Opportunity Issue 112

www.opportunityonline.co.za FEBRUARY/MARCH/APRIL 2025 • ISSUE 112
TARIFFS MUST MAKE
BUSINESS SENSE
SAIPPA is tracking
how tariffs affect the
renewable energy sector
BUSINESS CONFIDENCE
GAINING TRACTION
SACCI’S Business
Confidence Index shows best
improvement since Covid
SOUTH AFRICA'S ROLE
IN THE AGI REVOLUTION
DATA IS THE KEY TO SPEEDING
UP MINING INVESTMENT
The green transition urgently
needs critical minerals
STARLINK TO SOUTH AFRICA
An empowerment arrangement
could attract the tech giant
120 YEARS OF EXCELLENCE
IN HEALTHCARE COVER
A rich legacy and adaptability are the keys to Medihelp Medical Scheme
reaching this milestone, says VARSHA VALA, Principal Officer of Medihelp

Ensuring Energy Supply in
Mining and Related Sectors
Petroleum Agency South Africa explains why it is vital that South Africa
increases its onshore and offshore gas exploration activities.
South Africa’s mining industry continues to play a vital role
in our economy, heavily contributing to employment,
foreign exchange earnings and the GDP. According to
the Minerals Council South Africa’s Facts & Figures 2023,
South Africa's 2022 mineral production reached a new high of
R1.18-trillion, surpassing the R1.1-trillion mark recorded in 2021.
This was the first time the industry topped the trillion-rand mark
and directly contributed 7.53% to the economy.
By the end of March 2024, there was a 4.12% decline in mining
revenue and a projected decrease of 2.97 % by the end of 2024
(Directorate: Mineral Economics and Statistics, 2024). One of the
biggest factors identified to be negatively impacting the growth
of mining in South Africa is security of energy supply, i.e. power
cuts and inflated fuel costs. By Q2 of 2024, South Africa saw an
increase of more than 2 % power supply in real terms, but the
reduced performance in the mining industry indicates the impact
which these phases of unstable electricity generation had on
production outputs.
The country's ongoing energy dilemma has severely impacted
many strategic industries, particularly the high-energy-intensive
mining sector. Increased expenses in most mining operations have
been associated with unreliable power supply and high electricity
costs. Apart from the energy crisis, decarbonisation initiatives such
as the Carbon Border Adjustment Mechanism (CBAM) add to the
pressure and uncertainty for the future of most mining companies,
especially with trading ties to Europe. CBAM has finally reached
the transitional period where emissions reporting is mandated
without "financial adjustment" as of 1 October 2023. On 1 January
2026, the permanent CBAM system will go into effect, requiring
financial adjustments through the purchase of certificates (Carbon
Chain, 2024).
Natural gas has been identified as
one of the enablers for South Africa
Dr Mimi Mokoele, Shale Gas Project Manager at Petroleum Agency SA.
PASA's Board of Directors and technical experts at the Virginia Gas
Project site for monitoring and evaluation.
to attain energy sovereignty, therefore as South Africa’s upstream
oil and gas regulators, Petroleum Agency South Africa (PASA) is
on a mission to promote and increase exploration and production
activities of oil and natural gas. PASA is mandated according to the
Mineral and Petroleum Resources Development Act (MPRDA) to
provide effective and efficient regulation of onshore and offshore
upstream oil and gas activities in South Africa. Furthermore, the
agency has a vision to lead a diverse upstream petroleum industry
that can meaningfully contribute to the economic development
of the country.
South Africa is endowed with high potentials of natural gas
deposits found in both unconventional petroleum systems, ie
Shale Gas, Coal-Bed Methane (CBM) and Deep Biogenic Gas (DBG),
dominantly located onshore, and conventional petroleum systems,
ie Block 11B/12B offshore. Natural gas currently forms 3 % of South
Africa’s energy mix, with an expected increase to 14 % by 2030.
Majority of South Africa’s natural-gas demand is met through
imports from Mozambique via the ROMPCO pipeline supplying
to the following three largest consumers: industrial, domestic and
power generation.
Petroleum Agency SA records an estimate of more than 290
trillion cubic feet (Tcf) of gas resources, with over 81% of these
deposits located onshore (Figure 1). South Africa has several critical
gas exploration projects at various stages of development, with a
few onshore highlights being the Virginia Gas Project in Free State
Province, Kinetiko’s recent gas discovery in Amersfoort and Volkrus,
Mpumalanga Province and various initiatives by government to lift
the moratorium on shale gas developments in the Karoo Basin and
enable exploration activities of this estimated 200 Tcf of natural gas.

Offshore, South Africa has a discovery of 0.5 Tcf in the Ibhubesi
gas field on the West Coast, Orange Basin and 3.2 Tcf gas discovery
in Block 11B/12B. Considering that only 3.2 Tcf out of the estimated
10 Tcf of the entire Padavissie Prospect has been unlocked to date,
the full potential of Block 11B/12B presents an opportunity for
the construction of an entirely new gas-to-power capacity on the
South Coast.
The West Coast records an estimate of 22 Tcf natural gas,
which provides yet another opportunity to develop a GTP plant
as a baseload in the Northern Cape Province to supplement the
vast amount of new renewables being brought into the grid.
Furthermore, the gas has a potential to supply Eskom’s Ankerlig
OCGT peaking power plant on the West Coast. Increasing
our exploration efforts for gas as a country could change the
trajectory of our economy and improve growth in strategic
sectors such as mining.
An increase in the number
of licence applicants and
multiple-lead projects by
companies like Renergen
and Kinetiko also indicate
a growing interest in South
Africa's onshore gas exploration
efforts. Currently, onshore oil and gas
activities are classified under: 23 Technical
Compliance Permits (TCP), 29 Exploration Rights (ER) and one
Production Right (PR) by Renergen. Offshore upstream activities
are categorised into 16 Exploration Rights and 8 Production Rights
held by companies such as PetroSA, Sunbird Energy and PetroSA,
TotalEnergies and Eco Atlantic. Apart from Block 11B/12B, offshore
activities are led by Namibia's continuous oil and gas campaign
in its portion of the Orange Basin (26%), sparking more interest
in unlocking the South African side of the Orange Basin (74%).
It is important to approach everything from a value-chain
standpoint and heavily invest in developing well-functioning
infrastructure. The IRP 2023 recommends 8 596 MW of gas-topower
projects to come online in the next six years, whereas the
Petroleum Agency SA estimates over 290 Tcf of gas both onshore
and offshore (Figure 2). If a 1 000 MW baseload gas-to-power plant
can run on 1 Tcf of natural gas for a period of 20 years, an estimate
of 290 Tcf presents endless opportunities.
Figure 1. South Africa’s onshore and offshore gas potential.
The draft IRP 2023 emphasises the need and urgency for South
Africa to implement various energy solutions to supply rising
local demand. Although the goal is to have energy pathways that
are dominated by renewable and clean energy technologies to
deliver the desired outcome for decarbonising the power system,
the document also acknowledges the fact that these pathways
do not provide security of supply and they carry the highest cost
to implement. Access to reliable and affordable electricity also
requires the new energy systems to be crucially supported by
reliable energy sources such as natural gas as a baseload.
With gas forming such a low percentage of our current energy
mix and Mozambique being our main supplier, South Africa
should expand its gas consumption across various sectors to drive
economic transformation and industrialisation. In addition to the
IRP 2023, several legislations are in place to guarantee security
of supply and accelerate the development of upstream oil and
gas projects in South Africa, including the Upstream Petroleum
Resources Development Act (UPRDA, which was signed by
President Cyril Ramaphosa in October 2024) and the SANPC Bill.
Figure 2. Gas-to-power recommendations from the IRP 2023 Draft.
Source: www.energy.gov.za
Summary
With such high estimates of natural gas deposits, opportunities
are endless for the expansion of the gas industry in South Africa
through the development of new gas-to-power projects, gradual
conversion of old “coal power fleets” to “gas-fired power plants”,
conversion of the diesel-fuelled OCGT plants to natural gas,
industry supply and exports.
It is clear that South Africa possesses substantial quantities
of gas to support the country’s National Development Plans to
reindustrialise and drive economic transformation, while we
simultaneously address our climate change commitments by
reducing carbon emissions.

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Contents
ISSUE 112 | FEB/MAR/APRIL 2025
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18
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22
25
28
32
SACCI NEWS
SACCI welcomes 2025 and looks forward to a good year.
EMPOWERING SMMES
The Absa-SACCI Limpopo SMME Summit was held at the Euphoria Golf and Lifestyle Estate,
Limpopo, in September 2024.
120 YEARS OF EXCELLENCE IN HEALTH COVER
Medihelp Medical Scheme celebrates a major milestone.
TARIFFS NEED TO MAKE BUSINESS SENSE
Opportunity spoke to Thembani Marhanele, chair of the Tariffs and Wheeling Workgroup of the
South African Independent Power Producers Association (SAIPPA) on the importance of getting
tariffs levels right.
DEVELOPING A MARKET FOR BUYING ELECTRONS
The Chairman of SAIPPA, Brian Day, explains the concept of wheeling.
LEGAL REFORMS CAN UNLOCK SA’S WIND ENERGY FUTURE
Lena Chirwa, board member at the South African Wind Energy Association (SAWEA), explains
how important compliance is as the wind-energy market in South Africa matures.
POWERING UP: SOUTH AFRICA'S ROLE IN THE AGI REVOLUTION
By Mandy Hattingh, Legal Practitioner, NSDV.
18
22
36
20
DATA IS THE KEY TO SPEEDING UP MINING INVESTMENT
The world urgently needs to find more of the minerals needed to power electric vehicles and
the transition to a greener economy. Opportunity spoke with Kimmo Tiilikainen, the Director
General of GTK (Geological Survey of Finland).
28

SOUTH AFRICA AT THE MINING INDABA
3 - 6 February 2025
MINISTER MANTASHE
Promotion of Responsible
Mining Practices:
The DMRE has actively promoted responsible mining
to ensure the sustainable and efficient use of mineral
resources while minimizing environmental impacts.
It engages with stakeholders to enhance transparency,
accountability, and ethical practices in the mining sector.
TALKS WITH
Development of the South African
MR Mining TIM licensing MODISE
system.
The DMRE has made progress in implementing a
modernized Mining licensing system. This digital system
is designed to streamline the licensing process, improve
transparency, and provide accurate and accessible
information about mineral rights and licensing across
South Africa
C
M
Y
Establishment of the Junior
Mining Exploration Fund:
Record Safety Achievements in
Mining:
CM
MY
CY
CMY
K
In partnership with the Industrial Development
Corporation, the DMRE initiated a R400 million Junior
Mining Exploration Fund. This initiative aims to stimulate
investment and growth in the mining sector by
supporting qualifying enterprises in mineral exploration.
#InvestInSAMining
#InvestSA
Combating Illegal Mining:
The DMRE, in collaboration with law enforcement
agencies, has implemented operations like "Operation
Vala Mgodi" to tackle illegal mining activities.
These efforts have focused on closing illegal mining
shafts, confiscating illicit equipment, and enhancing the
regulation of the mining industry.
Through collaboration with industry stakeholders, the
DMRE has contributed to significant safety improvements
in mining, achieving record-low fatalities. For instance,
2024 saw a 24% reduction in mining fatalities, reflecting
the department's dedication to promoting safe work
environments.
Artisanal and Small-scale
mining Fund:
In February 2023 DMRE issued a call for applications
to Artisanal and Small Scale Mining Fund. Twenty
projects have been approved, Details
of which three are female
owned.
Wednesday, 03 March 2021
21:00pm
Channel: 412
#FaskenPDAC

Contents
ISSUE 112 | FEB/MAR/APRIL 2025
46
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55
56
58
61
WORK-INTEGRATED LEARNING PROGRAMMES
VuMore than 700 students and graduates will benefit from a grant issued by the National Skills
Fund to Resolution Circle.
STARLINK TO SOUTH AFRICA
Bruce Hunt, Managing Director at Transcend Capital, believes that an empowerment
arrangement could be the way to attract Starlink to South Africa.
EMPOWERING THE TOWNSHIP ECONOMY
Annelene Dippenaar, Chief Business Officer at Shop2Shop, reports on what needs to be done
to accelerate the transition to cashless transactions in South Africa’s townships.
FIVE BUSINESS-TRAVEL MYTHS
Rethink your next trip, writes Bonnie Smith, the General Manager of Corporate Traveller,
because common perceptions are often plain wrong.
TRUMP POLICIES MAY CAUSE AN INITIAL DOWNTURN
Citadel foresees continued sticky inflation, a strengthening dollar and strained global trade
relations as a result of Donald Trump’s “America First” protectionist policies.
ECONOMIC DATA
The latest economic data: SACCI Business Confidence Index (BCI) and Trade Conditions Survey
(TCS).
52
56
46
58

Celebrating 23 years of black excellence
MNS Attorneys is one of South Africa's leading black-owned law firms with wide-ranging expertise in the mining sector
Established 2002
Legal expertise in your corner
Mncedisi Ndlovu & Sedumedi Attorneys (MNS Attorneys) draws on more than 100 years of
combined experience to deliver innovative legal advice to our clients.
Our commitment is to provide
+ the best legal outcomes
+ unwavering focus on customer service
We approach complex legal challenges armed with a keen understanding of our clients’ needs and a determination to use our multi-sector legal
expertise to arrive at solutions that are in their best interests.
MNS Attorneys provides a full complement of legal support and advisory services to mining companies, including providing regulatory advice and
assistance with regards to exploration, prospecting and mining operations; completion and lodging of applications for mining rights, mining permits
and prospecting rights; drafting and lodging various applications with the Department of Mineral Resources and Energy; conducting legal and ESG
due diligence; providing advice on corporate governance and compliance; and drafting mining, construction and commercial agreements.
+ Excellent legal counsel in key areas of business and government.
+ Client base includes companies, financial institutions and government.
As a black-owned law firm, we hold true to the values of a democratic South Africa.
We strive to be the best and lay down foundations that can be built upon by the next generation of
black lawyers.
www.mnsattorneys.co.za

EDITOR'S NOTE
Is greening slowing?
COP29 has come and gone. While the annual international climate conference
invariably produces nail-biting drama (Will they sign? Will there be a walkout?),
the very fact that representatives from nearly 200 countries and countless NGOs
gather to deal with the global crisis that is climate change is a good thing.
The focus of the 2024 UN Climate Change Conference (COP29) was on providing
finance to the developing world to protect its citizens from the worst effects of climate
change and to help them take advantage of the economic opportunities that green
energy presents. The International Energy Agency estimates that 2024 will the first year
in which investments into clean energy will exceed $2-trillion.
The global goal for financial support through the UN initiative has been raised
threefold, to $300-billion annually by the year 2035. The plan has been named the New
Collective Quantified Goal on Climate Finance (NCQG). In addition, efforts will be made
to encourage further investment from private and public sources.
South Africa has been one of the early movers to partner with foreign countries to assist
the country transition from fossil fuels. The $8.5-billion Just Energy Partnership Transition
(JEPT) with the US, UK and EU aims to phase out coal by 2035.
As several interviews and articles in this issue point out, if the transition to green
energy is not to fizzle out, finding and mining the relevant minerals will be as important
as building and expanding the renewable energy sector.
In this issue
One of the bodies keeping an eye on policy in the renewables sector is the South African
Independent Power Producers Association (SAIPPA): two interviews with key members
provide insight into the importance of tariffs and the concept of wheeling.
South Africa must adjust its legal framework to cater for the rapidly evolving renewable
energy environment, argues Lena Chirwa, board member at the South African Wind
Energy Association (SAWEA). Legal clarity is needed on a host of issues, including
land ownership, the complex nature of some projects, access to grid connections and
regulatory compliance.
Data centres need lots of power, and if South Africa is to keep up with the rest of the
world, it needs to be sure that these data centres can be powered by green energy. Mandy
Hattingh, Legal Practitioner at NSDV, examines South Africa’s role in the next step in the
AI revolution, Artificial General Intelligence (AGI).
Data is one of the key issues raised by Kimmo Tiilikainen, the Director General of GTK
(Geological Survey of Finland). The world urgently needs to find more of the minerals
needed to transition to a greener economy and the best way of doing that efficiently is
to have control of the relevant data.
More than 700 students and graduates will benefit from a grant issued by the National
Skills Fund to Resolution Circle. Bruce Hunt, Managing Director at Transcend Capital,
believes that an empowerment arrangement instead of an equity model could be the
way to attract Starlink to South Africa.
Annelene Dippenaar, Chief Business Officer at Shop2Shop, reports on the need to
accelerate the transition to cashless transactions in South Africa’s townships.
There are at least five strongly held beliefs about business travel that Bonnie Smith,
the General Manager of Corporate Traveller, wants us to discard or at least challenge. Her
article unpacks five business-travel myths.
Citadel foresees continued sticky inflation, a strengthening dollar and strained global
trade relations as a result of Donald Trump’s “America First” protectionist policies.
John Young, Editor
10 | www.opportunityonline.co.za
www.opportunityonline.co.za
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THE
ULTIMATE
PORTS
Namibia
EXPERIENCE
Otjiwarongo
Windhoek
Walvis Bay
Lubango
Angola
Oshikango
Ondangwa
Otavi
Tsumeb
Grootfontein
Okahandja
Mariental
Gobabis
Democratic
Republic of Congo
Zambia
Botswana
Lusaka
Katima Mulilo
Livingstone
Gaborone
Kolwezi
Lubumbashi
Ndola
Zimbabwe
Bulawayo
Francistown
Johannesburg
Harare
Lilongwe
Mozambique
Tanzania
Malawi
The Ports of Walvis Bay and Lüderitz lie on the West Coast
of Africa. The Namibian Ports Authority is a body corporate
established by the Namibian Ports Authority Act, 1994 (Act 2
of 1994) as a state-owned enterprise. Namport’s mandate is to
exercise control and manage Namibia’s ports, lighthouses and
other navigational aids in Namibia and its territorial waters.
Aus
Lüdertiz
Keetmanshoop
Upington
South Africa
Lesotho
Swaziland
OUR SERVICES & THE
INDUSTRIES
WE SERVE
The Port of Walvis Bay oversees
container imports, exports, and
transshipments, along with bulk
and breakbulk cargo for various
industries, including petroleum,
mining, construction, and fishing.
Additionally, it caters to the tourism
sector through a dedicated cruise
liner berth and terminal.
The Port of Lüderitz oversees the
export of mining commodities from
the southern region of Namibia
and the Northern Cape of South
Africa. Additionally, it supports the
local fishing industry and operates
as a supply base for the oil and gas
drilling campaigns.
NAMPORT ACTIVITIES
TRADE ROUTES
NAMPORT SERVES
Strategically located along the
Namibian coastline, Walvis Bay
provides direct access to principal
shipping routes, making it a natural
gateway for international trade.
Its world-class infrastructure and
equipment ensure reliable and safe
cargo handling.
The favorable temperate weather
conditions of the bay enable timely
operations, thus facilitating Namibia’s
largest commercial port, the Port
of Walvis Bay, to accommodate
approximately 1,600 vessel calls
annually, with a handling capacity of
10 million tons of cargo.
GEARED
FOR GROWTH
Namport focuses on being the best
performing seaports in Africa. Therefore,
Namport continues to invest in port
infrastructure to ensure Namibia is not only
compliant with the International Ship and
Port Facility Security code (ISPS), but is also
geared towards opportunities for future
growth.
In 2019, a new container terminal worth
N$4.2 billion was brought into operation. It
provides infrastructure and deployment of
ship-to-shore gantry cranes for the first time
in Namibian port history, firmly establishing
a competitive position in relation to other
ports for the critical hinterland markets.
This raises the handling capacity to 750 000
TEUs, which is double the previous 350 000
TEU’s.
Vessel
Traffic
Container
Cargo
Import/
Export
Vessel
Repair
Fuel
Imports
Passenger
Traffic
Supporting
Fishing
Industry
Warehouse
Facilities
To get customized shipping solutions, contact customercare@namport.com.na

