Opportunity Issue 113

www.opportunityonline.co.za MAY/JUNE/JULY 2025 • ISSUE 113

SOUTH AFRICA IS

NOT READY FOR

GREEN HYDROGEN

Major obstacles stand in

the way of commercialising

green hydrogen

BATTLING THE MENACE

OF ILLEGAL MINING

WHAT’S WRONG WITH

SOUTH AFRICA’S LOW-COST

HOUSING MODEL?

The Wits Centre for

Entrepreneurship has

a new partner

TREE HEALTH GETS

A TECH BOOST

DIGITAL BADGES

FOR ARTISANS

LEARNING THROUGH PLAY

Kristian Imhof, Middle East and Africa General Manager of LEGO Group,

celebrates a new store in Cape Town and reflects on the multi-generational

popularity of the toy bricks and what the LEGO brand is doing about sustainability.

CORRIDOR LOGISTICS

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WE DO

• Clearing and forwarding

• Warehousing

• Transport

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Act and customs rules and regulations. Imports, exports

and in-transit movements all form part of our expertise.

Logistics warehousing

More than 5 000m² warehouse space and an open yard

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for big loads!

• Dry and refrigerated bonded storage facilities.

• In-house reach stacker ensures fluid flow.

Logistics transport

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can haul over 3 000 tons of cargo at any given time.

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Email: corridor.walvis@rhinotrek.net

Website: www.corridorlogistics.com

Contents

ISSUE 113 | MAY/JUNE/JULY 2025

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ABSA/SACCI SMALL BUSINESS GROWTH

INDEX

The Absa/SACCI Small Business Growth Index

(SBGI) was launched in February 2025 with

the Bureau of Market Research as the research

partner.

SME LAUNCH SUPPORTS BUSINESS-

BUILDING ESSENTIALS

A collaboration between SACCI, CIBA, Inhlanyelo

Hub and the CIPC has created SME Launch.

A BOOST FOR ENTREPRENEURSHIP

The Services SETA will grow and sustain the Wits

Centre for Entrepreneurship.

LEARNING THROUGH PLAY

When a new LEGO store opened in Cape Town,

Opportunity sat down with Kristian Imhof, the

company’s Middle East and Africa General

Manager.

BATTLING THE MENACE OF ILLEGAL

MINING

There are solutions, according to the NSDV’s

Dominic Varrie and Mandy Hattingh.

SOUTH AFRICA IS NOT READY FOR GREEN

HYDROGEN COMMERCIALISATION

Stellenbosch University Associate Professor

Craig McGregor and Bruce Douglas Young of the

Africa Energy Leadership Centre, University of

the Witwatersrand, warn that the implications of

South Africa introducing green hydrogen need

to be carefully considered.

ENGINEERING SOUTH AFRICA’S FUTURE

Collaboration is key to sustainable development,

says CESA President, David Leukes.

CAN THE FREIGHT INDUSTRY REDUCE

EMISSIONS?

Solutions must come from both the road and rail

freight sectors.

CRAFTING THE FUTURE OF TRANSPORT

The 12th Transport Evolution Africa Forum &

Expo 2025 is to be held in Johannesburg.

38

40

46

48

49

12

48

USING TECHNOLOGY TO CERTIFY

ARTISANS

CHIETA proposes digital badges to replace

certificates for artisans.

WHAT’S WRONG WITH SOUTH AFRICA’S

LOW-COST HOUSING MODEL

Hlengiwe Maila, a research fellow at the

University of Pretoria, believes that there is a

better way to tackle the backlog of subsidised

public housing.

TREE HEALTH GETS A TECH BOOST

Two Stellenbosch University students are in line

to win international awards for their innovative

methods of tracking the health of trees.

FAIR PRICES FOR A FAIRER FUTURE

Be Fair Right Now aims to promote food security

and rural economies.

ECONOMIC DATA

The latest economic data: SACCI Business

Confidence Index and Trade Conditions Survey.

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40

46

www.opportunityonline.co.za | 1

EDITOR'S NOTE

Can SMMEs really

save the day?

The future of the small, medium and micro-enterprise (SMME) sector generates a lot

of debate – and a lot of hot air.

Extravagant claims are made about how small businesses will comprehensively

solve the unemployment crisis: how, if children and students were just taught how to

be entrepreneurs, the economic outlook would turn to rosy. The fact is that some people are

much more suited to being employees than employers and there are very few SMMEs, even

after “upscaling”, that will employ very large numbers of people.

The SMME sector is indeed vital for South Africa’s economic health. The truly small business

(micro) subsector gets little attention but survivalist enterprises play a vital role. Hawkers and

street traders work long hours and “house shops” (a step below spaza shops, where a room in

a house is deployed) are a feature of the economic profile of most townships.

