?

To be where I am today, I had to work extremely hard on my strategies, look into creative approaches to matters and on my leadership skills and leadership style so that I can keep my dreams alive. I had to work hard every day, in the aeroplane, in hotels and at home. I worked for a good number of years and immersed myself into my studies and my work because I understood the importance of making sacrifices and I knew what was lying ahead. I demonstrated resilience and I knew something would emerge from these sacrifices.

As learner, a tactician, an analyst, a strategist, I am courageous and I possess a strong internal drive. I have noticed over the years that I have the ability to scan the external environment for better decision-making for personal gain and organisational gain.

The foundation of my values are based on the following:

  • Independence
  • Being proactive
  • Perseverance
  • Resilience
  • Determination
  • Ability to scan environments
How does Titan Reins differentiate itself from other property management companies?

We are the Tenant Lead Professional Consultants throughout the SSA region. We partner with the tenant to teach some fundamentals related to property and to curb unnecessary capex escalations. We provide our clients with upfront development expertise that offers them simplicity and clarity they would require throughout the real-estate negotiations and the development process from the inception to finish. This translates to the right deal in the right place, reduced first cost and operating cost.

Do other members of staff have suitable qualifications?

Yes, we have two architects and two project managers with qualifications up to Master’s.

The company LinkedIn page gives your offerings as: Real Estate, Architecture, Project Management and Facilities Management. Is the South African economy trending in a certain way that you are finding more work in one of these sectors than in others?

A lot of employers are asking their members/employees to come back into the office. However, the approach needs to be improved in terms of real-estate optimisations. This is where Titan Reins comes in – to help employers determine the right-sized space for their needs.

Contact details:
  • Email: info@titanreins.com
  • Tel: 0829098318
  • Instagram: @titanreins_

12th Annual Environmental Crimes Conference

Intelligence Transfer Centre invites you to participate in the the 12th Annual Environmental Crimes Conference on the 23rd and 24th July 2025 at the CSIR Convention Centre in Pretoria. This pivotal event will bring together conservationists, forensic experts, legal professionals, and policymakers to tackle pressing environmental challenges that endanger both sustainability and human wellbeing.

Some of the pertinent discussion topics include:
  • Land Owners Responsibility in relation to the legal framework for environmental governance under the National Environmental Management Act (NEMBA) and Alien and Invasive Species (AIS) Regulations.
  • Directors’ Duties and Liability for Environmental Non-compliance Under South African Law.
  • Uzani v BP: The challenges to privately prosecuting corporate environmental offenders in South Africa.
  • Judicial oversight of waste water treatment and sewage spills: An environmental crimes perspective.
  • Discussing the harmful environmental impacts of air quality with specific focus on the South of Durban.
  • The utility of the criminal sanction for environmental law transgressions in South Africa with keen focus on the ‘brown’ sector.

Why you should attend:

  • Environmental crimes can have severe legal and financial consequences. Directors have a responsibility to understand how these crimes are detected, investigated, and prosecuted.
  • Environmental regulations are constantly evolving, especially in light of climate change and sustainability pressures. The conferences will offer insights into: New laws and enforcement trends, The direction of environmental policies, and real-life case studies and enforcement actions.
  • Keep updated with growing stakeholder expectation that directors and boards take Environmental, Social, and Governance seriously.
    Being informed and proactive of environmental crime ensures your company avoids penalties and assists in deliberating strategies for a competitive advantage.

Stay ahead of risk and understand value of attending the 12th Annual Environmental Crimes Conference: As directors, compliance officers and conservationists our role is not only to ensure our organization’s profitability and growth, but also its integrity, compliance, and long-term sustainability. Environmental crimes are a growing area of regulatory focus, legal liability, and reputational risk. More than just legal exposure, environmental misconduct can damage investor trust, brand reputation, and operational continuity.

Attending the 12th Annual Environmental Crimes Conference will ensure we lead from the front in understanding and ensuring environmental sustainability rather than reacting to it.

To register or sponsor this impactful sustainability-driven event, contact Marcus on Marcus@intelligencetransferc.co.za or call +27 (0) 11-326-2501

We look forward to seeing you there!

Air Products, Valterra Platinum and Toyota’s hydrogen mobility ecosystem generate interest at Green Hydrogen Summit

The ecosystem partners at the Green Hydrogen Summit in Cape Town. L – R: Anton Smalberger (Toyota), Fahmida Smith (Valterra Platinum), Arthi Govender (Air Products), Charles Dos Santos (Air Products) and Dumisa Gina (Air Products).

Air Products, in partnership with Valterra Platinum and Toyota, highlighted the potential of sustainable green hydrogen mobility projects in South Africa by displaying a mobility ecosystem at the Green Hydrogen Summit in Cape Town last week.