News & snippets
Industry insights from the past quarter
New space for students in Joburg
Student accommodation is in short supply so the conversion of
an office block in the middle of Johannesburg to accommodation
for 1 000 students was rightly celebrated at the official opening
of Fedsure House in November 2024. TUHF funded the project
for Focus1, a long-time client of the specialised commercial
property financing company that has an inner-city focus. An
earlier project, Cape York building, was similarly financed for
the student accommodation supplier by TUHF. Located at 13
Plein Street in Johannesburg’s CBD, Fedsure House has a gym,
an entertainment area, a library and a computer lab. The facility
also offers essential amenities such as convenient access to a
reliable bus network for transportation to various campuses, a
24/7 boiling water system, inhouse management, maintenance
and cleaners, biometric access for enhanced security, uncapped
Wi-Fi, a laundry room and a back-up generator.
Driving innovation in drones
Rectron, an ICT company offering software, networking, data-centre solutions,
surveillance, data storage and cloud computing, has announced its collaboration
with NTSU Aviation Solutions, a South African startup revolutionising the drone
industry. Through this partnership, Rectron is equipping NTSU Aviation with the
cutting-edge technology and support needed to expand its operations and drive
innovation within the country's rapidly growing drone sector. According to Statista
Market Insights, the drone market in South Africa was expected to generate a
revenue of $10-million in 2024 (up 12.4% from 2023) and is projected to experience
an annual growth rate of 4.58%, compound annual growth, 2024-2028. In addition
to acting as a key Rectron drone reseller in the fast-growing drone sector, NTSU
also assists clients in the facilitation of Air Service License (ASL) and UAS Operators
Certificate (UASOC) approvals. With an investment of over R650 000, Rectron is
empowering NTSU Aviation to invest into placing drone pilots, drone technicians
and administrative and consultancy personnel, as well as critical training equipment
such as laptops, projectors, multimedia displays, drones and other accessories.
The partnership between Rectron and the NTSU Drone Academy sponsored seven
students in 2023 to do drone training, which included pilot licences as well as
maintenance technician and advanced pilot training (Beyond Visual Line of Sight).
All seven students were placed immediately after completing training
12 | www.opportunityonline.co.za

Transforming Africa through
innovation and sustainability
ICRD Group Holdings is a dynamic Pan-African business group pioneering transformative change
through its triple-bottom-line approach, which equally values people, the planet and profit.
Established in 2008, ICRD Group delivers economic, social
and environmental value through innovative, marketdriven
initiatives that empower businesses and ignite
meaningful change across society.
Our vision
We aspire to create a world where technology and nature
coexist harmoniously, enhancing the quality of life for
communities globally.
Our services
ICRD Group offers a comprehensive suite of services through its
venture-building studio:
• Capital raising: Securing funding for impactful ventures.
• Project preparation services: Guiding projects from conception
to execution.
• Business incubation: Empowering startups with resources,
mentorship and strategic support.
• Advisory services: Delivering tailored strategies aligned with
client goals.
• Strategic communication: Telling impact stories to influence and
inspire action.
Leadership and Recognition
Led by Founder and Executive Chairman Lucky Litelu, ICRD
Group has emerged as a hybrid development institution driving
sustainable growth in Sub-Saharan Africa. The group’s innovative
revenue model sustains its ambitious expansion and fosters
Karabo Mohole, Chief Operations Officer, on stage at BeGreen 2024.
Founder and Executive Chairman Lucky Litelu, ICRD Group, at a JSE
event for the FinTech Startup Accelerator.
inclusion in the macroeconomic ecosystem. In December 2024,
ICRD Group was honoured with the Innovation Excellence Award
from the South African government for its contributions to
fostering innovation and meaningful change across Africa.
Our philosophy
Integrity, collaboration and tailored solutions are at the heart
of our business. Through strategic partnerships and a deep
understanding of the unique challenges in African markets,
we craft scalable solutions that enhance resilience, transform
ideas into reality and leave a legacy of lasting impact. With its
visionary leadership and unwavering commitment to sustainable
development, ICRD Group Holdings continues to be a beacon of
hope, innovation and empowerment for Africa and beyond.
Our approach
Collaboration is the cornerstone of our methodology. We
partner closely with clients to develop tailored, innovative
solutions that address their distinct challenges while creating
sustainable competitive advantages. Leveraging our extensive
industry experience and functional expertise, we go beyond
conventional thinking to deliver fresh insights, drive organisational
transformation, achieve measurable results and enhance longterm
capabilities.
Contact details
Email: info@icrdgroup.com ❘ Tel: +27 87 265 8794
Website: www.icrdgroup.com

News & snippets
Industry insights from the past quarter
Mpumalanga mall gets
grid-tied solar plant
Global EPC company Neosun Energy has launched a
commercial solar station at Dayizenza Mall in Mbombela
(Nelspruit). The grid-tied solar PV plant has a total capacity of
1MW and is expected to reduce 25 807 tons of CO2 emissions,
further establishing the mall as a leader in promoting
sustainable practices within the region. Financially, the project
demonstrates strong viability, with an internal rate of return
(IRR) of 53% and a payback period of just 12 months, largely due
to the Section 12B government tax incentive. The cumulative
savings are estimated to exceed R164-million over the plant’s
lifespan, making it a highly cost-effective renewable-energy
investment. The system is a purely on-grid configuration,
featuring 1 706 solar panels integrated with seven on-grid
inverters. In its first year of operation, the system is projected to
generate slightly over 1.6GWh of electricity. This equates to an
average daily generation of approximately 4.38MWh, a figure
that aligns closely with expectations for a solar installation of
this scale in regions with high solar irradiance
“The solar power plant is projected to deliver monthly
electricity savings in excess of 50-60% over its lifetime,
contributing to both environmental and financial benefits. The
service life of the solar station is more than 40 years,” reports
Head of Sales Neosun South Africa, Jeanine Jackson.
Low Earth Orbit is a
rural‐connectivity solution
Paratus South Africa, an official distributer of Eutelsat
OneWeb's Low Earth Orbit (LEO), has installed the system for
Tantum IT that has markedly improved connectivity for the
IT service provider’s clients. Tantum IT specialises in remote
IT management, cloud services and secure data handling for
various industries, particularly those situated in remote and
high-demand environments. The LEO service that Paratus
South Africa has now provided and installed has been a game
changer for Tantum IT’s business, enhancing operational
efficiency and improving clients’ satisfaction.
“For businesses and industries operating in remote areas,
traditional connectivity solutions often fall short in providing
the reliability and speed needed for daily operations,” remarks
Kallie Carlsen, Managing Director of Paratus South Africa. At a
resort at Doornkop, pictured, users could access shared drives
without issues, complete tasks quickly and maintain stable
VPN connections. Tests conducted confirmed other benefits of
the LEO solution, including smooth operation of email servers,
the Oracle Finance system and successful video conferencing
sessions. Users experienced no disconnections or slowdowns
and tasks like uploading photos and streaming content were
completed efficiently.
14 | www.opportunityonline.co.za

MESSAGE
Welcome to 2025: a
message from SACCI
Looking ahead to a successful year.
As we enter a promising new year, the South African
Chamber of Commerce and Industry (SACCI) sends
heartfelt greetings and best wishes for a prosperous
2025 to all our members and stakeholders. Your
unwavering support and commitment have been crucial in driving
our mission forward and we are sincerely grateful.
Strengthening diplomatic and economic ties
In our ongoing efforts to foster economic growth and
international collaboration, SACCI has been actively engaging
with various embassies in South Africa. These partnerships are
aimed at strengthening diplomatic ties and building meaningful
connections with international chambers of commerce. Through
these engagements, we have hosted and met with numerous
delegations, creating new trade and investment opportunities
for our members.
B20 Advisory Council
We are delighted to announce that Advocate Mtho Xulu, President
of the South African Chamber of Commerce and Industry, has
been appointed to the prestigious B20 Advisory Council. This role
presents a remarkable opportunity to shape global economic
policies and amplify South Africa’s voice on the international stage,
marking a historic moment for both our nation and the continent.
The B20, the official business engagement forum of the G20,
serves as a vital platform for influencing global policy and driving
sustainable economic growth. In 2025, South Africa will host the
G20 and its associated forums for the first time, placing Africa at
the heart of critical global economic and social discussions under
the theme “Inclusive Growth and Prosperity through Global
Cooperation”.
As a member of the B20 Advisory Council, Adv Xulu will:
• Guide strategic direction: offer high-level counsel on the
priorities and focus areas of B20 South Africa.
• Participate in collaborative forums: Engage in regular (every six
to eight weeks) meetings with fellow BAC members to review
progress, share insights and contribute to key decisions shaping
the B20 agenda.
SACCI President Advocate Mtho Xulu, second right, has been
appointed to the prestigious B20 Advisory Council. The B20 is the
official business engagement forum of the G20.
• Amplify B20’s vision: Serve as an ambassador for B20 South
Africa, promoting its objectives and outcomes within our
networks.
• Advocate for policy recommendations: Support the advocacy
of outcomes from B20 task forces and initiatives within SACCI
networks.
SACCI will share further updates on B20 engagements, including
the official launch in Cape Town and key milestones leading to the
B20 South Africa Summit.
We are proud of Adv Xulu’s appointment and confident in
his leadership to ensure South Africa’s active and impactful
participation in this global initiative.
Looking ahead to a successful year
As we progress through 2025, SACCI remains dedicated to
advocating for the interests of our members and the broader
business community. We are excited about the opportunities
that lie ahead and are committed to fostering an environment
that supports business growth and innovation.
Let us face the challenges and opportunities of this new year
with optimism and determination. We look forward to your
continued support and active involvement as we strive to achieve
our collective goals.
Contact
If you are interested in reaching out to SACCI, please visit our website at www.sacci.org.za
Facebook: https://www.facebook.com/SACCIza
Tel: 011 446 3800
16 | www.opportunityonline.co.za

OPERATION PLAN
2025
THEME: Creating a Trade, Investment, and
Transformation Ready Province
Limpopo Chamber of
Commerce and Industry
The Limpopo Chamber of Commerce and Industry is a provincial representative body for the business
Benjamin Franklin
community in Limpopo. Its consists of 22 local chambers in each of the municipalities Limpopo,
Networking is powerful. Join 1200+
supposedly once said,
five district chambers and 21 sectoral forums defined in line with the SETA definition of a sector.
BUSINESSES your network
peers. We will connect you with
fellow investors and customers
SACCI MEMBER PROFILE
“If you fail to plan, you
are planning to fail.”
The
Take advantage of the “FREE”
publicity we
LCCI
offer:
is
website,
led by its President who is also its CEO, Albert • Fixed flea market: to include a one-stop SMME support centre
print ads, radio, news stories
We recommend our INVESand
more.
Jeleni,
We are
with
here
his
to
team members who are the heads of the TORS FIRST in and each provide municipality
PROMOTE YOUR BUSINESS.
information to thousands of
district chambers and some heads of local chambers and/ people • each Market year. days: known as Small Business Thursdays
or sector forums.
• Funfairs: on Saturdays, with VISION heritage and sports events to run
The LCCI’s purpose is to represent the business community in as tournaments To be recognized as
engaging with government, civil society and the economic sector
trailblazers for locally owned
in a single united voice. It advocates for a conducive environment Membership and partnerships
and globally aligned local
for business to flourish, identify and bring to life catalytic projects to The LCCI’s activities
economy,
are run
and
through
a united
its
voice
member companies,
fuel the economy and also to offer support for businesses to grow. avoiding competing with the private sector it represents. In
We are part of the government
The Chamber is one of the of business in the Limpopo
In economic 2023/24 development the programs LCCI focused on establishing relationships most respected this and manner, credible the LCCI creates opportunities for the business
in LIMPOPO. Grow your business
nationally and our community and through internationally to the extent of signing STRENGTHENS an community. CONSUMER The membership has been structured to
business organisations.
Province and beyond.
both
our economic development ecosystem
a chamber partners. in Pakistan, a process that is being pursued ness as well accommodate as increase the SMMEs and sole traders, with fees starting from
AWARENESS of your busi-
MOU with
We are the VOICE OF BUSINESS likeliness of being sought out
with other countries and will continue
for you, so you
in
can
2025.
focus on
LCCI
your
has hosted for goods and R300 services annually in and also accommodating
MISSION
large corporates and
business. We advocate on your behalf
future
or engaged the delegates from India,
through
Zimbabwe,
the chamber lobbying
Indonesia, Italy, growing SMMEs with The partnership LCCI is driven packages by the starting from R15 000
efforts.
Dubai, Chad, Zambia, US, China, UK and Botswana, among others, annually. The partnership Concept packages of Local Economic are not just membership
to establish bilateral trade relationships, with a focus on signing subscriptions, but genuine Development, partnerships and with our guaranteed returns
twinning agreements. The LCCI has four main aims for 2025, which are on to: investment as the
mission
members
is to
are
ensure
provided
that the
with opportunities
Major events in the past year included:
to market and grow their business, and to carry out projects
• 1) Job Unite Creation the business Indaba community around trade, sports & heritage identified economy, Local economy can thrive, be
by the chamber.
quantified, locally owned and
• SMMEs and co-operatives roadshow
2) Establish a business chamber building/office,
• A seminar and gala dinner on doing business with India
Contact details globally aligned, and
• 3) A symposium Strengthen and chamber gala dinner governance and interaction with ecosystem Mr Albert partners, Jeleni, President therefore and we CEOspeak honestly,
Tel: 065 924 3925 fearlessly, and with authority
4)
In
Establish
addition,
international
SMMEs were
linkages.
supported with an internship Email: president@limpopochamber.org
for business in our region.
programme These objectives and managers shall be achieved within through SMMEs were the programmed assisted to activities Alternate: herein. info@limpopochamber.org
VALUES
participate in international development programmes.
Humility, Honesty, Responsibility,
Respect, Accountabil-
Future
Contacts:
plans
065 924 3925 / 076 773 7460
The major plans for 2025/26 include establishing chamber offices
ity, Perseverance
in Limpopo, which
President@limpopochamber.org
will consist of conference and meeting rooms, a
networking lounge and a training centre. Affiliation with the South
African Chamber of Commerce and Industry (SACCI) is a historic
step for the province.
The LCCI is running the Adopt-a-School drive in partnership with
social partners to uplift education by adopting struggling schools.
Under the theme of uniting the business community around
trade, sports and the heritage economy, a series of trade fairs and
sports tournaments will be held as follows:
www.opportunityonline.co.za | 17

SMME EMPOWERMENT
Empowering SMMEs
The Absa-SACCI Limpopo SMME Summit was held at the
Euphoria Golf and Lifestyle Estate, Limpopo, on 18 September 2024.
The Absa-SACCI Limpopo SMME
Summit, a collaborative initiative
by Absa and SACCI, served
as an invigorating platform
designed to catalyse growth and unlock
opportunities for small, medium and
micro-sized enterprises (SMMEs) across
the province of Limpopo.
Rooted in a commitment to
empowerment, this event offered an
extensive range of resources and support
mechanisms, all aimed at nurturing
entrepreneurial innovation and fostering
sustainable business success.
Attendees were treated to a wealth
of insights from industry leaders and
experts who shared strategies to help
SMMEs excel in today’s competitive
landscape. The summit facilitated
invaluable connections, allowing
participants to engage with potential
partners, investors and mentors, thereby
igniting collaboration and propelling growth.
Interactive sessions delved into practical advice covering
diverse facets of business management, from financial acumen
to cutting-edge marketing techniques. Participants left equipped
with a toolkit of resources designed to bolster their business
development and sustainability efforts.
The summit was a remarkable success,
underscoring the dedication of Absa and SACCI
to uplift SMMEs and significantly contribute to
South Africa’s economic landscape.
The Director for Enterprise Development, Limpopo Economic
Development Environment and Tourism (LEDET), Thinamaano
Lusunzi, delivered the keynote address that anchored the summit.
The topic of the address was “Insights into the economic landscape
and opportunities for SMMEs in Limpopo”.
The programme
The day began with a warm welcome from
Gabriel Thumelo Mogashoa, MC for the day,
who set the tone for an engaging event.
Kgalaletso Tlhoaele, Executive Sectors:
Enterprise Development, Absa, highlighted
the partnerships that exist between SACCI and
Absa, noting that fruitful collaborations had
been undertaken to support SMMEs. On the
same topic, SACCI Chamber Services Manager,
Danny Vengedasamy, further explored
the partnership's benefits for the business
community in general.
18 | www.opportunityonline.co.za