In this context, two recent initiatives involving the South African Chamber of Commerce and

Industry (SACCI) are particularly welcome. One of the initiatives will improve the information

available to researchers and policy-makers and the other programme offers concrete and

practical help to SMMEs.

The Absa/SACCI Small Business Growth Index (SBGI), run by the Bureau of Market Research,

will do regular surveys of the sector and provide accurate and up-to-the-minute data on trends.

This information could contribute to reducing the failure rate of startups, currently at alarming

levels.

The second initiative involving SACCI is called SME Launch. To be administered by

Inhlanyelo Hub NPC, SMME Launch leverages the networks of SACCI, the financial acumen of

the Chartered Institute of Business Accountants (CIBA) and the experience of the Companies

and Intellectual Property Commission (CIPC) in issues such as legal compliance, intellectual

property registration and the formalisation of a business.

Both of these initiatives are outlined in detail in this issue.

Also in this issue

The theme of entrepreneurship occurs again in a report on a new partnership between the

Services Sector Education and Training Authority and the Wits Centre for Entrepreneurship.

Another SETA, the Chemical Industries Education and Training Authority (CHIETA), contends

that digital badges should replace paper certificates for artisans.

There are two interviews related to the opening of a LEGO Certified Store in Cape Town and

two lawyers weigh in on what can be done about illegal mining in South Africa.

Stellenbosch University Associate Professor Craig McGregor and Bruce Douglas Young

of the Africa Energy Leadership Centre, University of the Witwatersrand, warn that there are

several roadblocks on the path to the introduction of green hydrogen on a commercial scale

in South Africa.

To bolster infrastructure development, and for that to be sustainable, collaboration and

policy certainty are required, according to Consulting Engineers South Africa (CESA) President,

David Leukes. Regarding low-cost housing, Hlengiwe Maila has studied the South African

market and believes that there is a better way to tackle the backlog.

The freight industry is one of the world’s biggest polluters. Bidvest International Logistics

believes that the answers must come from both the road and rail freight sectors.

Two students at Stellenbosch University have applied innovative technology to track tree

health. Both Yasmin de Raay and Chris Erasmus, who has developed a wireless dendrometer

that tracks growth patterns, water dynamics and environmental stress, have qualified for the

international finals of the 2025 Blue Sky Young Researchers and Innovation competition. De

Raay’s work involves machine learning and the generation of microscopic images that give

information about root growth.

John Young, Editor

2 | www.opportunityonline.co.za

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would like to express thanks to those who support this publication by their

submission of articles and with their advertising. All rights reserved.

A holistic

approach to

human capital

Meladi Mampane, Managing Director

The Managing Director of Maletchaba Human Capital,

Meladi Mampane, reflects on the values that have created

a company that embodies a holistic human capital value

proposition.

How did it feel to achieve 10 years as a business in 2023?

Reaching that milestone was an incredibly gratifying experience

and I take immense pride in that achievement. It’s a testament

to the resilience, dedication and strategic vision that has shaped

Maletchaba. I am most proud of the brand we have built – one

that is recognised for its integrity, impact and expertise. I also take

great pride in the opportunities we have created, particularly for

young professionals. Additionally, the meaningful partnerships

we have established and nurtured over the years stand as proof

of the value we bring and the trust we have earned.

What were the toughest challenges in getting started?

In the early stages, you often assume that the networks you

have built over the years will naturally translate into business

opportunities, but that’s not always the case, leaving you to find

new ways to build your client base. Resilience becomes your

greatest asset because setbacks are inevitable and perseverance

is what ultimately sustains the journey.

Please explain your bursary-management offering.

Our focus is on structuring and managing corporate-funded

bursary programmes that align with the organisation’s strategic

objectives, often within the framework of B-BBEE, corporate social

responsibility (CSR) and skills-development mandates.

What are the benefits for the client of having

bursaries managed?

By entrusting bursary management to us, our clients ensure

that their contributions create meaningful and lasting change

rather than just being seen as a compliance-driven obligation.

Even more than 30 years into democracy, many South African

families still do not have a single graduate, perpetuating cycles

of economic struggle. Structured bursary management ensures

efficiency, compliance and maximised impact. We ensure the

client’s investment is well-managed, from selection to academic

support and graduate placement, aligning the programmes with

business needs, creating a future talent pipeline and handling

administrative complexities.

What is Strategic HR?

Our work in Strategic HR is most often with growing companies

transitioning from small to medium-sized enterprises when

people management requires a structured and intentional

approach. We are currently working with a manufacturing entity

that is significantly ramping up production. As they prepare for

this growth, we have developed a comprehensive HR strategy

that focuses on attracting and retaining key talent, building a

culture of learning and innovation and implementing structured

HR processes that support long-term scalability.