The key partners within the ecosystem each plays a crucial role – Air Products produces, distributes and supplies the hydrogen and refuelling technology and Valterra Platinum’s products are used as catalysts in fuel cells which is an important aspect for Toyota’ fuel cell elective vehicles (FCEV).

At the opening of the event, both President Cyril Ramaphosa and the Minister of Electricity and Energy Kgosientsho Ramakgopa, highlighted the future opportunities of green hydrogen in South Africa, as well as on the African continent. Minister Ramakgopa visited the stand and was fascinated by the display and explanation by Air Products MD Charles Dos Santos on how the ecosystem works, and particularly the technology used for the refuelling of vehicles.

The content shared during the panel discussions was extremely insightful and topical and ranged from skills to investment opportunities, to strategies and policies on green hydrogen in Southern Africa, as well as Africa. Globally, Air Products is a leader in green hydrogen and to this end, Charles Dos Santos provided valuable insight on efficient and sustainable logistics for green hydrogen.

According to Dos Santos, South Africa has the resources, skills and ability to become a leader in the green hydrogen economy globally. However, he highlights the importance of the government and private sector to join forces and grow this green economy at our own pace and with the resources available in such a way that it is sustainable for investors.

For more information, visit https://airproducts.co.za/

Appointing more women to take up C-Suites and diverse roles in mining

Year on year Pinpoint Stewards profiles women in SA mining from junior- middle- to executive positions. This is imperative to demonstrate that while in the past, women were mainly appointed in administrative roles this is slowly changing but, more can be done to include women in c-suites positions and more diverse roles moving forward in changing current statistics.

Ankia Roux, co-owner, Pinpoint Stewards says: “The diversity of women in mining can be seen in the line-up of selected speakers and this is encouraging. At past conferences, women voiced that they are eager to step into leadership positions but sometimes lack confidence or sound mentorship opportunities. The conference has seen women walk away committed to overcome their individual challenges, whether it’s a skills gaps or just a mind-shift. More women are taking control of their careers, by confronting whatever is holding them back in reaching that next level.”

She added: “Although the conference is called Women and Leadership in Mining, male leadership is welcome. Top male leaders have been invited over the years and this year we will have our first male industry speakers, Dr Bogosi Moagi, Executive Group Health Services, IMPLATS.”

The influential line-up of speakers include:

Nakedi Leah Memela

Nakedi Leah Memela, Principal Engineer: Asset Management, Seriti, will present on managing assets, time and your career while influencing positive change in the place of work. She holds an Honours BSc in Electrical Engineering with University of the Witwatersrand, Electrical Government Certificate of Competency for Mines and Works Completed Management Excellence and a General Management Programme with Gordon Institute of Business Sciences.

Lufuno Mbedzi

Lufuno Mbedzi, Project Manager, Valterra Platinum Mine will pinpoint, where to start in entering the mineral value chain.  Sharing tips on quipping women with bankable business plans, access to funding, clear market entry options and information to business skills.  Lufuno believes in changing  consistently to remain relevant in a dynamic environment.

Bontle Mtshengu, GM Mining Aftermarket Support, Cummins South Africa will tackle, transforming the culture of women and men in coexisting and embracing change.

Bontle Mtshengu

Bontle is a Mechanical Engineer by profession and senior leader with over 23 years in mining. She holds a Government Certificate of Competency (GCC) mines and currently pursuing a MBA.

Marcia Mashigwane, Mine Geologist – Magnetite Projects, Foskor will spotlight, how to help other women rise – regardless of their background. Marcia’s accolades included: leading two geological audits, ensuring compliance and improving data integrity for better decision-making.

Marcia Mashigwane

Developed a geological project enhancing mine planning through improved data accuracy and efficiency. Advocated for extended maternity leave (3 to 4 months), resulting in a more inclusive workplace.

Maleka Mohulatsi, Senior Project Manager, Wood, will be addressing, mapping your career path. Maleka’s accomplishments include delivered complex conceptual, pre-feasibility, and feasibility studies across diamond and platinum sectors, with capital values ranging from hundreds of millions to several billion Rands.

Maleka Mohulatsi

Appointed as the first female Section Engineer at a major ore processing plant, where she led multidisciplinary teams, and successfully executed the operation’s first 24-hour annual plant shutdown. SME Development for the inclusion and development of small to medium-sized enterprises on various projects, contributing to the advancement of local procurement objectives.

Other notable speakers include: Nosipho Damasane, Chair, RBCT, Dr Urishanie Govender, Chief Sustainability Officer, HARMONY GOLD MINING COMPANY LTD; Babsie Crane, VP: Chrome and Base Metals, SIBANYE STILLWATER; Nkanyezi Luthuli; Group Procurement Team Lead, GLENCORE OPERATIONS SA, Ferroalloys Division; Kutlwano Takadi, Head: Transformation, Regulatory & WIM KUMBA IRON ORE; Dr Gustav Gous, Certified Speaking Professional & Leadership Coach, Dr Annamare Wolmarans, Founder, ATLEGA INSTITUTE, and Mark Grobbelaar, Founder, INpowered.