Lebuhang Monama of Absa SME Finance Solutions introduced
tailored financial solutions designed for SMEs, which was followed
by practical guidance on utilising commercial asset finance (CAF)
offerings. Themba Madonsela, CAF Manager, gave expert advice
on leveraging CAF offerings to enhance growth and operational
efficiency in business.
Mashweu Matsiela, IDC Regional Manager: Limpopo, was the
next speaker at the podium. His topic was “Rural and township
economy opportunities and IDC funding solutions” wherein he
discussed funding opportunities for rural and township enterprises.
After a question-and-answer session where participants could
seek clarity and share insights, Douglas Sebothoma, SARS Limpopo,
gave an outline to understanding compliance requirements and
their importance for SMEs.
“Market access: challenges and opportunities” was the subject
of the next presentation, by Tiro Matjiu, Yarena MD. The landscape
for small businesses with regard to market access was the focus
of the talk.
Compliance was the focus of the intervention of Ofentse
Shakung, who is in charge of Innovation and Collaboration at
the Companies and Intellectual Property Commission (CIPC).
He offered concrete guidance on navigating compliance with
the CIPC.
“Navigating the path of agro-processing entrepreneurship”
was presented by Mologadi Madisha, who gave insights into
opportunities and strategies in agro-processing.
After more questions and answers, several breakaway sessions
were held, as follows:
• Absa funding and CAF offerings
• Compliance with SARS and CIPC
• Access to market challenges, opportunities in township and
rural economy development and agro-processing
SMME competition
Details were given of a pitching competition where the prize
involves Business Development Support, which was open to all
participants.
Looking ahead
Closing remarks and a recap of the day was given by Monnie
Mongwe, Head: SME Business Gauteng North and Limpopo at
Absa, who reflected on the day’s discussions and key takeaways.
Among the recommendations that followed the successful
hosting of the event was that a larger venue would be needed to
host future events in the province of Limpopo, given the excellent
level of support for the event in 2024.
Future summits will have enhanced live-stream capabilities
with more cameras and rigged sound. Beyond these logistical
and technical improvements, the nature of the agenda for future
events will also be amended, with market access and market
opportunities being incorporated, thus giving SMME owners even
more practical benefits to attending.
The bank will also consider having a customer support desk
on site. Having someone to talk to about immediate issues arising
from the banking experience will not only offer a useful service but
also help to build customer relationships.
www.opportunityonline.co.za | 19

HEALTHCARE
Varsha Vala, Principal Officer of Medihelp.
Principles of success
Building a business that lasts 120 years requires a combination of
adaptability, resilience and a deep understanding of market dynamics.
Here are Varsha’s key principles to achieve such long-term success:
• Build a strong foundation.
• Establish a clear mission and strong core values that can guide
decision-making across generations. Plan with a multi-generational
mindset rather than short-term gains and maintain integrity and
strong governance to build trust.
• Adapt to change.
• Foster a culture of learning to keep evolving with market trends and
consistently adapt to changing customer needs and expectations.
• Build a resilient brand.
• Ensure your products and services maintain high standards over
time. Develop strong relationships with customers that pass
through generations.
• Nurture human capital.
• Treat employees as long-term partners, not just workers. Prepare
and mentor future leaders early and foster a culture that retains
talent and promotes growth.
• Balance tradition and innovation.
• Respect legacy. Preserve what makes the company unique while
modernising where necessary.
• Leverage technology and digital transformation.
• Implement modern technology without losing sight of core business
principles and use analytics and AI to optimise operations and
customer engagement.
20 | www.opportunityonline.co.za

120 years of excellence
in healthcare cover
Medihelp Medical Scheme celebrates a major milestone.
The year 2025 marks a significant
milestone in the remarkable history
of Medihelp Medical Scheme as
the medical aid provider proudly
celebrates 120 years of service in the industry.
As South Africa’s oldest medical scheme,
Medihelp has achieved unparalleled longevity,
demonstrating resilience and a commitment to
helping generations of South Africans access
quality healthcare.
Founded in 1905, Medihelp’s rich legacy is
built on a foundation of adapting to the everchanging
healthcare landscape while remaining
steadfast in its core purpose: to support
members in taking care of their health and
mental well-being. This enduring mission has
positioned Medihelp as a leader in providing
comprehensive medical cover that evolves with
the needs and values of its members.
“Reaching 120 years is an extraordinary
achievement that reflects the trust and loyalty
of our members and the dedication of our teams,” says Varsha
Vala, Principal Officer of Medihelp. “Our longevity is a testament
to our ability to adapt to the times while remaining true to our
core values. We are proud to have been playing a pivotal role in
the lives of South Africans for more than a century.”
Throughout its history, Medihelp has continuously evolved
its offerings to meet the demands of a dynamic healthcare
environment. From its early days of providing basic medical
cover to today’s comprehensive, tailored solutions, Medihelp has
consistently placed the well-being of its members at the forefront
of its operations.
Holistic healthcare
In recent years, Medihelp has focused on promoting mental wellbeing
alongside physical health, recognising the importance of
holistic healthcare. This approach has resonated with modern
South Africans who prioritise their overall wellness and strive to
live life to the fullest.
“Our members are at the heart of everything we do,” Vala
continues. “We remain committed to being their trusted
healthcare partner, providing peace of mind and confidence that
their healthcare cover is in capable hands.”
As part of the 120-year celebrations, Medihelp will launch
various initiatives promoting healthy living and mental well-being.
These include wellness programmes, community outreach and
educational campaigns aimed at empowering South Africans to
be the custodian of their health and well-being.
Medihelp’s ongoing success is rooted in its ability to stay
relevant and innovative while maintaining its core purpose. Its
focus on value-driven, member-centric solutions has allowed
the Scheme to successfully navigate various challenges over the
years, including regulatory changes and the shifting healthcare
demands of the population.
Looking to the future, Medihelp remains steadfast in its
commitment to funding access to quality healthcare that aligns
with its members’ changing needs. Medihelp Medical Scheme’s
120-year milestone is not only a celebration of its past achievements
but also a reaffirmation of its dedication to supporting South
Africans on their health journeys for generations to come.
About Medihelp Medical Scheme
Medihelp Medical Scheme is one of the five largest open
medical schemes in South Africa and also its oldest, established
in 1905. With a 120-year legacy, Medihelp continues to provide
comprehensive medical aid solutions that prioritise the physical
and mental well-being of its members. By offering accessible
and sustainable medical aid plans, the Scheme is committed to
empowering South Africans to live healthier, more fulfilling lives.
www.opportunityonline.co.za | 21

ENERGY
Tariffs need to
make business sense
Thembani Marhanele is the chair of the Tariffs and Wheeling Workgroup of the South African
Independent Power Producers Association (SAIPPA). In that capacity, and as founder and CEO
of Jeka Energy, he deals daily with issues central to the future of South Africa’s energy landscape.
Opportunity spoke with him via an electronic connection made possible by electricity.
What is your background and how did
you get into energy as a career?
I was in logistics as a mining service provider and I was introduced
to Renewable Energy Technologies at the Mining Indaba in 2013.
I studied Renewable Energy Project Development through the
Renewables Academy (RENAC) in Germany where I received
an International Certification in Renewable-Energy-Project
Development in 2016. When I came back, I started a company
called Jeka Resources (Jeka means light in Shona). Jeka Energy
was established as a subsidiary and it has focussed on largescale
project development since 2017. We have self-funded the
development of a utility-scale 90MW project that will connect
to a municipality’s distribution lines in Limpopo that is almost at
financial close. We also do some smaller Commercial and Industrial
(C&I) projects in South Africa. Our portfolio stands at about 20MW
combined: we design, build, own and operate Green Power Plants
for our clients through power-purchase agreements (PPAs).
When you say a bit smaller are you talking
about a supermarket roof?
Roof or ground-mounted solar installation from 50kWp to 2MW
(megawatts). A small office installation could be 50kWp with
battery storage. A commercial building or office block could
be about 100kWp to 1MW. Also, the rooftop installations at
shopping centres and malls ranges from 100kWp to 5MW. We are
also developing utility-scale projects in Zambia, Zimbabwe and
Botswana.
Is the business growing?
Yes, and we have also been growing in SADC.
Thembani Marhanele, the chair of the Tariffs and Wheeling Workgroup of SAIPPA.
22 | www.opportunityonline.co.za

ENERGY
How many utility-scale projects have
you done or are you doing?
In South Africa, almost 350MW, with 100MW developed for
municipalities (90MW in Polokwane and 10MW with Ekurhuleni).
The other 250MW projects are developed for private off-takers,
being your large power users like mining houses and industry
to conclude through PPAs with wheeling arrangements. They
sometimes have challenges regarding land or space where they
operate, limiting their ability to install large solar plants.
We are also co-developing projects in Zimbabwe (100MW),
Zambia (150MW) and Botswana (5MW). We are looking into
private PPAs, wherein wheeling power to private large power users
becomes an everyday conversation
And so you have direct experience of that which you are
talking about as the chairman of the SAIPPA working group?
Yes, we are engaging with Eskom and other stakeholders in trying
to design financial models that make business sense. The tariff
must make business sense to the developer and benefit the client,
including the cost implications of wheeling power through the
Eskom grid. We already have success stories of signed wheeling
agreements in South Africa which shows progress in the kind of
engagements that shape those conversations.
How have you found the wheeling environment?
In the beginning it was very difficult, especially for clients that
are behind the municipal meter instead of Eskom. The success
(even though it took longer than expected) of the Bio2watt-
BMW-Tshwane project serves as a success story. The wheeling
environment for clients behind the Eskom meter was also very
challenging as most of the large power users (as potential
off-takers) currently have very low tariffs. The benefits that come
with renewable energy as an energy source also rely on policy
adoptions that include tax incentives.
Please expand on the business sense issue.
The client could be paying 60 cents per kilowatt to Eskom, for
example. If I then want to sell that client green power through a
wheeling agreement, the simulated cost savings (ideally below
the current tariff that they are paying) and tax incentives should
make financial sense and add value to our clients. We also look into
socio-economic strategies like localisation and direct community
involvement within the value chain of delivering those projects
to foster social-cohesion.
Does SAIPPA have direct communication with Eskom?
SAIPPA has a multi-pronged approach. We interrogate the
NERSA processes and we have working groups that interact
with different stakeholders. As an industry body we serve as the
platform where IPPs, government, private sector, professionals
and communities at large can engage and contribute to a zerocarbon
future. Our membership is so diverse that all stakeholders
come into one conversation and try to find solutions. Our
platforms are also used in sharing the feedback from all our
engagement with stakeholders to benefit those that were not
part of those conversations.
Are more power producers wanting
to use the wheeling model?
Definitely. A key aspect is space availability. Roofs that were
designed long ago do not have the structural integrity to carry
the weight of solar panels for power to be produced from their
PHOTO: Jeka Energy www.opportunityonline.co.za | 23

ENERGY
roof for self-consumption. For large power users, how can you
access green power cheaper without having to sacrifice land that is
earmarked for future operations? In those cases, the other option
is to negotiate a wheeling agreement where the solar installation
is on land available closer to grid connection points.
Are your interventions being heard at policy level?
Yes, definitely. The beauty about it is that there are a lot of
stakeholders besides SAIPPA that are advancing technologyspecific
policies like SAPVIA (solar PV), SAWEA (wind), etc. SAIPPA
is an overarching association and we are not technology based.
We are looking at the industry as a whole and engaging with all
industry stakeholders and players.
There has been a lot of improvement in terms of the industry
coming together and the conversations on different platforms
created to advance and support our country strategies. The
alignment of industry players with some of the stakeholders like
potential funders is energising.
Do you believe the renewable energy
sector is on the up and up?
Definitely. A good thing is that most of the business cases in terms
of renewable energy for C&I and utility projects were not based on
loadshedding as they would have been for households.
Businesses need uninterrupted power solutions designed to
make sure that they can continue on a daily basis without further
interruptions to operations due to power failures. The daily costs
of loadshedding on our economy was measured and published.
Power interruptions costs a lot of money to business.
How important is it for the renewable energy sector
that Eskom completes its split into three divisions?
The debundling of Eskom into the three divisions is another one
of the positive contributions, as the new focus on strengthening
grid access also advances the green-energy business case. It is
critical. We need a division that’s focused on transmission, strongly
focussed. All the assets that Eskom owns need to be used optimally.
Is there scope to grow the sector?
Government, industry, communities and all other stakeholders
have created multiple platforms that are advancing conversations
and strategies for us as a country to achieve our country
sustainability goals. The sector is also growing with advancement
of other technologies for power generation like hydrogen.
Government support in policies that include social-cohesion
strategies and localisation are also contributing positively to the
sector growing that should be inclusive.
When you talk to a smaller service provider who is just installing
small solar-power PV rooftop to households, they have no idea
about opportunities to sell power through a wheeling engagement.
They are not building business cases that allow them to grow, but
solving that one problem, “Loadshedding”. As an Association we
have a duty to inform and foster conversations that will elevate
such energy businesses to eventually become IPPs.
24 | www.opportunityonline.co.za
PHOTO: Casey Horner on Unsplash

WHEELING
Developing a market
for buying electrons
To better understand the concept of “wheeling”, Opportunity sat down with the Chairman
of the South African Independent Power Producers Association (SAIPPA), Brian Day, on the
sidelines of the Africa Renewable Investment Summit (ARIS) in November 2024.
What is wheeling?
An example is power being generated in the Eastern Cape by
an independent power producer (IPP) and power being used
by a customer in Mpumalanga. When your customer and your
generator are both connected directly to Eskom, you have a
wheeling arrangement.
But it is not literally that same power?
It’s different electrons and it’s a book entry. It’s a commercial
arrangement and there are loss factors based on the relative
geographies of the two to be taken into account.
The customer has an electricity supply agreement with Eskom
and the generator has a connection and use-of-system agreement
with Eskom. All the electricity comes through the Eskom meter
but some of that came from the IPP. The credit on the customer’s
bill is enough to pay the power-purchase agreement (PPA) to the
generator.
And wheeling is catching on?
Slowly, and limited to big customers. In the future, in the same way
you buy pencils at the corner shop you would buy electrons. Such
a market at the wholesale level is being developed, while the retail
market is some way off. Developing a market for power is where we
are going. Mulilo has reached financial close on two Eastern Cape
projects for 260MW total for a combined off-take by Sasol and Air
Liquide for their Secunda operations.
Sasol needs a lot of power for its
operations, not so?
Sasol was at the forefront of wheeling,
much of which was initially done between
their facilities in Sasolburg and Secunda.
Eskom designed wheeling largely for Sasol
because it is a massive prosumer, both a
consumer and a producer of power. It’s
an intriguing concept in the electricity
space; other companies like [timber
and dissolving pulp producer] SAPPI are
prosumers because they have excess
heat, which is excess energy and can
be converted to electricity.
What is an aggregator?
A company trying to trade electricity.
Are we moving towards having a seamless
market for such trading?
We are moving there now more than ever before and in the last
year there has been significant progress.
Are there obstacles?
The Electricity Regulation Amendment Act was promulgated on 1
January 2024, with some parts postponed, despite the complaints
of the South African Local Government Association (SALGA) and
municipalities. Municipalities have a distribution licence and the
word in the legislation and regulations is “supply”, but that is
distinct from a trading licence which is the buying and selling: it
is like running a fleet of trucks on somebody else’s freeway. Some
other people need to do their job too, most notably the National
Energy Regulator of South Africa (NERSA).
Can municipalities protect themselves from losing
future revenue by building a solar farm?
A municipality can do three things: they can procure from an IPP
who builds for them, they can establish new generators themselves
or they can establish wheeling frameworks so that third parties
establish new generators and sell to other third parties where
they don’t have the onerous task of being the balance sheet. By
wheeling, they are making their “road” available to willing people.
But does the road belong to the city?
Does it not belong to Eskom?
It belongs to Eskom only up to a point, but then it gets to a point
where the grid belongs to the city and that’s the problem. As I said
about the big Sasol wheeling projects, if both the customer and
the generator are connected directly to Eskom then it works. If one
or other or both are connected to a municipal grid which in turn is
connected to Eskom, you then have to make these arrangements
with both the entities. And that’s when it gets more difficult.
For information on the South African Independent Power Producers
Association:
www.saippa.org.za
www.opportunityonline.co.za | 25

FEATURE: BUSINESS UNITY SOUTH AFRICA
,
About BUSA
Business Unity South Africa (BUSA) is committed to empowering businesses to contribute positively to South Africa's economic
growth and transformation objectives, fostering an environment where businesses of all sizes can thrive, expand, and remain
competitive. As the leading business organization, representing over 90% of South African businesses both domestically and
globally, BUSA plays a crucial role in advocating for energy and environmental policies that promote inclusive business growth.
BUSA made significant representations on behalf of its members during 2024. Below is a recap of key interventions:
Department of Trade, Industry, and Competition (DTIC)
BUSA's collaboration with the Department of Trade Industry and Competition (DTIC) on the Energy One Stop Shop (EOSS) aims
to streamline regulatory approvals and reduce barriers to energy project development. This collaborative effort has removed
bottlenecks associated with energy streaming applications. In 2024 and continuing into 2025, this initiative strives to fast-track
applications for Independent Power Producer (IPP) energy projects across all nine provinces, projects outside the various Bid
Windows including those with Strategic Infrastructure Programme status. The intention is to provide support for small-scale
embedded generation (SSEG) power projects under the recently promulgated Electricity Regulations Act
Schedule 2 to enhance energy security and to support efforts to decarbonise South Africa's economy.
Furthermore, BUSA is contributing towards the development of the Energy Security Bill. The intention is to make the EOSS the only
place to go for all approvals, permits, and authorizations for energy projects. This change will reduce red tape and
encourage more investment in energy.
Department of Forestry, Fisheries, and the Environment (DFFE)
BUSA continues to engage with DFFE matters relating to the Climate Change Act. BUSA's input helps to ensure that regulatory
frameworks are practical and facilitate business compliance, crucial as South Africa steps up climate action in line with
international expectations.
Department of Water and Sanitation (DWS)
BUSA continues its engagement with DWS to address key water issues affecting business and consumers alike including water
shedding.
Department of Mineral Resources and Energy (DMRE) and Ministry of Energy and
Electricity (MoE)
BUSA will continue its engagement with the DMRE and MoE to address priority issues like grid capacity, regulator performance,
integrated planning, pricing policy, expansion, and diversified energy generation which reflects the urgent need to modernize
South Africa's electricity infrastructure.