How do you demonstrate that B-BBEE is a sound business

practice process?

There’s an African proverb that says: “If you want to go fast, go

alone. If you want to go far, go together.” This perfectly captures

the essence of why B-BBEE is not just a compliance exercise but a

sustainable business strategy. For companies operating in South

Africa, long-term sustainability is inextricably linked to social and

economic transformation. By embracing B-BBEE as a business

imperative rather than a regulatory burden, companies secure

a more stable, prosperous and sustainable future – not just for

themselves, but for the entire economy.

With outsourced HR services to emerging businesses, does

the enterprise take over more of the functions as it grows?

We offer several flexible models, including fully outsourced HR

services, hybrid models where we provide senior HR consultants

for strategic direction while the company’s own HR team handles

day-to-day operations, and dedicated on-site HR officers for

rapidly expanding businesses. As businesses grow, we often help

them transition towards more in-house HR functions while we

remain involved in strategic advisory and oversight roles.

Do you have professional growth paths for your staff?

As a company that sells knowledge and expertise in people

management, we recognise that our greatest asset is our team. To

remain at the top of our game, we are deliberate about continuous

learning and professional development.

Visit: www.maletchaba.co.za

News & snippets

Industry insights from the past quarter

Artisan training receives R40-million boost

The Chemical Industries Education and Training Authority (CHIETA)

has signed a collaborative agreement with the National Youth

Development Agency (NYDA) that will see R40-million being invested

into the establishment of a “Youth in Chemicals” programme to train

young artisans.

Under the agreement, the NYDA has invested R10-million and CHIETA

has committed R30-million to train young people as artisans and

entrepreneurs over the next few years. Organisations in the chemicals

industries will be able to apply for discretionary grants to train more

coded welders, refractory masons, electricians and boiler makers and

this includes an entrepreneurial skills training element to ensure that

these artisans are adequately equipped to start their own businesses.

According to CHIETA CEO Yershen Pillay, this new programme is a

fusion of artisanship and entrepreneurship. It is designed to train

young artisans to be employers of youth and not simply employees.

“We don’t want to train artisans to be job seekers, we want to train

artisans to be job creators. Our ‘Youth in Chemicals’ programme will

train youth to be welders and boiler makers while at the same time

providing essential entrepreneurial skills to start their own small

businesses,” says Pillay.

According to the NYDA CEO Waseem Carrim, “The NYDA is committed

to addressing the plight of youth through more programmes

designed for job creation and enterprise development. This innovative

programme between the NYDA and CHIETA, to combine artisan

development with small business development, will certainly close

the skills gap and create more jobs for the youth, by the youth.”

The combination of artisan training with entrepreneurship training

is expected to lead to more jobs being created for the youth in the

country. CHIETA and NYDA aim to support 2 000 artisans to become

entrepreneurs over the next two years.

DFA invests nearly a billion rand in infrastructure

In the first month of 2025 DFA announced that it has invested over R800-million to upgrade

and future-proof its national fibre network. This investment strengthens DFA’s position as a

premium wholesale open-access connectivity provider in South Africa and addresses the

growing demand for reliable, high-speed Internet. DFA is part of the MAZIV group and DFA’s

national network delivers connectivity and backhaul for mobile operators, data centres,

Internet service providers and public-sector institutions. The investment follows DFA’s

R400-million Dry Underground Distribution Cabinet (DUDC) network enhancement project

launched in August 2023, which focused on stabilising and future-proofing DFA’s network

infrastructure. The network investment has already delivered measurable results, including

a 40% improvement in new circuit delivery times and a 100% improvement in mean time to

repair (MTTR) where the new architecture is operational.

Dewald Booysen, Chief Operations Officer for MAZIV, pictured, highlights the significant

improvements the firm has made in improving its customer experience. Says Booysen, “Our

network upgrades have vastly improved resilience and diversity in the network. We still

maintained a national uptime of over 99.5%, even during high-incident periods. Currently,

we’re performing at an exceptional 99.99% uptime.”


Rand Mutual Assurance: A Legacy of

Compassion and Evolution

Rand Mutual Assurance (RMA) was established in 1894 and has a

unique 130-year history of offering workers' compensation services.

RMA was first established to handle compensation for miners hurt

while performing their duties, but it has since evolved and broadened

its purview to better serve the South African and international

workforce. RMA has developed into a vibrant company, motivated by

a dedication to benefit workers throughout their life journey. Its

primary objective is built on compassion and caring.