To be part of the solution, (in closing the gap), Pinpoint Stewards each year invites 10 post-graduate students to attend the conference to find a mentor, job shadowing opportunity, or career in mining. With support from Women Empowerment Partners such as WOOD, more women are included and the organisers are also able to donate a percentage of profits to one of their beneficiaries – view online at www.pinpointstewards.co.za

How to participate: Registrations are open! Contact info@pinpointstwards.co.za or register online www.pinpointstewards.co.za

 

Coca-Cola Beverages South Africa empowers suppliers with business school education

Forty-two Coca-Cola Beverages South Africa (CCBSA) suppliers will be upskilled at Henley Business School as part of the company’s 2025 Supplier Development Programme.

Now in its third year, CCBSA’s Supplier Development Programme is designed to strengthen the capabilities of black-owned and black-women-owned businesses. The Henley academic programmes cover core modules such as Systemic Management Practice, Innovative Wealth Creation, Managing Value Streams, and Synthesis and Integration.

“We aim to equip entrepreneurs within CCBSA’s value chain with vital business and leadership skills to develop and increase resilience, strong leadership and business acumen ad drive profitable growth. Ultimately, when their businesses thrive, they are able to contribute meaningfully towards job creation,” said Busi Thusi, Head of Procurement at CCBSA.

The candidates are split across two streams – the Postgraduate Diploma in Management Practice and the Advanced Diploma in Management.

“The key to stimulating economic growth lies in empowering small, micro and medium-sized enterprises to get them out of the margins of economic activity and enable them to be really successful in the mainstream economy.”

“This initiative enables small businesses to scale up, diversify their client base, and increase their revenue,” said Jon Foster-Pedley, Dean & Director at Henley Business School. “Our goal is to build business leaders who are not only commercially astute but are also committed to creating employment and sustainable livelihoods.”

Feedback from previous candidates has been overwhelmingly positive, with participants already seeing tangible improvements in their business operations, such as expanding their offerings, hiring new staff, and entering new markets.

“By its very nature, entrepreneurship is not easy and entrepreneurs often take great personal risks. As CCBSA and industry broadly, we must continue to support these visionaries through robust training, coaching, and access to opportunities. This programme is not only about strengthening our supply chain – but rather, it’s about making a meaningful contribution to our country’s socio-economic development,” said Thusi.

Branding vs. marketing: Why knowing the difference could be the key to sustainable business growth

In a world where attention spans are short and digital content is everywhere, businesses are under increasing pressure to communicate clearly and connect meaningfully. Yet one of the most common misunderstandings among growing organisations and purpose-led enterprises lies in confusing branding with marketing.

According to Get Published, an established Cape Town-based PR agency that works closely with small businesses, NGOs and social enterprises, this confusion can lead to short-term wins but long-term challenges. Understanding the distinction between branding and marketing and how they work together is vital for building not just visibility, but credibility and loyalty.

Branding: The foundation of trust and identity

Branding goes beyond design, logos, or slogans. It’s the perception people have of your organisation shaped by what you stand for, how you communicate, and the emotional connections you create over time. It’s a long-term, strategic process that defines who you are and why you matter.

“Your brand is your promise to your audience,” says Nadia Hearn, founder of Get Published. “It’s what people say about you when you’re not in the room. If you want to build something meaningful that lasts, branding is where it starts.”

While branding can often feel intangible, its role is deeply practical. A strong brand provides internal clarity and external consistency. It helps teams make decisions aligned with values, and it enables audiences to form emotional ties that go far beyond products or services.

Marketing: Driving awareness and action

Marketing, on the other hand, is the execution—how an organisation promotes its offerings and engages with its audience in real time. Whether through digital campaigns, email newsletters, press coverage or paid media, marketing’s role is to generate interest, drive conversions, and keep the business visible and relevant.

“Marketing is where you show up,” says Hearn. “It’s responsive and ever-changing. It helps you meet your audience where they are, but without a strong brand behind it, the message can become diluted or forgettable.”

Marketing strategies often shift based on trends, campaign goals or platform algorithms. Branding, by contrast, is slower to change—anchored in the long-term purpose and personality of the organisation.

Side-by-side strategic overview
BrandingMarketing
Defines who you are
Promotes what you do
Long-term and strategicShort to mid-term and tactical
Creates emotional connectionDrives visibility and engagement
Evolves slowlyResponds quickly to trends
Builds loyalty and trustDelivers measurable outcomes

When strategy meets storytelling

The most successful organisations understand that branding and marketing are not opposing forces they’re complementary. Marketing might drive someone to click on your ad, but branding is the reason they stick around. Branding inspires word-of-mouth, repeat engagement, and lasting advocacy.