Stakeholder Engagement (Including International Cooperation)
As the voice of business in South Africa, BUSA engages with both local and international organizations to ensure a stance for its
represented members. Below are some of the ongoing engagements with various organizations.
Re-establishing Engagements with the National Treasury on Carbon
Tax Regulations
BUSA maintains an active dialogue with the National Treasury on carbon tax regulations. High-level political support is
necessary to formalize these interactions, but BUSA preparatory work positions it to respond proactively to upcoming tax
proposals, ensuring they are structured in a way that encourages sustainable business transitions.
Gas Supply Issue (July 2026)
South Africa faces an impending gas supply cliff as the largest supplier of gas plans to reduce gas supply by 2026. BUSA
coordinated a private sector response, which has resulted in various interventions such as the appointment of a private-sector
aggregator and a Memorandum of Understanding between Eskom and Sasol to expedite LNG imports that seek to safeguard
industrial operations that rely on gas. These initiatives highlight BUSA's role in contributing to addressing critical energy security
issues, with implications for both industrial resilience and the energy transition.
Waste Amendment Bill Waste Definition
BUSA has engaged with the Department of Forestry, Fisheries, and the Environment to address regulatory issues surrounding
waste definitions in the amendment Bill, advocating for clarity that supports circular economy principles without excessive
administrative burden. This engagement ensures that regulatory developments align with business sustainability goals.
Engagement with NERSA on Electricity Pricing
BUSA's engagement with the National Energy Regulator of South Africa (NERSA) on the Electricity Price Determination
Methodology has emphasized the importance of cost transparency and fairness, leading to the draft methodology being
reversed as it was inappropriate and impractical. Our work on the affordability subsidy charge also underscores BUSA's
commitment to ensuring that electricity pricing reflects both business viability and social equity, which is now a
ministerial priority.
United Nations Framework Convention on Climate Change UNFCCC COP29
At the COP29 held in Baku, Azerbaijan, BUSA represented South African business interests, contributing to the country's position
on emissions reduction commitments. Our role encourages business engagement in climate negotiations, strengthening the
alignment between national climate goals and industry interests.
During the year, BUSA also engaged with the Danish Industry and Clean Air Fund to collaborate on initiatives relating to the just
transition and air quality which will be implemented in the new year.
To find out more please go to www.busa.org.za

The critical role of legal
reforms to unlock SA’s
wind energy future
The thickets of the complex legal and regulatory landscape of
renewable energy are redefining commercial law in South Africa.
Lena Chirwa, board member at the South African Wind Energy Association (SAWEA) and
Head of Legal & Corporate Affairs: Sub-Saharan Africa at Enel Green Power, explains
that as the wind-energy market in South Africa matures, the complexities of project
development, grid connections and regulatory compliance have increased significantly.
As South Africa continues its journey toward a sustainable
energy future, wind energy has emerged as a crucial
element of the country’s renewable energy mix. With
its rich wind resources and increasing demand for clean
energy, the sector is well-positioned to contribute significantly to
the nation’s energy goals. Despite this promising outlook, several
significant challenges could impede its growth.
The complexities of project development, grid connections
and regulatory compliance have increased significantly as the
domestic market has matured.
Says Chirwa, “Given the many challenges, the role of commercial
law has become crucial in advancing the sector and highlighting
the urgent need for legal reforms. This has transformed commercial
law into an indispensable tool for navigating the complex legal
and regulatory landscape of renewable energy projects.”
One of the primary hurdles is the regulatory environment,
where existing regulations are often complex and outdated,
leading to administrative bottlenecks that impede project
development. Simplifying and modernising these regulations
is essential for fostering a more supportive environment that
promotes innovation and attracts investment.
Financial constraints also pose a significant challenge, with the
perception of the high financial risks associated with wind-energy
projects making it difficult to secure funding.
28 | www.opportunityonline.co.za
PHOTO: Enel Green Power

ENERGY
“To attract both local and international investors, it is essential
to have legal reforms that clarify risk management strategies
and provide financial incentives. Such reforms can help mitigate
perceived risks and accelerate the deployment of wind-energy
projects,” adds Chirwa.
Furthermore, land acquisition for wind-farm projects presents
another critical obstacle. The process can be lengthy and
contentious, involving multiple approvals and potential disputes
that cause delays. Here, effective legal frameworks are needed to
streamline land acquisition processes, reduce delays and resolve
conflicts efficiently, facilitating quicker project execution.
Additionally, integrating wind energy into South Africa’s
national grid involves technical and regulatory challenges.
Developing robust legal frameworks to support seamless grid
connections and infrastructure investments is essential for
ensuring that wind power can be harnessed and distributed
effectively across the country.
Critical role for commercial law
The role of commercial law is becoming increasingly critical
in overcoming the challenges faced by the renewable-energy
sector. As the sector experiences rapid growth, commercial law
has had to adapt, demanding a more in-depth engagement with
technical aspects and a stronger grasp of regulatory policies. This
transformation underscores the importance of legal expertise in
navigating the complexities of renewable-energy projects.
Commercial lawyers play a critical role in navigating these
complexities, with Chirwa adding that she has adapted to
engage more deeply with the technical aspects of a project and
garnered a deeper understanding of the regulatory policies
related to the industry.
“As commercial lawyers, our involvement in contractual
negotiations is essential for addressing risk-allocation issues and
streamlining transaction processes,” she says. “By managing these
aspects effectively, we contribute significantly to the successful
implementation of renewable-energy projects.”
Looking at global examples, Germany in particular, underscores
the argument for legal reforms in South Africa's wind-energy
sector. Here, regulatory changes, such as streamlined permitting
processes and clear legal frameworks, have played a pivotal role in
positioning the country as a global leader in wind energy.
Drawing parallels to these successes can highlight the potential
impact of similar reforms in South Africa, making a compelling
case for how targeted legal changes could accelerate the country's
adoption of renewable energy.
To fully realise the transformative potential of wind energy in
South Africa, it is not enough to merely identify the challenges.
Action is required, and legal reforms that streamline regulations,
mitigate financial risks and simplify land-acquisition processes will
unlock new opportunities for innovation and growth.
The future of South Africa's renewable-energy sector depends
on the willingness of stakeholders, government, investors and
legal professionals alike, to adapt and collaborate. By embracing
these changes, South Africa can not only meet its energy goals,
but position itself as a leader in the global shift towards a
sustainable future.
Reference: Germany boosts renewables with “biggest energy
policy reform in decades” [Internet]. Clean Energy Wire. 2022
[cited 2024 Aug 29]. Available from: https://www.cleanenergywire.
org/news/germany-boosts-renewables-biggest-energy-policyreform-decades
About SAWEA
Founded in 1998, the South African Wind Energy Association
(SAWEA) stands as a leading advocate for the wind-energy sector
in South Africa. As a non-profit organisation, SAWEA promotes
the advancement of sustainable energy practices, policies and
investment in South Africa, while advocating for socio-economic
development and energy transformation through wind power.
SAWEA is dedicated to fulfilling its purpose as a dynamic force
within the wind industry with a primary focus on supporting its
members and advancing the integration of wind energy onto
the grid. Central to SAWEA's strategic priorities is the active
engagement of members on industry matters and the strategic
aligning with stakeholders for focused collaboration to foster a
just energy transition in South Africa.
To learn more, visit https://sawea.org.za/
Lena Chirwa, Enel
Green Power Head
of Legal & Corporate
Affairs and South
African Wind Energy
Association (SAWEA)
board member.
www.opportunityonline.co.za | 29

CONTRACTS
Be proactive in
handling legal disputes
Contracting can be an extreme sport, says Simba Takuva, the Director of Takuva Attorneys, and
it will pay business owners to hire seasoned professionals to manage and oversee legal risks.
As a business owner or executive, I spend an
inordinate amount of time managing legal risks for my
organisation. How can I benefit from your services?
It is inefficient for business owners and executives to spend
significant time managing and overseeing legal risks. While
this may seem cost-effective in the early stages, you risk
losing credibility and it diverts your time and attention from
focusing on business-growth activities. It is more prudent and
efficient to appoint experienced attorneys to manage legal
risks, allowing your business to realise immediate value, both
financially and strategically.
Our organisation relies on a non-legal professional to
negotiate, review and draft corporate and commercial
transaction agreements. How risky is this?
Transaction agreements must be negotiated and drafted
in the best interests of and to protect the business. Some
entrepreneurs and executives either take a do-it-yourself
approach to negotiating transaction agreements or delegate
it to non-legal professionals. Even if the functionaries are highperforming
employees with an intimate knowledge of the
strategic objectives of the business, contracting in Africa can be
Simba Takuva, Director Takuva Attorneys.
an extreme sport. If they are not familiar or up to date with the
nuances of contract negotiation and drafting, the company may
find itself bound to onerous contractual terms that negatively
impact on the business in the long term.
How can our organisation ensure that it meets its regulatory
and contractual obligations on an ongoing basis?
Regulatory non-compliance poses a huge risk in possible fines,
penalties, business disruption and reputational damage. This
is more so in Africa, where the complex web of laws, rules and
regulations makes it difficult to understand and adhere to the
rules. Organisations must have a compliance plan to benefit
and protect their business, starting with a comprehensive
assessment of the regulatory environment, identifying their
specific compliance obligations and aligning their policies and
procedures to these requirements.
It is also helpful to engage an independent service provider
to conduct regular and/or ad hoc compliance and due-diligence
assurance to verify that the compliance procedures and policies
are appropriately implemented and followed.
What measures can we implement to minimise
the ever-impending risk of litigious disputes and
the high legal costs attendant on them?
Lawsuits are probably the biggest push factor for most businesses
to incur the cost of external legal counsel as it is an inevitable
need once the dispute becomes litigious. Businesses that have
a proactive approach to handling legal disputes can save time
and money and build a strong foundation for growth. Corporate
litigation can largely be avoided when business owners and
executives take time to understand contractual and compliance
risks and factor them into their risk-management strategy to
minimise the impact of those risks materialising.
Do we need to have an intellectual property strategy to
safeguard our brand, products and/or technology?
The value of intellectual property is often underestimated
by businesses in Africa. This leads to a risk of copying or other
infringements which dilute the value of the business’s unique
brand, distinctive product or proprietary technology. This
ultimately has a detrimental impact on your long-term success.
Business leaders must develop a matrix to utilise trademarks,
patents and copyright protections to shelter their business from
potential IP rights infringements.
30 | www.opportunityonline.co.za

Meet your growth experts
Takuva Attorneys works closely with corporates, investors and entrepreneurs to efficiently
manage legal risks to our clients' organic and acquisitive growth strategies.
Takuva Attorneys Inc. is a boutique legal practice which
provides expert legal and policy advisory services to
corporations at all stages of growth. We have a track
record of achieving favourable outcomes for our clients
in complex transactions and disputes within Africa’s diverse
corporate, commercial and compliance terrain.
Our team
Simba Takuva, Director: Simba has successfully advised businesses
at different levels of growth on governance structures, corporate
and commercial transactions, regulatory compliance and
commercial disputes.
Jordin Tribe, Associate: An admitted attorney with experience
in company secretarial, labour law, contract management and
regulatory compliance.
Kuda Bandama, Policy Analyst: A policy expert with over seven
years of experience specialising in policy and political-risk analysis,
election support and programme operations within the SADC, EAC
and ECOWAS regions.
Ranga Takuva, Office Manager: An administrative consultant
with expertise in office administration, team building, marketing
and events and social media management.
Our services
We tailor our services to each client’s needs, based on their strategic
outcomes, operations and regulatory environment.
Foundation
• Company Formation
• Founders and Shareholders Agreements
• Governance Frameworks
• Policy Advisory
• Compliance Assurance
• Contract Management
Growth
• Mergers and Acquisitions
• Joint Ventures
• Franchise Agreements
• Cross-border Trade and Finance
• Capital Raising (Debt and Equity)
• Corporate Restructuring
Exit
• Secondary Capital Raising
• Management Buyouts
• Succession Planning
• Sale of Business/Shares
• Private Placements
• Initial Public Offerings
Key differentiators
We are a small, high-performance team with a track record of
delivering quality and tailored legal advice in urgent and highpressure
situations.
We regularly generate informed insights into multi-jurisdictional
policy and regulation in dynamic sectors. Our proactive approach
reduces the time and cost of closing transactions, operational
disruptions and the risk of future liabilities.
Track record
Sturdy operators
Our client portfolio includes sturdy businesses such as Independent
Metal Distributors, Frusina Holdings, Eve Onboard, JBJ Transport
and Thumeza Enterprises.
Problem solvers
We have successfully provided cost-effective legal advisory
services to our clients on complex matters, including regional
financing, corporate restructuring, share purchase transactions
and multi-jurisdictional dispute resolution.
Service promise
To learn and understand your business intimately and become
a trusted advisor and strategic partner. To add immediate
financial value by freeing up management time, allowing you
to focus on business growth while we manage and mitigate
the legal risks.
To provide service level flexibility and choice, not only
regarding the number of hours but also to each client’s
operating and systems preferences. To implement safeguards
and resources to enable clients to proactively manage the legal
risks attendant on their strategy, operations transactions and
projects.
Contact details
+27 10 211 9068 | +27 71 889 6607 | simba.takuva@takuvalaw.com | www.takuvalaw.com
www.opportunityonline.co.za | 31

ENERGY
Powering up: South Africa's
role in the AGI revolution
By Mandy Hattingh, Legal Practitioner, NSDV.
Artificial Intelligence (AI) has found its way into general
conversation after the emergence of large-language
models like ChatGPT, capable of generating text on a
near-infinite range of topics. However, the discussion is
increasingly turning to the search for Artificial General Intelligence
(AGI), which, once discovered, could entirely change the game.
Narrow AI is trained to perform a specialist function such as
natural language understanding, playing chess or identifying
spam. In contrast, AGI will resemble a genius polymath, able
to tackle a wide range of challenges across any field. AGI is
expected to revolutionise sectors such as healthcare, scientific
research and automation. This automation could lead to increased
productivity and efficiency but may also result in substantial job
displacement. Naturally, AGI’s potential applications come with
environmental, social and governance (ESG) considerations that
must be addressed.
Before considering the ESG implications of AGI, it is worth noting
that its discovery is currently constrained by three main factors:
processing power, access to information and energy supply.
AGI requires vast amounts of computational resources (ie
chips) to mimic human-level intelligence, far surpassing the
capabilities of today’s AI models. In addition, training AI and
AGI requires access to large, high-quality datasets. As humancreated
data is a finite resource, AIs and AGIs may create
new knowledge autonomously to teach themselves – raising
important questions about privacy, control and the implications
of AI generating its own data.
However, none of this is possible without sufficient energy.
Training AI requires huge amounts of energy. Statistics
published by OpenAI indicate that training ChatGPT-3 took 34
days and consumed approximately 1 248MWh of electricity
during that time. By contrast, the next iteration, ChatGPT-4, took
100 days to train, consuming an estimated 50GWh of electricity.
This amount of energy is roughly enough to power 17 000 South
African homes for a year.
In simple terms, current models of AI typically train the
programme (resulting in a knowledge cut-off date), review the
programme, and then publish it to the general public for use.
When an AI receives an instruction, it then generates a response
based on the knowledge it acquired during training. The largest
computational power and energy demand therefore occurs
during training, although processing power and energy are
required when instructions are fed to the AI. However, AI systems
are now evolving towards an “always learning” phase, where they
continuously update and refine their knowledge in real-time.
The energy demand associated with their operation will thus
increase and become sustained, as this shift requires constant
computational processing. Continuous learning involves ongoing
32 | www.opportunityonline.co.za
PHOTO: Nordex

ENERGY
data analysis, model adjustments and real-time decision-making,
all of which consume significant computational power and
electricity. When AGI emerges, this effect will be amplified. AGI's
ability to understand, learn and apply knowledge across a wide
range of tasks in a human-like manner will necessitate even more
complex computations and perpetual data processing, further
escalating electricity demand exponentially.
The inability of regions or nations to meet these electricity
demands could limit access to AI and AGI technology to regions
and entities with stable, affordable and increasingly green energy
supplies. This will likely shape who can participate in the AI and AGI
revolution, potentially reinforcing global and regional inequalities
if not addressed equitably.
As AI becomes more prolific, more data centres will likely be
constructed in South Africa both to train AI and to locally host
AI software to reduce latency (the time delay between a user's
instruction and the system's response). Consequently, both
existing and future data centres in South Africa will need to be
robust, secure and always online (and always powered), or we risk
missing out on the competitive advantages associated with the
use and development of AI and AGI.
Incentivise investment
To ensure South Africa benefits from the AI revolution, it must
adopt a proactive approach.
The first and most critical step is to prioritise and incentivise
investment in renewable energy. This will prevent the stalling
of AI development in South Africa. Powering data centres with
renewable energy, coupled with storage solutions like greenhydrogen
fuel cells or batteries to address intermittency issues,
has many benefits, including:
• reducing greenhouse gas emissions
• reducing longer-term operational costs, particularly in light
of the recent proposed Eskom tariff increases for the next
three years
• alleviating strain on the national grid and energy losses due to
wheeling if renewable facilities are co-located with data centres
• enhancing competitiveness in the global economy where the
source of energy (renewable vs fossil fuel) for data centres may
attract or deter foreign investment
• where possible, feeding excess power back into the grid to
contribute to energy security for the broader community as well
as earning revenue for the data centre
South Africa is already taking steps to encourage energy selfsufficiency
at data centres, as evidenced by the National Data and
Cloud Policy, published on 31 May 2024. The policy states that
data centres with self-sufficient energy and water sources should
be “prioritised”.
To drive investment in renewables in the context of data centres
and the country at large, there are always two options – carrot or
stick. The carrot (rewarding proactive efforts) is often preferred as
it encourages investment and innovation, making adoption more
appealing and reducing resistance. Thus, incentives such as tax
breaks and reduced tariffs on renewable-energy hardware should
be considered to foster growth in the renewable-energy sector,
creating green jobs and green data centres.
Contrary to this, the South African government recently elected
not to renew the 2023 tax incentives on solar panels and imposed
a 10% tariff on all imported solar panels. These actions have the
potential to discourage investment in renewable energy. South
Africa should consider adopting the example of other African
nations that have proven successful in incentivising renewable
energy investment. For example, in 2021, Kenya exempted solar
and wind energy specialised equipment from VAT; in Ghana, all
imported solar panels are VAT-free; and in Botswana, equipment
and machinery including solar panels and inverters have been
exempted from import duty.
Embracing renewable-energy investment is imperative for
South Africa to fully capitalise on the opportunities presented
by AI and AGI. By prioritising sustainable power sources for data
centres, the country can meet the substantial and continuous
energy demands of advancing AI technologies. Proactive action
today will enable South Africa to harness AGI for economic growth
and social development, paving the way for a more equitable and
sustainable future.
Mandy Hattingh,
NSDV Legal Practitioner.
www.opportunityonline.co.za | 33

WATER
Rand Water shows
resilience and growth
Rand Water presents annual financial results to the Minister of Water and Sanitation.
The exceptional results presented at Rand Water’s 2024
AGM underscored the utility’s resilience and growth,
affirming its position as one of the leading water utilities
globally.
The Chairperson of the Rand Water Board, Mr Ramateu
Moyokolo,, had the honour of presenting the company’s Annual
Results to the Minister of Water and Sanitation, Honourable Pemmy
Majodina, on the occasion of Rand Water’s Annual General Meeting
on 30 November 2024.
The meeting brought together the board members of Rand
Water and of the Rand Water Foundation, shareholders, customers
and the executive and top management committees to celebrate
the progress and achievements of the past financial year.
Financial highlights:
• Revenue increased by 11%, reaching R21.8-billion
• Gross profit rose by 15%, amounting to R7-billion
• Net profit surged by 29%, totalling R4.6-billion
• Peak demand hit 5 200ML/d, with an average daily demand of
4 555ML/d
Minister’s appreciation
In her address Minister Majodina commended Rand Water for
its impressive performance and acknowledged its critical role in
ensuring reliable water supply to its customers. She recognised
the challenges posed by South Africa’s status as a water-scarce
country and stressed the need for water conservation and efficient
The Chairperson of the Rand Water Board, Ramateu Moyokolo, greets Minister of Water and Sanitation, Honourable Pemmy Majodina.
34 | www.opportunityonline.co.za

WATER
Minister of Water and Sanitation, Honourable Pemmy Majodina, with the hard-working Rand Water team.
usage by all citizens. The Minister also reinforced the Department
of Water and Sanitation’s commitment to prioritising investment in
bulk-water supply, infrastructure and municipal water reticulation.
Additionally, she expressed support for proactive infrastructure
maintenance projects, applauding Rand Water for the major
maintenance work carried out in June and July 2024.
She emphasised the importance of such maintenance efforts
in ensuring water sustainability and long-term reliability. She
praised Rand Water’s governance and leadership, specifically
acknowledging the efforts of the Board, led by the Chairperson
Ramateu Monyokolo and the Group Chief Executive Sipho Mosai.
The entire Rand Water team drew praise for its dedication to
providing world-class water services.
In her remarks, the Minister emphasised the
importance of collaboration to tackle water
and sanitation challenges and strengthen
partnerships within the water sector.
Minister Majodina with the Executive Committee of Rand Water at the 2024
AGM.
Looking ahead: water sustainability
As a world-class water utility, Rand Water is
proud to be ranked among the top four best
water utilities globally. While celebrating these
achievements, we remain committed to working
tirelessly to provide clean, safe, reliable and
sustainable water services for all.
Group Chief Executive Sipho Mosai
concluded, “We call upon our stakeholders,
partners and communities to join us in
building a future of water sustainability.
Through collaboration and innovative
solutions, we can ensure equitable access
to this vital resource and strengthen the
resilience of our water systems.
“Together, we can tackle the challenges of
water security and create a sustainable legacy
for future generations.”
www.opportunityonline.co.za | 35

SUSTAINABLE MINERALS
Data is the key to speeding
up mining investment
The world urgently needs to find more of the minerals needed to power electric vehicles and the
transition to a greener economy. Opportunity spoke with Kimmo Tiilikainen, the Director General of GTK
(Geological Survey of Finland), at the Nordic Sustainable Mining meeting about how his organisation
is sharing best practice across the world. Tiilikainen had three spells as a cabinet minister, most
recently as Minister for Housing, Energy and the Environment, before taking up his current position.
Is GTK (Geological Survey of Finland) a state entity?
Yes it is, the organisation falls under the Finland Ministry of
Economic Affairs and Employment.
But your activities are not limited to Finland, is that correct?
We are doing geoscientific research not only in Finland, but we
also provide our services based on the science that we do in
very many corners of world. For example, we are active in several
African countries.
Do you have a relationship with South Africa’s Council for
Geoscience?
Indeed, Council for Geoscience (CGS) is like our sister organisation
and we do have contact with them. Gatherings such as the Mining
Indaba give us a chance to have more meetings.
The CEO of CGS, Mosa Mabuza, says that government and
society should not look at expenditure on geoscience as an
expense, but rather as an investment. What do you think?
I totally agree with my colleague!
You have previously served in cabinet as a government
minister. Is it common in Finland that someone would move
from politics to the civil service?
It does not happen very often, but every now and again there is
someone who does that. I have natural sciences background, with
a focus on the economics of natural resources. I spent about 20
years in politics, including serving as Minister for Housing, Energy
and the Environment, so I had a lot to do with sustainability issues,
things such as adaptation and climate change.
The supply of critical raw materials can be a serious problem when
we are tackling climate change. Can we get the raw materials?
We need those CO2 reductions very quickly, but can we get the
replacements that we need equally quickly?
That’s the big question. Taking my background into account, I
am in a good position at the moment to work with these mining
issues. They are practical issues.
Is your position based on which political party is in power?
The position is not permanent but it is based on a five-year contract.
All similar positions within research institutes are nominated for
five years.
Are you enjoying the work you are doing now at GTK?
It is definitely very stimulating. It is inspiring to work with such
skilful and motivated people who are
using their abilities in science
to solve the problems that
society is facing. I think it is
very challenging and a very
worthwhile challenge.
In politics you find that
people are trying to find
the weak part of proposals.
In this environment we can
Kimmo Tiilikainen, Director
General of GTK.
Are there any major insights that this wider experience of
looking at the problem from both sides has given you?
I have realised that if we are to have success in implementing the
Paris Agreement, where we are targeting 1.5 level, then it will need
huge investments to bring electric vehicles (EVs) to the market.
And if that is going to happen, then all those EVs need the raw
materials they require to run.
36 | www.opportunityonline.co.za

SUSTAINABLE MINERALS
New and expanded office, pilot plant and laboratory facilities for GTK (Geological Survey of Finland) were officially opened in June 2024 in
the town of Outokumpu in the eastern part of Finland. The new facility is part of the broader development and renewal of the GTK, intended
to promote the clean transition and the circular economy.
focus all our energies on finding solutions. I have found that really
interesting and rewarding.
What is the staff complement of GTK?
We have a staff of 450, 80% of whom have degrees at master’s or
doctoral level.
Would it be correct to say that testing is at the core of what
you do?
We do a huge variety of tests, not only in terms primary production,
but also testing with tailings from mines. We ask how they can be
re-mined and we look at how we can remove harmful elements
from tailings.
What services do you provide when you operate outside
of Finland?
What we are providing for our partners worldwide is mainly to take
care of quality assurance. We can help our partners with regard to
investors being able to rely on the results that we provide. In the
context of speeding up investment into the sustainable minerals
sector, the importance of relevant data is the key issue.
Does the work of GTK go beyond mining?
We are not only focussed on mining and the circular economy,
we also involved in projects related to groundwater and water
management issues in Africa.
Are there water-management lessons that the world can learn
from Finland?
One very interesting example is in the storage of groundwater.
We have been using aquifers as storage in Finland for decades.
Water can be stored in various geological layers so that it can be
purified, like a filter. Then the idea is that it can be used later when
it is needed.
South African mining company Sibanye-Stillwater has made
a big investment in the Keliber lithium project in Finland. The
project will produce battery-grade lithium hydroxide, an essential
component in lithium-ion batteries.
PHOTO: GTK | PHOTO: Sibanye-Stillwater
www.opportunityonline.co.za | 37

SUSTAINABLE MINERALS
Geoscientists have a vital role in finding critical minerals to support the transition to a greener economy.
We look at what other uses we can find for them. Mines produce
a big amount of residue so the issue is very important.
Beyond mining, there are different kinds of industries, for
example the metal industries, which are starting to act like a
circular economy in many ways.
Do you have plans to expand?
Right now, we are reviewing our operations, with the intention of
bringing in a lot of digitisation. We are focussed on making it more
operationalised and including it in our testing. The need for our
services is increasing so there is a need to expand.
What is your exposure to Africa?
We have been involved with or will be involved in 15 African countries.
In addition, the EU is discussing partnership agreements with several
African countries concerning minerals and raw materials.
Finland is a small country but because of our history, we have
a lot of knowledge of mining, and we have a great variety of
companies in many related fields. We have a high level of skills
and there are excellent opportunities for technology development
for all parties involved. There are good opportunities for African
countries to work with us and it is also a privilege for GTK to work
with partners.
38 | www.opportunityonline.co.za
PHOTO: GTK

3-6 February 2025
CTICC, Cape Town
3-6 February 2025
CTICC, Cape Town
REGISTER YOUR INTEREST FOR 2025
REGISTER YOUR INTEREST FOR 2025

ENGINEERING
Innovative engineering
and fabrication solutions
that deliver an impact
The founder and CEO of Uduhu Holdings, Teboho Mkhwanazi,
is determined to leave a lasting legacy of quality and value
Teboho Mkhwanazi, CEO
of Uduhu Holdings
How did the company
come to be formed?
Uduhu Holdings was born out
of my vision to address a gap in
the engineering and fabrication
industry. I founded the company
with the goal of creating
innovative solutions that could
deliver both technical excellence
and meaningful impact.
What started as an idea has
evolved into a company that
thrives on solving challenges and
contributing to the industries
that we serve.
What drives you?
As the founder, I remain actively involved in driving Uduhu Holdings
forward. Being a young and agile company gives us a unique
advantage – we can adapt quickly to changing needs, innovate
boldly and deliver smarter solutions faster. What motivates me is
knowing that every project we complete leaves a lasting legacy
of quality and value.
What is the project you are most proud of, and why?
Two projects stand out: the Eskom Half Station Shutdown (HSSD)
corrosion protection work and the 18-metre Carbon-in-Leach (CIL)
Steel Tank project at a gold mine. Both were complex and highstakes
operations, requiring precision and expertise under tight
deadlines. These projects reflect the resilience, skill and dedication
of our team and our ability to deliver under pressure.
Diversifying and transforming
Uduhu Holdings Managing Director Thato Sete reports that the company is
on an expansion drive and aims to be a leader in turnkey engineering projects.
2024 COMPANY P
www
What are the core competencies of Uduhu?
Our core competencies include civil and structural engineering,
steel fabrication, welding and corrosion protection. What sets
us apart is our ability to integrate these disciplines into turnkey
solutions for our clients.
As a young company, we are highly agile, enabling us to
respond to challenges quickly and deliver results that consistently
exceed expectations.
Is there a division of the business that is
experiencing more growth than others, perhaps
due to how the economy is growing?
Our corrosion-protection division is currently experiencing rapid
growth. With industries like mining and energy placing greater
emphasis on asset longevity, the demand for robust, high-quality
protective solutions is growing. This aligns perfectly with our
expertise and we’re scaling up to meet this demand.
Do you have plans to expand
in the near future, either in
terms of what you offer or to
a new geographical area?
We’re not just expanding, we’re
diversifying and transforming.
Uduhu Holdings is growing its
footprint across South Africa
and exploring opportunities
in neighbouring regions. Our
focus is on becoming a leader
in turnkey engineering projects,
offering end-to-end solutions
that include design, fabrication,
Managing Director
Thato Sete
installation and maintenance. This approach positions us as a
one-stop partner for clients looking for seamless, innovative and
reliable solutions.
40 | www.opportunityonline.co.za

ENGINEERING
UDUHU HOLDINGS
Setting new standards for quality, sustainability and excellence
in engineering, fabrication, welding and corrosion protection.
Uduhu Holdings is a young, dynamic group of companies
founded by Teboho Mkhwanazi to deliver cutting-edge
engineering solutions. Specialising in civil and structural
engineering, steel fabrication, welding and corrosion
protection, the company is a trusted partner to industries such as
mining and construction. With Thato Sete playing a key leadership
role as a partner, Uduhu combines agility, expertise and innovation
to adapt quickly to client needs. The company is expanding its
footprint and evolving its offerings to include turnkey engineering
projects, setting new standards for quality, sustainability and
excellence.
What we do
Welding engineering
Our welding engineering services are characterised by precision and
expertise. We employ cutting-edge techniques and a highly skilled
team to ensure the integrity and strength of welded components.
Whether it's structural welding, material analysis, or quality control,
we are your trusted partner in welding engineering solutions.
Construction
Our expertise extends across a spectrum, including the construction
of concrete structures, steel structures, earthworks, sandblasting
and corrosion protection. Whether for commercial or industrial
endeavours, our comprehensive services ensure each project is a
testament to both functionality and aesthetic excellence
Consulting engineering and management
We provide comprehensive guidance, technical expertise and
project management solutions. Whether you require assistance
in project planning, feasibility studies or regulatory compliance,
civil and structural designs, we bring experience and insight to
make your project a triumph.
Fabrication, repairs and installation
From intricate metal fabrication to swift and reliable repair services,
we have your needs covered. Our expert team can craft, mend
and install with utmost precision. We excel in creating custom
solutions, handling repairs efficiently, and ensuring installations
are seamless, no matter how complex the task.
Quality
We proudly hold ISO 14001:2015 and ISO 45001:2018 accreditations,
showcasing our unwavering commitment to quality management
and environmental sustainability. These certifications signify our
proactive approach to eco-friendly practices and the assurance of
a secure working environment.
Finance
In strict accordance with applicable laws and regulations,
our financial management system undergoes rigorous
independent audits on an annual basis. Additionally, we
proudly hold a commendable 6CE 6ME grading from the
Construction Industry Development Board (CIDB), affirming
our commitment to excellence in financial practices within the
construction industry.
Safety
Adhering to the ISO 45001:2018 safety management system, we
uphold a globally recognised framework for our occupational
health and safety (OHS) practices. Our objective is to minimise
workplace incidents, prioritise the well-being of our team, and
enhance our overall OHS performance.
Your success is our priority
Our team approaches each project with a level of dedication
that goes beyond mere job completion – we tirelessly work to
transform your vision into a tangible reality.
Seasoned experience and expertise
Over the years, we have successfully navigated a diverse array of
challenges, ranging from intricate mechanical systems to complex
civil engineering endeavours. Trust us to infuse your project with
the invaluable experience and proficiency that sets us apart.
2024 COMPAN
Some notable projects
• ESKOM East HSSD main cooling water duct and piping:
Condenser chemical cleaning and HPWJ, cooling tower cleaning
and internal repairs, MCW valves replacement and repairs, MCW
pumps overhaul (Tutuka) and heat-exchanger plates.
• SASOL U217 platform and staircases: Steel fabrication and
installation and sigma-corrosion-protection coating.
• Elikhulu substation masonry walls repair: Fabrication and
installation of steel plates.
• Evander Gold Mines mill building, structural modifications:
Earthworks and reinforced concrete, steel fabrication and
installation and Sigma corrosion protection coating.
Contact details
Head Office: 16 Cornell Road, Evander 2280
Sasolburg Office: Industrial Zone 2, Sasolburg 1947
Tel: +27 81 593 7651
Email: admin@uduhu.co.za
Website: www.uduhu.co.za
www.opportunityonline.co.za | 41

ENGINEERING
Excellence knows
no gender
Hlengiwe Gumede, Chief Operations Officer of Notefull Engineering, looks
forward to a future where women leaders will no longer be the exception.
Hlengiwe Gumede, Chief
Operations Officer of Notefull
Engineering.
Please tell us a bit
about yourself.
I am Hlengiwe Gumede,
mother of three and the Chief
Operations Officer of Notefull
Engineering. My passion lies
in mechanical engineering,
empowering communities
and steering this remarkable
organisation towards
excellence. With extensive
knowledge in operations and
the mechanical engineering
sector, I bring a dynamic
approach to leadership.
Outside of work, I am
deeply inspired by nature, gardening and reading, which sharpens
my perspective and keep me grounded. Fitness is a cornerstone
of my lifestyle; a sharp mind thrives in a sharp body. As a proud
graduate of the University of Zululand, UCT’s Graduate School of
Business and GIBS Business School, I’ve honed my skills to lead
with purpose and integrity.
Your background is very diverse: how
did you come to engineering?
My journey into mechanical engineering began with Nokuthula
Mpunzana, the visionary founder of Notefull Engineering. She saw
potential in me and brought me on board as a Human Resources
Manager. At the time, I was transitioning from my role as a
Parliamentary Liaison Officer in the Department of Agriculture.
One of my greatest strengths is adaptability. Through relentless
curiosity and dedication, I immersed myself in the world of
mechanical engineering and discovered a deep passion for the
field. Today, I am honoured to contribute to the growth of this
incredible organisation.
What core values are most important to you as a leader?
Four pillars define my leadership:
• Leadership: true leadership inspires trust, empowers teams and
fosters innovation.
• Integrity: transparency and honesty are non-negotiable in our
work and relationships.
• Adaptation: the ability to evolve and thrive in changing
environments is key to sustainable success.
• Empowerment: building others up and creating opportunities
for growth fuels lasting impact.
Your CEO has described you as one of her pillars since she
established Notefull Engineering. Can you elaborate?
Nokuthula and I share an unbreakable bond, forged through
shared challenges and triumphs in a male-dominated industry.
We are not just colleagues – we are sisters with a unified vision to
make Notefull Engineering a beacon of excellence.
Our partnership stands as a testament to the power of black
women lifting each other up. Together, we have built a culture
of resilience, excellence and unwavering dedication to our
organisation and its mission.
How do you incorporate diversity and
inclusion into your leadership practice?
Diversity and equality are the cornerstones of my leadership. For
too long, talented individuals from historically disadvantaged
backgrounds have been overlooked. At Notefull Engineering, we
actively seek out skilled artisans and passionate individuals from all
communities, ensuring they have the platform and support to thrive.
This isn’t just about inclusion – it’s about creating a legacy of
opportunity for the next generation.
What challenges have you faced in a male-dominated
industry, and how have you overcome them?
The challenges have been countless, but my faith and our collective
purpose keep us resilient. Each obstacle becomes an opportunity
to show that we deserve a seat at the table.
We refuse to be underestimated or overshadowed. With
excellence as our standard, we prove – again and again – that we
are unstoppable.
How do you see the role of women in leadership in
engineering evolving in the next five years?
The next five years will redefine the landscape of engineering.
Women leaders will no longer be the exception; we will become
the norm.
Through mentorship, advocacy and bold innovation, we
will create pathways for more women to rise and excel. Our
contributions will be undeniable and our impact will inspire
industries to embrace diversity at every level.
This is not just about breaking barriers – it’s about building a
future where excellence knows no gender.
42 | www.opportunityonline.co.za