This is especially true for organisations working to make a positive impact. Purpose-driven enterprises are held to a higher standard they must demonstrate integrity, authenticity and clarity. Consistent branding helps meet those expectations, while thoughtful marketing ensures the message is heard.

This strategic balance should be at the core of every campaign. “Our work starts with purpose,” says Hearn. “If we understand the values behind a brand, we can help them communicate with impact—whether through media relations, digital content or community engagement.”

The takeaway

For business owners and key management who want more than quick wins, understanding the difference between branding and marketing isn’t just helpful – it’s essential. Marketing gets your message out. Branding ensures that message is meaningful, memorable and aligned with your values.

As audiences become more discerning, authenticity becomes your most valuable asset. Investing in both branding and marketing – thoughtfully and strategically is what separates noise from resonance, and followers from advocates. 

For more PR and marketing communications insights sign-up for the Get Published newsletter at www.get-published.co.za or follow Nadia Hearn https://www.linkedin.com/in/nadiahearn. 

Showcasing Bellville’s urban innovation at 2025 IDA World Towns Leadership Summit

Warren Hewitt, CEO of the Greater Tygerberg Partnership addresses attendees.

Bellville, Cape Town’s second-largest business node, proudly stepped into the global spotlight as the Greater Tygerberg Partnership (GTP) recently co-hosted the 2025 International Downtown Association (IDA) World Towns Leadership Summit. Alongside the Central City Improvement District (CCID) and other partners, GTP welcomed international urban experts to Cape Town – and to Bellville specifically – for a collaborative, solutions-focused gathering on the future of our urban spaces.

The summit, themed The Value of Downtowns and City Centres in a Changing World, brought together urban specialists, public-private partnership leaders, and place-makers from across the globe. The event sparked bold conversations and established global connections aimed at improving communities through innovative, people-first urban development.

“Bellville is a dynamic and densely populated area facing its own set of challenges, but ones that mirror what many downtowns experience globally,” said Warren Hewitt, CEO of the Greater Tygerberg Partnership. “We were thrilled to give our international peers a glimpse into the realities and opportunities here. We hope they left not just with insights from our work in Bellville, like our waste centre and public realm innovations, but also with a sense of the unique energy and possibility that exists here. We love hosting and are excited to continue building connections that shape lasting change.”

David Downey, President and CEO of the International Downtown Association.

According to David Downey, President and CEO of the International Downtown Association, the summit marked a powerful moment of global exchange and the start of a new, collective vision for the future of cities.

“This gathering allowed our international peers to explore how urban challenges are being addressed in diverse contexts, including right here in Bellville. We saw how GTP is tackling issues like homelessness, workforce development, and the maintenance of public spaces in a way that aligns with global best practice while remaining deeply rooted in local needs. These are exactly the kinds of collaborations our industry needs, where the public and private sectors work hand-in-hand to shape inclusive, thriving communities,” Downey said.

As part of the summit, GTP hosted an interactive Design Thinking Workshop in Bellville, a key session that sparked critical dialogue around the complex challenges facing urban centres around the world. The workshop created a space for shared learning, where delegates exchanged insights, co-created solutions, and explored how placemaking can be used to address local and global challenges, from managing waste and informal economies to strengthening community pride and cohesion.

Leading Through Partnership

Executive Mayor of Cape Town, Geordin Hill-Lewis.

For the GTP, co-hosting the IDA Summit wasn’t just an opportunity to showcase Bellville but an affirmation of their overall unique approach to urban transformation. As the go-to, trusted, and connected urban specialist, GTP’s work is deeply embedded in community co-creation, place-led solutions, and evidence-based innovation. Through area promotion, economic revitalisation, and environmental regeneration, GTP creates restored neighbourhoods people can call home.

“Our work at GTP is grounded in the belief that places grow when people do,” added Hewitt. “That’s why we focus on partnerships that turn conversations into action. Whether it’s upskilling youth, supporting local entrepreneurs, or rethinking public spaces, we work alongside communities to co-create solutions – building a renewed sense of belonging and creating better places people are proud of.”

As the go-to, trusted, and connected urban specialist, GTP’s work is deeply embedded in community co-creation, place-led solutions, and evidence-based innovation. Through area promotion, economic revitalisation, and environmental regeneration, GTP creates restored neighbourhoods’ people can call home.

As the summit concluded with momentum and shared purpose, Bellville stood not only as a host city but as an urban laboratory, offering practical examples of how place-based innovation, when done with and for the community, can spark hope, unlock opportunity, and shape lasting change.

For more information visit www.gtp.org.za.

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