ENGINEERING
Notefull Engineering
Quality mechanical engineering that inspires confidence.
Since 2017, Notefull Engineering has grown to meet the
needs and ever-changing demands of the mechanicalengineering
industry.
Notefull Engineering is proud to be a leader within
the metal industry, specialising in all steel fabrication such as
welding, laser cutting, punching, CNC machining, plate bending,
sandblasting and painting, piping, steel plating, structural
steelwork and more.
Values
• Teamwork
• Excellence
• Integrity
• Zero harm
• Innovation
Metal fabrication
Metal fabrication is the process involving the transformation of
raw metal into a product or item that can be used in construction
or as an assembly. As an alloy of iron and other metals, steel has
a wide variety of different variations which are used in structural
and fabrication operations. In essence, fabrication is taking metal
and shaping it to a desired specification.
Notefull’s custom-metal-fabrication services ensure fast and
cost-effective solutions for any parts that need to be made from 3D
CAD files or engineering drawings to fabrication services. Notefull
offers a range of sheet metal materials, including aluminium,
copper, steel and stainless steel, as well as assembly services like
installing PEM inserts, welding and finishing services.
Services
• Steel fabrication
• Specialised welding
• Mechanical engineering design
• Machine moving and rigging
• Boiler making and fabrication
• Sand blasting and painting
Branches
Notefull Engineering’s three branches are located in Richards Bay,
Tongaat and Pretoria. A large fleet of vehicles ensures the best
logistical value when delivering clients’ products and services. A
full fleet of 19 vehicles includes a wide variety of trucks, 4x4s and
panel vans.
Major clients
Lafarge, Eskom, Sappi, Tronox, Rio Tinto, Rand Water, Department
of Public Works, Tongaat Hulett, Corteva, Foskor, Transnet, Harmony
Gold, Multotec.
Accreditations
ISO9001:2015 QMS.
ISO 9001 and ISO 3834 accreditations and the company’s BBBEE
certification ensures that clients get consistent, good-quality
products and services. The ISO 3834 is regarded as the global
benchmark in welding quality requirements.
BBBEE: Level 1
Memberships
SACCI, Zululand Chamber, PMB Chamber, Durban Chamber, Cape
Town Chamber, American Chamber, Durban Automotive Cluster,
JCCI, AFSA, SAIW.
Contact details
Richards Bay (Main Branch): 9 Ceramic Curve, Alton, Richards Bay 3901 | Tel:+27 35 761 1015
Automotive Supplier Park, 30 Helium Road, Rosslyn, Pretoria, Pretoria | Tel:+27 12 564 3503
Email: Nokuthula.m@notefullkzn.co.za | marketing@notefullkzn.co.za
Website: https://notefullengineering.co.za
www.opportunityonline.co.za | 43

EARTHMOVING PLANT AND EQUIPMENT
Tempo Equipment
and Attachments
Engineering Excellence That Works for You.
Tempo Equipment and Attachments has become one
of the most trusted names for custom-designed, highperformance
attachments for nearly fifteen years.
Operating across diverse industries, including mining,
construction, demolition and agriculture, we have built a
reputation for delivering durable, dependable and innovative
equipment that withstands the toughest challenges.
A legacy of innovation and reliability
Tempo was founded with a clear mission: to equip the mining and
earthmoving industries with robust, dependable attachments
that deliver unmatched performance. With some of our products
manufactured locally and others produced in a cutting-edge
83 000m² European facility, we combine global expertise with
advanced technology to create world-class equipment that stands
the test of time.
Three decades of trust: our partnership
with CTC Plant Company
For over thirty years, CTC Plant Company has been the exclusive
agent for Tempo Equipment and Attachments in Africa. This
enduring partnership has allowed us to provide top-tier
engineering solutions tailored to the region’s unique challenges.
From heavy-duty mining tools to high-efficiency demolition
attachments, our collaborative expertise helps businesses
streamline operations and improve productivity.
Custom solutions for maximum efficiency
At Tempo, we understand that no two projects are alike. That’s why
we specialise in customisation, working closely with our clients to
engineer attachments that meet their specific needs. Whether you
require custom-sized attachments, advanced hydraulic systems
or specialized tools for niche applications, our expert team is
Tempo VibroRipper.
44 | www.opportunityonline.co.za

EARTHMOVING PLANT AND EQUIPMENT
Beyond products: innovation
and customer support
At Tempo, innovation extends beyond manufacturing
- we are committed to ongoing client support. Our
team is always ready to provide expert advice, assist
with product selection and offer post-purchase
technical support to ensure long-term reliability.
We don’t just deliver attachments; we deliver
innovation, durability and quality solutions that
empower businesses to excel.
Tempo Hammers
dedicated to delivering precision-crafted solutions that enhance
efficiency and performance.
Our Research and Development Department continually strives
to push the boundaries of innovation, ensuring that we remain
at the forefront of attachment manufacturing. From hydraulic
breakers to amphibious excavators, our entire lineup is precisionengineered
and rigorously tested for durability.
Tempo Equipment and Attachments – Engineering
Excellence That Works for You.
Contact details
Cnr Michigan and Manchester Streets, Boquinar Industrial Area,
Cape Town 7460
Tel: +27 21 386 4190
Cell: +27 82 825 6966
Email: marks@ctcplant.co.za | partsadmin@ctcplant.co.za
Website: www.tempoequipment.com
Uncompromising durability
and quality control
Quality is at the heart of everything we do. Our
strict quality-control measures ensure that
each attachment meets the highest industry
standards, from raw material selection to final
product testing. Designed to thrive in demanding
conditions, Tempo’s equipment provides longterm
reliability, reducing downtime and boosting
operational productivity.
With nearly a century of combined experience
among our key personnel, we pride ourselves
on delivering expertly engineered solutions that
help businesses operate safer, smarter and more
efficiently. Whether you need rock-handling
equipment, soil-compaction tools, or specialised
roadworks attachments, Tempo Equipment and
Attachments offers expert guidance and custombuilt
solutions that elevate your work.
Whatever the job, Tempo ensures you have
the right tools to work faster, safer, and more
effectively.
Tempo Hammer.
www.opportunityonline.co.za | 45

SKILLS DEVELOPMENT
Work Integrated Learning
programmes receive a boost
from the National Skills Fund
More than 700 students and graduates will benefit from a grant
issued by the National Skills Fund to Resolution Circle.
Resolution Circle, a leading advocate for enhancing
academic and industry connections, has reached a
significant milestone by securing a National Skills
Fund grant to support Work Integrated Learning (WIL)
programmes for approximately 700 learners.
This initiative benefits students from Universities of Technology
(UoTs), Technical and Vocational Education and Training (TVET)
institutions and recent graduates, bridging the gap between
theoretical education and practical industry experience.
The National Skills Fund grant has empowered Resolution Circle
to offer hands-on learning opportunities, enabling learners to gain
real-world insights and develop essential industry skills. Through
these WIL programmes, participants engage in projects under the
mentorship of seasoned industry professionals, providing them
with the chance to navigate real-world challenges and capitalise
on emerging opportunities in their fields.
Enhancing academic journeys and industry readiness
For students from Universities of Technology, the WIL programmes
have enriched their academic experience by allowing them to
apply classroom knowledge to real-world situations. This practical
exposure has deepened their understanding of their chosen
fields, equipping them with the skills needed to excel in their
future careers.
TVET learners, who already possess technical training, have
benefitted significantly from the practical experience gained
through these programmes. This exposure has made them more
job-ready upon graduation, enhancing their employability and
enabling a smoother transition into the workforce.
Recent graduates have also leveraged this opportunity to
boost their employability. By acquiring industry-specific skills
and expanding their professional networks, they have positioned
themselves as attractive candidates in a competitive job market.
46 | www.opportunityonline.co.za

SKILLS DEVELOPMENT
Profound impact on learners and employers
The impact of the National Skills Fund grant on learners has been
transformative. Participants have reported increased confidence,
enhanced problem-solving abilities and a greater sense of
preparedness for the workforce. These outcomes have not gone
unnoticed by employers, who have recognised the exceptional
calibre of graduates who have completed these WIL modules.
The programme has been a game-changer for many of the
students and beneficiaries. The hands-on experience they have
gained through Resolution Circle has not only improved their skills
but also their ability to succeed in their chosen industry, ensuring
that they are employable.
Employers have echoed these sentiments, noting that the
graduates they have hired from Resolution Circle's WIL programmes
have consistently demonstrated a
strong work ethic, problem-solving
skills and a readiness to contribute
from day one. These programmes are
clearly producing candidates with a
competitive edge.
industry, providing invaluable opportunities for our learners to
gain practical experience and develop the skills needed to thrive
in their chosen careers.”
ABOUT RESOLUTION CIRCLE
Resolution Circle is dedicated to bridging the gap between
theoretical education and practical industry experience.
Through innovative programmes and strong industry
partnerships, Resolution Circle empowers learners to achieve
academic excellence and career readiness, contributing to the
development of a skilled workforce that drives innovation and
growth in South Africa.
For more information, see www.resolutioncircle.co.za
Strengthening the
education-industry link
Resolution Circle's commitment to
enhancing the academic journey and
industry readiness of learners has
resulted in a stronger link between
education and industry. This initiative
contributes to the development of
a skilled and adaptable workforce,
poised to drive innovation and growth
across various sectors.
“We are incredibly proud of the
impact these Work Integrated Learning
programmes are having on our
learners," said Sibusiso Shange, Senior
Executive Manager at Resolution
Circle. "This grant has allowed us to
bridge the gap between education and
www.opportunityonline.co.za | 47

SKILLS
Giving South Africans a
chance to live better lives
Eruditio provides quality skills-development training and enterprise and
supplier development solutions by partnering with corporate companies across South Africa.
Eruditio was founded by Joel Emmanuel in 2012. Eruditio
exists to transform the South African business landscape
as well as to transform the lives of ordinary South Africans
so that they can create sustainable incomes for themselves
and their families.
We achieve this by partnering with corporate companies
and by offering skills-development training and enterprise and
supplier development solutions to help upskill qualifying learners,
entrepreneurs and SMMEs.
We make sure that we provide high-quality, transparent and
measurable impact to our partners, clients and beneficiaries.
Programme management, execution and reporting are key
components within our service delivery.
The services we offer have made a concrete difference in the
quality of lives lived by South Africans.
Statistics
• 70% placement rate through our learnerships, resulting in fulltime
or part-time employment
• More than 6 500 learners have been through our accredited
skills programmes, which include full qualifications and unit
standards
• SETA grant submissions (mandatory and discretionary grants)
• Skills gap analysis
• SETA grant submissions (mandatory and discretionary grants)
• Skills-gap analysis
Full Qualifications and National Certificates
• Business Practice: NQF Level 1
• National Certificate: Informal Business Practice NQF Level 3
• National Certificate: New Venture Creation NQF Level 2 and 4
• Business Administration Services: NQF Level 3
• Generic Management: NQF Level 4 and 5
• Informal Small Business Practice: NQF Level 3
• National Certificate: Information Technology End Use Computing
NQF Level 3
• Occupational Certificate: Training and Development Practitioner
NQF Level 5
Services SETAs:
SSETA: 12709; W&R SETA: W&R 100; MICT: LPA/00/2022/07/0009;
QCTO: 07-QCTO/SDP030222-439
SKILLS DEVELOPMENT
We are a SETA-accredited training provider and experts in
education and skills development solutions in South Africa. We
provide fully accredited learnerships, skills programmes and
skills development, soft-skills training and online learning which
includes accredited online courses.
We work and partner with corporate companies to offer skillsdevelopment
training for the growth and development of South
Africans.
Why choose us?
We are dedicated to creating innovative training solutions
through research and development and are committed to
delivering impactful and measurable skills development
solutions.
We have extensive experience with disabled learners which
requires on-site training and support.
Among the specialised services our education and training
experts provide are:
• Workspace skills plans development and submission
• ATR submissions
Joel Emmanuel, Eruditio Managing Director
48 | www.opportunityonline.co.za

SKILLS
Enterprise Development Programmes (ESDs)
We manage the enterprise development
programmes for many corporate companies
in South Africa. We ensure that each enterprise
development programme is designed to meet
the needs of the individual business owner.
Supplier Development Programmes (SDPs)
Transitioning enterprise development
candidates or enterprises that are already
established have access to our supplier development programmes.
We work in collaboration with supply chain and procurement
to help develop these entrepreneurs and SMMEs to access
procurement opportunities.
Accredited short courses
• Leadership and management
• Customer service
• Work etiquette
• Financial management
• Coaching and mentoring
• Small-business management
• Business-model canvas
• Costing and pricing
• Sales and marketing
• Business planning
• Digital literacy
Contact details
45 Villa Valencia Office Park, 2 Anemoon Rd, Glen Marais, Kempton
Park 1619
Tel: +27 11 973 0205
General queries: info@eruditio.co.za
Learnerships: learnershipregistration@eruditio.co.za
Business Development: esd@eruditio.co.za
Website: www.eruditio.co.za
ENTERPRISE AND SUPPLIER DEVELOPMENT
(ESD) MANAGEMENT
We offer development, management and reporting of enterprise
development and supplier development programmes, all
aimed at helping entrepreneurs and SMMEs in South Africa
grow through our expert skills development, incubation and
mentoring services.
As a South African business incubator, we have the skills and
resources to support the growth and development of entrepreneurs
through our enterprise and supplier development. Our business
incubation programme gives entrepreneurs and SMMEs access to:
• business skills
• education
• business facilities and Internet connectivity
• business experts
• markets
• expert coaching and mentoring
www.opportunityonline.co.za | 49

SKILLS
Making an impact
where it matters most
General Manager Mbulelo Lekgetho is excited to be part of a team that is making a
tangible difference in people’s lives and helping redress economic imbalances
Mbulelo Lekgetho,
General Manager
Please describe your
role at Eruditio.
As a GM, my responsibility
is to oversee the day-to-day
running of the company,
which includes managing
employees, creating a
positive work culture that
attracts and maintains good
employees, setting up regular
goals and objectives and
motivating my team to meet
them, ensuring compliance
with legal and regulatory
requirements, developing
and implementing policies
and procedures to enhance
operational efficiency and
effectiveness, representing
the organisation in industry
events, conferences and
networking opportunities, identifying market trends and
opportunities for innovation and expansion and participating in
organisation-wide marketing plans.
What makes working for Eruditio special?
We are a medium-sized company that has been in existence for
just over 12 years which has punched above its weight, given
the calibre of clients that we are serving such as some of the
Big Four banks, private banks and automotive companies. As
such, I am delighted to be part of this dynamic and passionate
team that is constantly growing and innovating. I believe that
our work makes an impact, that makes a tangible difference
in people’s lives and that’s satisfying. As our country strives
to redress the economic imbalances of the past, we are at the
forefront of growing SMEs, the chief job creators in a country
with unacceptable levels of unemployment.
Unlike my previous places of employment, which are big
multinational organisations, Eruditio is an organisation with
a workforce of 10 to 15 people. In this environment, you get to
learn how the company operates from grassroot level all the way
to management level and at times, you find yourself operating
at grassroots level because meeting deliverables to our clients is
not negotiable.
Moreover, we assist entities to achieve a high B-BBEE score so
they can be awarded contracts and licences by the government
and private sector. For me, this is a pragmatic growth strategy that
aims to realise the country's full economic potential while helping
to bring the black majority into the economic mainstream. This
promotes the spirit of making an impact where it matters the most.
What perspective does your accounting
background and qualifications give you in terms
of carrying out your role at Eruditio?
My background and qualifications will be most beneficial in my
new role as follows: ability to work with people; ability to interact
with our clients’ and potential clients’ senior management; ability
to work closely with the MD to develop budgets and track budgets
against actuals; conflict resolutions in general; lead and manage
the team in an effective and efficient manner.
What have you learnt from auditing big firms and
NGOs that can be useful to smaller businesses?
• How to design a system of internal control
• Developing a standard operating policy
• Developing adequate segregation of duties even for small
organisations
• Significance of management accounts
For your ESD programmes, do you
focus on particular sectors?
At Eruditio we do not take a one-size-fits-all approach. Each SMME
is different, and we always develop tailor-made solutions to ensure
that we address the key requirements of our SMMEs. As such, any
SMME will be able to benefit from our programmes.
What is the Unique Selling Point of
Eruditio’s ESD programme?
• Tailor-made solutions: Our services are tailored to our
clients’ requirements. Our interventions speak to the specific
requirements revealed by our detailed gap analysis.
• Impact: Eruditio quantitively measures KPIs like turnover growth,
job creation and operating profit to validate whether impact is
made or not. If you cannot measure it, then you cannot manage it.
• Walking our talk: Eruditio itself and its partners are all
entrepreneurs implementing these programmes. Who better
to guide you on this journey than people who have literally
walked their talk?
50 | www.opportunityonline.co.za

SKILLS
Why is it important for people to keep
learning, or developing professionally?
I strongly believe that continuous learning and developing
professionally is important as new standards and best practices
are being introduced on an ongoing basis, which are redefining
the way that we do business. Professional development is an
investment in oneself, a commitment to lifelong learning and it
is equivalent to staying ahead of the curve in today’s fast-paced
workplace. It is not just a nice to have but rather a must have for
anyone serious about their career.
Whether it is in our professional or personal lives, the need for
ongoing education has never been more important than it is now.
For example, the world is quickly moving towards the 4th Industrial
Revolution (if it is not there already) where artificial intelligence,
robotics and the Internet of things are fast becoming the order
of the day.
Shaping a brighter future
Ntsako Shibambo, National Key Accounts Manager for Eruditio,
believes that investment in youth drives national progress.
Please describe your role within the company.
My role involves identifying new business opportunities and
staying updated on industry trends through meetings, conventions
and workshops. I develop and nurture relationships with both
potential and existing clients to ensure our services align with
their evolving needs. My focus is on maintaining strong, longterm
relationships, providing high-quality service and continually
improving the client experience.
What inspired you to follow a career path in
education, training and youth development?
I am passionate about community development, believing that
empowering youth with skills and confidence shapes a brighter
future. Education and training break barriers, unlock potential
and inspire growth. Investing in young people not only uplifts
individuals but also drives national progress.
This belief fuels my work, giving me purpose as I help create
opportunities for all. I've seen how knowledge inspires confidence
and hope and my commitment to education is rooted in the belief
that everyone deserves the chance to reach their full potential. For
me, teaching is about changing lives and expanding possibilities.
What are the key takeaways about this field that
you have learnt on your journey so far?
I’ve learned that holistic development extends beyond academics,
focusing on life principles and leadership skills. Educational and
training programmes should be accessible to all. Lifelong learning
is becoming increasingly important and personalised learning
should be prioritised to accommodate each individual’s unique
learning style. This calls for adaptive platforms and methodologies.
What is South Africa doing in the field of skills
development that it could be doing differently?
Our country’s skills development efforts have made significant
progress, but the pace needs to accelerate. Strengthening
collaboration between education and industry, focusing more
on youth entrepreneurship
training, expanding skills
programmes to rural areas,
upskilling workers in the
informal economy and
enhancing the value of
TVET education with clearer
pathways to employment are
all essential for addressing
regional disparities and
promoting broader economic
inclusion.
Does Eruditio keep
statistics on how many
graduates of its training
programmes get jobs?
Yes, we have a robust LMS
Ntsako Shibambo, National Key
Accounts Manager
system that tracks learner progress from initial engagement
to employment. We also help candidates secure jobs through
strategic partnerships with various organisations. Additionally,
our Alumni Programme invites graduates to share their success
stories with current learners, providing motivation and inspiration.
What are the most popular among the
training courses you offer?
End User Computing NQF 3, Business Administration NQF 3, New
Venture Creation NQF 4, Generic Management NQF 4 & 5 and
Consumer Education Training (Financial Literacy).
Do you help employers with training and
workplace skills programmes?
We provide comprehensive skills-development services, including
skills gap analysis, training recommendations and interventions.
We also compile workplace skills plans and submit the annual
training report to the relevant SETAs.
www.opportunityonline.co.za | 51

CONNECTIVITY
Starlink to South Africa
Bruce Hunt, Managing Director at Transcend Capital, believes that an empowerment arrangement
could be the way to attract Starlink to South Africa, and to ensure a big win for all concerned.
Starlink Minis were effectively deployed by Ukrainian armed forces in the first weeks of the war with Russia.
South Africa's pursuit of digital inclusion faces a significant
hurdle – the high cost of broadband access, especially
in underserved communities. Starlink, with its promise
of affordable satellite Internet, presents a potential
solution. However, regulatory requirements mandating 30% black
ownership for international communications companies pose a
challenge. Primarily because at the moment, these organisations
are not able to use an Equity Equivalent Programme (EEP) to
acquire an ICASA licence without a change in regulations.
The good thing is that the Minister of Communications and
Digital Technologies, Solly Malatsi, has announced that his
department will look at extending the concept of equity equivalents
to multinationals applying for an Electronic Communications
Network Service (ECNS) licence. This is a recognition of the
potential of an EEP, as this could pave the way for Starlink's entry
while simultaneously empowering South African communities
and businesses. A well-crafted EEP could be a game-changer,
benefiting both Starlink and South Africa.
Instead of focusing solely on direct ownership, Starlink could
invest in initiatives that directly benefit black-owned businesses
and communities. This approach aligns with the spirit of South
Africa's Broad-Based Black Economic Empowerment (B-BBEE)
policies, which aim to address historical inequalities.
Successful EEPs implemented by other multinationals can be
emulated here. Amazon, for instance, has effectively supported
black-owned businesses in the ICT sector through technical
training and grants. Similarly, JP Morgan's Abadali Fund focuses
on empowering black entrepreneurs in financial services. These
examples demonstrate that alternative pathways to empowerment
can be both impactful and sustainable.
Necessary innovation
When the Competition Commission oversaw Google’s entry
into South Africa, some innovation was needed. Google had to
establish an AdWords training programme for small businesses
as a means to help bridge the digital divide in this sector. This
52 | www.opportunityonline.co.za
PHOTO: Evgeny Opanasenko on Unsplash

CONNECTIVITY
helped Google to achieve a key objective and a requirement by
the Commission without incurring substantial cost.
A similar approach could be applied to Starlink, where
underutilised bandwidth could be discounted for educational
institutions and entrepreneurs from underrepresented
communities. This would expand digital access, foster
entrepreneurship and maximise social impact at a low cost.
Imagine the transformative potential of connecting rural schools
and public facilities to high-speed Internet, bridging the digital
divide and fostering educational opportunities.
It is equally important to highlight the success of employeeshare
schemes in other sectors. While Starlink's operational
structure may not lend itself to traditional employment models,
it could explore innovative alternatives. Partnerships with local
black-owned tech firms in areas like distribution or installation
could be a viable option.
In situations like this it is easy to fall into the trap of implementing
highly structured legal solutions. However, multinational
companies need to be careful of too good to be true structured
private-equity solutions. It is good that Starlink has chosen not to
enter the market taking this easy high-risk solution that we are
seeing a number of advisors promote. Those schemes, in contrast
to well-capitalised black private-equity funds that deploy capital,
are often abusive structures that aim to circumvent B-BBEE. They
are superficial in structure and are offered by a number of advisors
that promise empowerment without substance and don't present
a viable empowerment alternative.
listed and multinational companies. Founded in 2005, Transcend
Capital has successfully advised on over 200 transactions. We
utilise our unparalleled expertise and experience to structure
and implement value-adding ESOPs and BEE transactions. Our
culture and way of working enables us to be trusted advisors to
blue-chip corporations and to attract and retain top talent. We
deliver high-quality solutions and transactions that benefit our
clients and the country.
ABOUT THE AUTHOR
Bruce Hunt is the Managing Director at Transcend Capital. He has 18
years of experience in structuring multinational BEE transactions,
including Employee Ownership, Broad Based Schemes and
introducing strategic investors. He also advises on the public
interest elements of Competition Commission approvals.
Sustainable structures
Real transformation requires a commitment to sustainable,
impactful structures that go beyond mere compliance, as is seen
in bone fide private-equity funds.
By investing in initiatives that empower black-owned businesses
and communities, Starlink has an opportunity to demonstrate a
commitment to social responsibility and an equitable gain into the
market. This aligns well with the B-BBEE legislation and policies,
which are primarily aimed at addressing historical inequalities.
Lastly, an EEP can help Starlink build a loyal customer base
in South Africa. By demonstrating a commitment to social
responsibility and empowerment, Starlink can enhance its brand
reputation and foster trust among South African consumers.
This can lead to long-term market success and contribute to the
sustainability of Starlink's operations in the country.
An EEP could be a win-win for all stakeholders. Starlink gains
entry into a burgeoning market, while South Africa benefits
from increased connectivity, economic empowerment and skills
development. By drawing on the successful models of companies
like Amazon, Google and JP Morgan, Starlink can create an EEP
that truly aligns with South Africa's empowerment objectives and
paves the way for a digitally inclusive future.
ABOUT TRANSCEND CAPITAL
Transcend Capital is a specialist Employee Ownership (ESOP) and
BEE Ownership transaction advisor, serving South Africa’s leading
Bruce Hunt, Managing Director at
Transcend Capital
www.opportunityonline.co.za | 53

FINTECH
Empowering South Africa's
R750-billion township economy
Annelene Dippenaar, Chief Business Officer at Shop2Shop, reports on what needs to be
done to accelerate the transition to cashless transactions in South Africa’s townships.
In the heart of South Africa's vibrant township economy, valued
at an estimated R750-billion, a transformative shift is taking
place. Small to medium-sized businesses are flourishing as
the adoption of cashless transactions grows. Despite the
widespread availability of banking services, cash remains dominant
and collaboration between private and public stakeholders is
essential to address perceptions, drive down costs and increase
the uptake of digital-payment solutions.
According to research by Statista, while eight out of ten
South African adults have a bank account, 73% of point-of-sale
transactions are still conducted in cash, highlighting the need for
a significant push towards digital payments. The reliance on cash is
particularly evident in the bustling township economy, where more
than 1.8-million informal traders operate. This preference is driven
by several factors: the inclusive nature of cash allows everyone to
participate in the economy irrespective
of financial status, while physical
currency also offers immediacy
and ease of use.
Digital payments can enhance safety by reducing the risks
associated with cash while offering greater convenience
through faster transactions and 24/7 accessibility. Beyond
providing a layer of financial transparency for merchants,
digital transactions and payment histories will now help these
informal businesses build transactional profiles, making it easier
for them to access loans and financial services. This, in turn, can
drive economic growth by supporting local entrepreneurs and
cultivating a safer society.
What needs to be done
However, in order to drive the adoption and usage of cashless
transactions among informal businesses, several steps still need
to be taken by private and public-sector stakeholders:
Address cost and perception issues
Developing affordable digital-payment solutions and launching
education campaigns can help dispel misconceptions about
digital payments. Improving financial and digital literacy through
In South Africa, 73% of point-of-sale transactions are conducted in cash.
54 | www.opportunityonline.co.za
PHOTO: Freepik

FINTECH
training programmes and community outreach is also essential
to ensure that all segments of the population can benefit from
digital-payment systems.
Enhance digital infrastructure
Expanding Internet and mobile network coverage, especially in
underserved areas and modernising payment systems to support
real-time, low-cost transactions will make digital payments more
attractive and accessible. Building trust in digital payments
is equally important. Ensuring robust security measures and
promoting transparency in digital payment fees and processes
can help build confidence among users.
Regulatory support and incentives
Creating a supportive regulatory environment for the adoption
of digital payments and providing incentives for businesses to
adopt digital-payment methods will encourage the transition
to a cashless society. While the South African Reserve Bank
(SARB) is busy with a digital payments strategy to promote
digital payments more broadly across the country, cost-sensitive
consumers in townships will continue to rely on cash until certain
regulatory fees (such as interchange and other bank transaction
fees) are addressed.
Collaboration
Finally, promoting collaboration between government, financial
institutions, technology providers and community organisations is
essential for developing and implementing comprehensive digitalpayment
solutions.
Gaining momentum
Despite the dominance of cash, the transition to digital
payments is gaining momentum for small to micro
businesses. Firms like Yoco, Shop2Shop, Flash and iKhokha
are at the forefront of this revolution, providing the tools and
technologies needed to pave the way for a safer, more efficient
and inclusive economic environment.
Traditionally, people living in townships had to catch a taxi or
a bus to the closest mall to withdraw cash. Now, thanks to the
widespread availability of these card payment options at local
community stores, residents can purchase goods directly from
nearby shops. This not only supports small entrepreneurs but also
saves customers money on transportation costs.
The convenience of cashless transactions has led to a notable
boom in the informal economy. More and more people in
townships and informal areas prefer to spend small amounts at
local shops rather than withdraw large sums of cash. This trend,
accelerated by the Covid-19 pandemic, has made shopping
safer and more convenient, reducing the need to queue at
malls and ATMs.
The success of cashless payments has also benefited banks
like Capitec and TymeBank. As more customers use their cards
for transactions, banks are reducing ATM costs and focusing on
enhancing the digital payment infrastructure. This shift supports
the broader goal of financial inclusion, ensuring that all South
Africans can participate in the digital economy.
Seemingly ahead of the curve in this cashless transformation
is Shop2Shop, whose innovative solutions and agile methods
are making a significant impact on small businesses in the
informal economy. To further support cashless transactions,
firms like Shop2Shop offer digital vouchers which can be used
for payments. Their efforts highlight the potential for a broader
transition to a digital society, which additionally reduces the risks
and costs of handling cash.
Although a fully cashless society is not necessarily the end goal,
by taking these steps, South Africa can make significant strides
towards creating more inclusive opportunities for small and micro
businesses which are the lifeblood of the economy. Furthermore, it
bridges the divide between the informal and formal market which
stimulates economic growth within the country.
ABOUT SHOP2SHOP
The Shop2Shop platform provides accessible end-to-end
technology solutions designed to empower entrepreneurs
and their stakeholders by facilitating seamless payments. Our
mission is to help businesses thrive in the digital economy by
removing barriers to growth. From payment devices that accept
card payments to free and instant payments between stores
and suppliers within the ecosystem. Shop2Shop provides a
payment solution that gives customers immediate access to
their financial transactions, fostering an inclusive economy
connecting major brands and small, informal stores.
Annelene Dippenaar, Chief Business Officer at Shop2Shop.
www.opportunityonline.co.za | 55

BUSINESS TRAVEL
Five business-travel myths
Rethink your next trip, writes Bonnie Smith, the General Manager of Corporate Traveller,
because common perceptions are often plain wrong. Getting your head around five
common myths about business travel will help make your next trip much better.
Business travel often gets a bad rap.
But what if much of what we think we
"know" is actually a myth? Challenging
these misconceptions can not only save
money but also make your trips more productive
and even enjoyable. Rethinking our perceptions
is key.
"By questioning stubborn myths, we can turn
business travel from a stressful obligation into
a strategic advantage," says Smith. She advises
you to put your rethinking cap on for these five
big myths:
Ridesharing is always cheaper
than car rentals
While Uber and Bolt have their place, renting a car
can often be the smarter financial move. Travel
management companies (TMCs) frequently score
great deals with car-rental firms, offering rates
that ridesharing can't match.
Plus, those rideshare costs can skyrocket fast when you're in an
area prone to surge pricing. A rental car's flat rate starts looking
good in comparison. So, before you default to ridesharing for
your next business trip, take a moment to crunch the numbers.
You might find that good old-fashioned car rental is the way to
go, especially for longer stays or when you need to zip around
town frequently.
Business travel is bad for employee health
A recent Maxis white paper uncovers some exciting perks of
moderate work travel. Employees hitting the road for one to
six nights a month often enjoy better health, lower anxiety and
improved sleep compared to their desk-bound colleagues. It turns
out that a bit of travel can inspire more activity and reduce the
odds of smoking or obesity.
Business trips are golden opportunities to sneak in exercise,
savour nutritious meals, and recharge – luxuries often overlooked
in the daily grind. Plus, face-to-face interactions can spark morale
and strengthen teamwork.
As Smith points out, many companies are catching on by
revamping their travel policies to support employee wellbeing.
This includes enticing options like hotels with gyms, healthier
meal allowances and time to relax on longer trips. With fresh
surroundings and valuable networking, occasional business travel
might just be the secret ingredient to boosting employee health.
It’s a myth that ridesharing is always cheaper.
Business travel is always bad for the environment
While business travel can contribute to carbon emissions,
many companies are taking steps to minimise their impact. For
example, airlines are investing in Sustainable Aviation Fuel (SAF),
which significantly reduces greenhouse gas emissions and makes
flights greener.
Businesses are also rethinking how they approach travel.
They’re cutting unnecessary trips and opting for virtual meetings
to reduce travel frequency. When travel is essential, they focus on
direct flights and use public transport, which are greener choices.
Plus, many companies are choosing eco-friendly hotels that
prioritise sustainability.
TMCs are also upping the ante by offering clients carbonreporting
tools. These give businesses the cold, hard facts on their
travel emissions. “Companies can now make data-driven decisions
and set concrete sustainability targets,” says Smith.
Booking through a TMC is always more expensive
Many assume TMCs increase travel costs, but nothing could be
further from the truth. TMCs have access to better deals on flights,
hotels and car rentals that you can't get on your own. They know
smart booking strategies, like when to book for the best rates
and how to mix fare types to reduce expenses. They handle timeconsuming
tasks like price comparisons and bookings, saving your
team effort. By keeping travellers in line with company policy, they
56 | www.opportunityonline.co.za
PHOTO: Freepik

BUSINESS TRAVEL
Travel management companies have smart strategies for booking and can get better deals on flights, hotels and car rentals.
help avoid unnecessary spending. Many TMCs also offer efficient
booking tools that can lower fees.
“A good TMC looks at your whole travel programme, finding
ways to cut costs while making trips smoother for your employees,”
says Smith.
Business travel is a great way to rack up loyalty points
The idea that business travel is your ticket to rake in loyalty
points is more myth than reality these days. While you can still
earn points on work trips, loyalty programmes have evolved to
favour businesses over individual travellers. Airlines and hotels are
making points harder to redeem and less valuable, meaning those
frequent flyer miles aren't stretching as far as they used to.
If your travel policy allows it, here's how to play the game,
according to Smith:
• Join every loyalty programme you can; airlines, hotels, rental cars.
• If possible, book travel on your personal credit card and get
reimbursed. This way, you're double-dipping, earning points
from both the airline or hotel and your credit card.
• Speaking of credit cards, pick ones that give extra points for
travel and dining. Some offer elite status and business lounge
access just for being a cardholder.
• Don't forget about promotions. Sign up for those emails, they
might offer double points or other bonuses.
• If booking through a company portal, ensure your loyalty
numbers are attached to your profile.
ABOUT CORPORATE TRAVELLER
Corporate Traveller is a division of the Flight Centre Travel
Group, dedicated to saving businesses across Southern Africa
time and money. Corporate Traveller has the benefit of being
part of the world's third-largest travel retailer, leveraging its
global negotiating strength. It has access to over 50 of the
world's leading airlines and deals with more than 100 000 hotels
around the world to guarantee savings for clients. Corporate
Traveller provides clear, consolidated reporting of all its clients'
travel activities, helping them to control travel spend and
identify opportunities to save costs.
Bonnie Smith, General Manager of Corporate Traveller.
PHOTO: AS Photography on Pexels
www.opportunityonline.co.za | 57

ECONOMY
Trump policies may cause
an initial global and US
economic downturn
Citadel foresees continued sticky inflation, a strengthening dollar and strained global
trade relations as a result of Donald Trump’s “America First” protectionist policies.
When Donald Trump stepped into the Oval Office on
20 January 2025, his proposed economic policies
were set to initially have a negative impact on
United States (US) and global economic growth,
according to Citadel Chief Economist, Maarten Ackerman.
“While Trump’s proposed ‘America First’ policies are about
economic growth, the irony is that protectionism will be creating
its own set of economic headwinds. Inflation, which is a global
problem, won’t disappear overnight.”
Ackerman explains: “With the Senate and House secured by
the Republicans, the 'red sweep' raises expectations that the party
could more effectively pursue its global macroeconomic and
domestic economic policies aimed at fostering economic growth
and reducing inflation. These policies may, however, initially have
USA bound. The US is a major market for Mercedes-Benz
South Africa, which exports from the Port of East London.
58 | www.opportunityonline.co.za
PHOTO: ELIDZ

ECONOMY
Ackerman adds, “In an environment of cutting corporate and
wealth taxes, short term that can be quite positive for equity
markets. However, where will you get the revenue from to actually
finance a deficit like this?”
Ledu Zhixing Wind Farm in Qinghai Province contributes to China’s
goal of energy self-reliance.
the opposite effect of what he promised, as the Republicans’
hardline immigration policies will impact the availability of
affordable labour and their trade policies won’t make inflation
disappear overnight.”
“Trump wants to produce in America. His protectionism will
lead to a stronger dollar, which is exactly what he wants, and will
also further slow down global trade. In addition, his proposed
tariffs on imports will further slow trade and hike inflation.”
Having called “tariff” his “favourite word in the dictionary”,
Trump promised 200% trade tariffs on Mexican cars and 60% tariffs
on certain Chinese products.
Citadel Chief Investment Officer George Herman adds that
Republican policies could cause the largest-ever impact on the fiscal
deficit, “The US deficit is almost twice the size it was in 2016. We're
probably going to get to Covid levels, which was a very unusual time
with a lot of spend from government to get the economy going. The
US will keep on borrowing, but the cost of borrowing will need to
increase. Looking at government debt in relation to gross domestic
product (GDP), the already enormous US debt-to-GDP ratio of 125%
is expected to rise to 140% of GDP by 2035.”
Initial global market reactions
“The first market reactions were severe,” says Herman. “The dollar
strengthened materially and several asset classes were affected
right away. As expected, ‘Trump Trade’ was priced into the market,
but the ‘red sweep’ was not priced in. The gold price went down a
good 5%, on the back of his promise to ‘end the Ukraine conflict in
24 hours’. The copper price also took a 5% smack, because Trump
has made it clear he is not a fan of renewables and has promised
to ‘drill, drill, drill’. Bitcoin on the other hand –which is firmly backed
by Trump and his friend Elon Musk – reached a new all-time high
of $75 000,” says Herman.
“Trump will cut corporate taxes, which is good in the short term
for equity markets. We saw the S&P500 up 2.5%, Nasdaq up 2.5%
and the Russell 2000, which contains smaller-cap stocks, up 6%
and the Dow Jones up 3-3.5%. These movements, however, were
a US phenomenon and speak to US exceptionalism and are not
reflected in other global equity markets.”
Turning to US Treasury yields, Herman explains that it sold off by
20 basis points within a few days of the result, on top of 60 points
in the buildup to Trump’s re-election.
“This is an enormous move, considering that it usually moves
by only two to three basis points on any given day. Now consider
that in 2022, when US yields sold off as aggressively, it throttled
the equity market and equities took a step back. We haven't seen
that yet. We've seen the opposite now where equities rally while
bond yields are going higher. So, this higher cost of debt will filter
through into the economy.”
ABOUT CITADEL
Citadel is a specialist wealth-management
company with 31 years’ experience in
providing holistic wealth-management
solutions. Citadel’s expert advisors forge
and maintain authentic relationships with
clients based on trust, enabling them to
understand each individual’s unique goals
and develop the best financial roadmap
tailored to them.
Citadel’s services include investment
advice, asset management, philanthropy,
local and offshore fiduciary services,
forex strategy and family-office
solutions. Kindly note that this article
does not constitute financial advice. For
more information about Citadel visit
www.citadel.co.za or follow @Citadel SA.
Chief Investment Officer, George Herman.
Chief Economist and Advisory Partner at
Citadel, Maarten Ackerman.
PHOTO: Beijing Energy International
www.opportunityonline.co.za | 59

ECONOMY
Herman cautions that while US equity is much stronger in the
short term on the back of the promise of lower corporate taxes and
higher US yields, there is a fear in the market of increased overall
debt levels for the US.
Impact on South Africa and other emerging markets
“The knock-on effect of a stronger dollar is very important to us in
South Africa, as it places our commodities under pressure and is
negative for emerging markets, ” reports Ackerman.
Another emerging market that will be hard-hit by Trump’s
adversarial stance is Mexico. As Ackerman notes, “Mexico is a
sensitive issue for America, specifically because of illegal immigrants.
Trump will impose mass deportations and high trade tariffs.”
While the protracted trade conflicts have already made China
more self-sufficient, which meant that Trump’s re-election was “no
real body blow to China”, China would have to focus on finding
more alternative trade partners, says Ackerman.
“First, China needs to move to a policy of self-reliance on energy
or trade. That's why they're trying to stimulate consumption
expenditure in the Chinese economy. If they're going to replace
American trade, it will most likely be with other emerging countries,
specifically in Africa. So, it's a totally new world post-Covid as to
how these alliances and trade partners get put together.”
Explaining the impact of trade tensions on global supply
chains, Herman says: “In this new world of re-globalisation, or
de-globalisation, of new trading partners, we've abandoned the
most efficient, cheapest logistical supply chains in products, for
‘friend-sharing’, trading with friends or alliances, which implies
higher prices and more inflation.”
Herman believes BRICS may provide some new opportunities
for South Africa in the new world order. “BRICS started showing
muscle against the West over the past five years. The G7 and the
BRICS are pretty much head-locked in some policy decisions. And
Africa is right in the middle. It will create some opportunities for
Africa and the emerging markets. President Cyril Ramaphosa
was also quick to emphasise that South Africa takes over the
G20 presidency in 2025, and in 2026 it will be taken over by the
US. It is clear that the president wants to build relations during
this period. Minister of International Relations and Cooperation,
Ronald Lamola, has been quite outspoken about anti-West, anti-
American views.” This doesn’t bode well for South Africa’s place in
the AGOA trade agreement under a Trump administration.
Conclusion
“The world is entering an environment with below-average growth
and sticky inflation. The trade conflict is now global. Geopolitical
challenges may intensify. We are preparing for a slow-growth
environment. Interest rates can decline further, but we're probably
not going to go to pre-pandemic levels.”
It is therefore more important than ever to have well-diversified,
long-term and weather-proof investment strategies. “Politicians
come and go. There are shorter-term opportunities and we will
definitely include that in our portfolios, but the thinking must
always be long term and adjusted for risk.”
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Economic data
SACCI Business Confidence Index – November 2024
The SACCI Business Confidence Index (BCI)
2020 = 100
Month 2017 2018 2019 2020 2021 2022 2023 2024
January 112.9 115.3 109.9 106.6 109.2 108.8 112.9 112.3
February 110.4 114.3 108.0 107.2 109.0 112.0 111.9 114.7
March 108.4 112.8 106.1 103.9 108.7 110.5 111.3 114.7
April 109.7 111.0 108.3 89.9 109.5 108.3 107.1 108.9
May 107.7 108.7 107.5 81.0 112.1 103.2 106.9 107.8
June 109.7 108.3 107.9 94.1 111.2 108.5 108.8 109.0
July 110.2 109.5 106.4 95.7 107.7 110.3 107.3 109.1
The South African Chamber of Commerce and Industry (SACCI) regularly publishes economic data
relating to business confidence and trade, the SACCI Business Confidence Index and the Trade Conditions
October
November
Survey. As of 2023, SACCI has been collaborating with the Bureau of Market December Research 111.4 110.1 107.6 (BMR) 109.0 106.4 in producing
117.3 112.1
Average 109.1 110.4 107.1 100.0 108.5 109.6 109.6
the Small Business Growth Index. For more statistics, see www.sacci.org.za and www.bmr.co.za
August 103.6 104.6 103.0 99.2 106.2 105.6 108.6 111.5
September 107.5 107.9 106.8 99.1 105.2 110.9 108.2 110.2
107.4 110.8 106.0 106.4 109.7 109.4 108.6 114.2
109.9 111.1 107.2 108.0 107.3 110.9 111.5 118.1
% Positive
BUSINESS CONFIDENCE INDEX – NOVEMBER 2024
Business confidence gaining traction
The broader political representation in the administration of national government
has facilitated a positive assessment of economic prospects by business. This positive
assessment spilled over into the business climate, improving sentiment and stability.
The BCI has, since the formation of the new administration in June 2024, improved
gradually. Over the year to November 2024, the BCI improved by 6.6 index points, the
largest year-on-year improvement for a month since the Covid-19 restrictions were
lifted in December 2022. More inward tourist numbers, higher precious metal prices
and increased new vehicle sales made the most notable positive impact on the BCI
in November. SACCI Lower Trade merchandise Conditions Survey import December volumes 2024 had the only noteworthy negative
impact on South the BCI. African SACCI Chamber noted with of Commerce concern and disappointment Industry the slow economic
growth of 0.4% y/y for the first nine months of 2024, which reflects the perplexing
Trade Conditions Survey
situation the South African economy finds itself in. The strong upward momentum
December 2024
of business confidence, however, confirms the resolve and understanding by the
Trade Conditions Index
Supply deliveries
private business sector to contribute 100 and play its respective role to improve economic
90
Six month expectations
Current
80
Current
performance. Six month expectations This private sector effort must, however, be complemented by an
70
60
efficient and proficient public sector. 50 The collaborative effort between business and
40
the public sector could see the 30 translation of improved business confidence into
20
10
investor confidence, higher and sustainable economic growth and job creation.
80
70
60
50
40
30
20
Jan-15
Jun-15
Nov-15
Apr-16
Sep-16
Feb-17
Jul-17
Dec-17
May-18
Oct-18
Mar-19
Aug-19
Jan-20
Jun-20
Nov-20
Apr-21
Sep-21
Feb-22
Jul-22
Dec-22
May-23
Oct-23
Mar-24
Aug-24
% Positive
0
Jan-15
Jun-15
Nov-15
Apr-16
Sep-16
Feb-17
Jul-17
Dec-17
May-18
Oct-18
Mar-19
Aug-19
Jan-20
Jun-20
Nov-20
Apr-21
Sep-21
Feb-22
Jul-22
Dec-22
May-23
Oct-23
Mar-24
Aug-24
Index
160
150
140
130
120
110
100
90
80
70
60
SACCI Business Confidence Index
Downward phase of the business cycle
BCI 2020 = 100
Jan-15
Apr-15
Jul-15
Oct-15
Jan-16
Apr-16
Jul-16
Oct-16
Jan-17
Apr-17
Jul-17
Oct-17
Jan-18
Apr-18
Jul-18
Oct-18
Jan-19
Apr-19
Jul-19
Oct-19
Jan-20
Apr-20
Jul-20
Oct-20
Jan-21
Apr-21
Jul-21
Oct-21
Jan-22
Apr-22
Jul-22
Oct-22
Jan-23
Apr-23
Jul-23
Oct-23
Jan-24
Apr-24
Jul-24
Oct-24
SACCI Business Confidence Index – November 2024
The SACCI Business Confidence Index (BCI)
2020 = 100
Month 2017 2018 2019 2020 2021 2022 2023 2024
January
2
112.9 112.3
112.9 115.3 109.9 106.6 109.2 108.8
February 110.4 114.3 108.0 107.2 109.0 112.0 111.9 114.7
March 108.4 112.8 106.1 103.9 108.7 110.5 111.3 114.7
April 109.7 111.0 108.3 89.9 109.5 108.3 107.1 108.9
May 107.7 108.7 107.5 81.0 112.1 103.2 106.9 107.8
June 109.7 108.3 107.9 94.1 111.2 108.5 108.8 109.0
July 110.2 109.5 106.4 95.7 107.7 110.3 107.3 109.1
August 103.6 104.6 103.0 99.2 106.2 105.6 108.6 111.5
September 107.5 107.9 106.8 99.1 105.2 110.9 108.2 110.2
October 107.4 110.8 106.0 106.4 109.7 109.4 108.6 114.2
November 109.9 111.1 107.2 108.0 107.3 110.9 111.5 118.1
December 111.4 110.1 107.6 109.0 106.4 117.3 112.1
Average 109.1 110.4 107.1 100.0 108.5 109.6 109.6
160
SACCI Business Confidence Index
Current Trade Conditions Index (TAI)*
Activity Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24
Sales volumes 55 48 43 37 40 37
New orders 48 40 33 32 33 28
Backlog on orders received 38 36 33 29 25 20
Supplier deliveries 48 43 40 34 38 35
Inventory level 45 43 40 34 40 35
Selling prices 45 48 48 50 55 57
Input prices 69 69 63 74 68 65
Employment 33 29 25 32 45 41
TAI 46 41 35 34 38 35
TAI seasonally adjusted 46 39 36 29 37 44
Note: The indices are diffusion indices and vary between 0 and 100. At 50 an index reflects
a 'no change' situation and above or below 50 implies a positive or a negative reading
depending on the trade component.
* The TAI is the composite index of sales volumes, new orders, supplier deliveries,
inventory levels and employment.
Expected Trade Conditions Index (TEI)*
Activity Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24
Sales volumes 71 69 65 58 65 72
New orders 76 71 70 61 68 72
Backlog on orders received 38 38 38 29 43 46
Supplier deliveries 55 50 58 50 58 61
Inventory level 55 57 60 53 55 48
Selling prices 57 52 58 68 70 72
Input prices 67 60 63 84 85 85
Employment 57 50 58 42 55 57
TEI 66 62 63 54 62 65
TEI seasonally adjusted 68 62 64 52 60 75
* The TEI is the composite index of expectations on sales volumes, new orders, supplier
deliveries, inventory levels and employment.
The expectations are for six months ahead
140
SACCI TRADE CONDITIONS SURVEY
130
120
Trade expectations outpace trade activity
Index
150
110
100
The trade outlook remained well 90 into positive territory, but present trade
Downward phase of the business cycle
80
BCI 2020 = 100
activity was still in negative territory. Although some structural economic
70
60
impediments may be resolved, the poor economic performance is
preventing trade from reaching its more optimal potential. However, 40%
of the respondents indicated that present trade conditions were better
than in December 2023. Trade conditions slowed down since August
2024 and deteriorated even further, with only 35% of respondents
2
experiencing positive conditions in December 2024. However, the
outlook for trade in the next six months improved notably, with 65%
of respondents in December compared to 54% in October 2024 being
positive. The sales volumes index of 37 in December 2024 shows that
the majority of respondents find trade conditions demanding. Increased
new orders dipped to 28% of respondents. Logistical problems are
currently being experienced, mainly with rail and sea transport. Lower
stock levels confirm the existing tight trade conditions. The six-month
sales outlook is nevertheless at a high level, with 72% of participants
anticipating better sales compared to 58% in October 2024. It is
expected that both input costs and sales prices will accelerate in the
next six months. As inflationary expectations may rise, it could deter an
easier monetary stance and cause the SA Reserve Bank to continue a
cautious approach. Despite challenging trade conditions and tight profit
margins, employment in the trade sector was relatively stable.
Jan-15
Apr-15
Jul-15
Oct-15
Jan-16
Apr-16
Jul-16
Oct-16
Jan-17
Apr-17
Jul-17
Oct-17
Jan-18
Apr-18
Jul-18
Oct-18
Jan-19
Apr-19
Jul-19
Oct-19
Jan-20
Apr-20
Jul-20
Oct-20
Jan-21
Apr-21
Jul-21
Oct-21
Jan-22
Apr-22
Jul-22
Oct-22
Jan-23
Apr-23
Jul-23
Oct-23
Jan-24
Apr-24
Jul-24
Oct-24

Working Towards A Sustainable Energy Future!
ENERGY INTENSIVE USERS GROUP OF SOUTHERN AFRICA (EIUG)
The Energy Intensive Users Group of Southern Africa (EIUG), a
non-profit company, was established in 1999 on the belief that
energy is the engine for economic growth and development. Its
constituency accounts for ~40% of electrical energy consumed
and contributes ~22% of South Africa’s GDP, with significant
employment contribution. It believes that an enabling electricitysupply
industry is necessary to close the national energy-supply
deficit, stabilise escalating electricity costs and decarbonise the
economy. It provides technical contributions to government
and business stakeholders to ensure meaningful participation in
solutions to energy challenges and the impact of energy policy
on the economy.
The EIUG continues to provide valuable input into all the policy,
legislative and regulatory changes in the electricity industry.
Its work over the years demonstrates its valuable contribution
to the energy sector, raising the alarm on many crises, some of
which continue to challenge the industry. These contributions
include work on electricity price increases, capacity and coalsupply
crises, plant availability, changing industry structure,
power conservation programme and IRPs. A key achievement is
the easing of legislation to allow private sector participation in
electricity generation with minimum hurdles which contributed
in some way to the current reforms in the Electricity Regulations
Amendment Act.
THE EIUG SEES ITS ROLE AS:
❍ Internal advocacy: clearer perspectives on issues, solutions
and regulatory changes for members.
❍ External advocacy: expertise and capacity, clarity of
response and effective advocacy.
❍ Technical leadership: capacity and mentoring in addressing
energy issues.
❍ Fact and data collation/dissemination: insight and a
quantitative decision-making platform.
❍ Industry monitor: insight and information on industry
changes.
The EIUG’s climate-change committee (ITTCC) focuses on risks
and opportunities in South Africa’s transition to a low-carbon
economy. We are supporting government and industry to make
informed decisions on climate-change management, mitigation
and adaptation. It contributes to International Conference of the
Parties (COP) discussions, business’s and government’s response
to climate change, and offers a knowledge-sharing platform on
disclosure, quantification and regulatory developments.
The EIUG works with government, Eskom and other stakeholders
as a trusted champion for energy reliability, affordability and
sustainability, using timely expert knowledge, evidence-based
strategies, leadership, advocacy, partnerships and constructive
stakeholder relationships. The EIUG remains dedicated to serving
the interests of energy-intensive companies by influencing
energy and climate change policy to enable economic growth
and job creation, contributing to South Africa’s ongoing success.
The EIUG is committed to working towards a sustainable energy
future. During 2024, in celebration of its 25th anniversary, the EIUG
hosted a convention for energy intensive customers which was well
attended. The EIUG plans to make this an annual or bi-annual event.
Fanele Mondi
Director and CEO
Herman Pretorius
Council Member
Vusumuzi Dlamini
Director (Chairperson)
and Council Member
Murendeni Matshinyatsimbi
Council Member
Rosalind dos Santos
Director and Council
Member (Treasurer)
Seeraian Chinaboo
Council Member
Nic Dawson
Director and Council
Member (Deputy
Chairperson)
Duduzile Makhathini
Council Member
Enquiries:
Please forward enquiries and membership requests to:
EIUG Office Manager: Office@eiug.org.za
c.c. EIUG CEO: Fanele Mondi: Fanele.Mondi@eiug.org.za
www.eiug.org.za