A Holistic Approach to Worker Well-being

RMA's strategic posture represents a fundamental shift from a

product-based organization to a provider of integrated and

holistic solutions designed to benefit workers throughout their life

journey. The group's comprehensive risk and benefits offerings

include:

Riot Cover

Disability Income

COID International Cover

Comprehensive

Group Personal Accident

Critical Illness

Funeral Cover

Augmentation Policy

Group Life Assurance

Crime and Injury

Commuting Journey Policy

Classic Group Personal Accident

The mission of RMA is still centred on the workers in all of these

offers. The organisation is committed to ensuring that beneficiaries

and their families receive the treatment and payment they are due

when they suffer occupational illnesses or injuries at work.

The rich and illustrious history of RMA is proof of its continuous

dedication to South African workers.

Rand Mutual Admin Services (Pty) Ltd (CIPC Reg No. 2012/190552/07) is an Authorised FSP 46113,

both entities form part of the Rand Mutual Group of Companies)

News & snippets

Industry insights from the past quarter

From industry insight to innovation:

the CtrlFleet story

CtrlFleet began with a simple idea: fleet technology should work

with you, not against you. After years in the transport and logistics

sector, our founders, pictured (Renko Bergh, left, and Wichard

Sullwald, right), saw first-hand how disconnected systems, manual

workarounds and outdated tools were holding operations back.

CtrlFleet was built to change that, not by patching old systems,

but by reimagining fleet management from the ground up.

Launched in South Africa, CtrlFleet is now powering some of the

region’s most respected fleets with real-time visibility, compliance

tools, automated workflows and live driver updates, all within

one intelligent platform. But CtrlFleet isn’t just about software.

It’s about giving operators confidence in every trip, decision and

delivery. It’s about helping teams focus on the road ahead instead

of chasing admin. With rapid growth, a trusted user base and a

clear mission to simplify fleet execution, CtrlFleet is setting a new

standard in transport management.

Drive to combat youth unemployment

Mr Price Foundation and Zapper have joined forces to

address South Africa’s youth unemployment crisis. Mr

Price Foundation is leveraging Zapper’s streamlined

digital-payment solutions to raise awareness and

drive donations for its Hope4Youth campaign.

Donations made through Zapper will directly support

the Foundation’s mission to empower youth with

sustainable economic opportunities. By allowing

users to simply scan a QR code, Zapper breaks down

barriers to giving, empowering individuals and

businesses to seamlessly support the Foundation’s

transformative youth empowerment programmes.

Donations raised will directly benefit Mr Price

Foundation’s three flagship youth empowerment

programmes: UpLift, EduRise and JumpStart, pictured.

Since 2015, JumpStart has developed over 57 000

youth, with over 30 000 participants successfully

transitioning into jobs. Offering a suite of demandled

work-readiness programmes in key labourintensive

sectors, including retail, manufacturing

and tourism, JumpStart trained 7 252 unemployed

youth in FY2024, with 90% securing employment at

leading retail partners. Another 154 aspiring youth

entrepreneurs were supported in FY2024 through

the UpLift entrepreneurship programme. The EduRise

programme, which focuses on enhancing techled

literacy and numeracy and entrepreneurship

development, impacted 25 214 learners and 40 lower

socio-economic primary schools in FY2024.

PHOTO: Pierre Tostee


Makwedeng Training is a trusted and experienced leader in education

and training in logistics, transport and supply-chain management.

SKILLS

Pioneering skills development

in the transport sector

Makwedeng Training (Pty) Ltd has been a leader in skills

development for the past 21 years. Since obtaining

accreditation with the Transport Sector Education and

Training Authority (TETA) in November 2003, the company

has been dedicated to enhancing education and training in the fields of

transport, logistics and supply-chain management. This specialisation

is rooted in the senior management team’s extensive experience in the

sector before transitioning to skills development.

With the introduction of the Quality Council for Trade and

Occupation (QCTO), the landscape of skills development has seen

significant changes since June 2023. Most legacy, unit-standardbased

skills development programmes were de-registered by the

South African Qualifications Authority (SAQA) and have since been

replaced by occupational programmes, which include full and part

qualifications. Additionally, industry-driven skills programmes that are

occupationally oriented have been introduced. Makwedeng Training

began the transition to the QCTO in 2018, obtaining accreditation as

a skills development provider (SDP) in July 2018. The company further

advanced its role by receiving accreditation as an assessment centre

(AC) from the QCTO in March 2023.

Makwedeng Training’s accredited programmes

Makwedeng Training currently holds accreditation for the following

programmes:

• Occupational Certificate Freight Handler: Covering areas such as

warehousing and distribution, stevedoring, courier operations, bulk

freight operations, port operations and air freight operations.

• Occupational Certificate Truck Driver: Focused on both rigid

and articulated truck driver development, this course covers legislative

compliance, AARTO, defensive-driving techniques, economical driving,

risk management, safety principles, ethical practices, customer service,

mechanical awareness and environmental concepts.

• Occupational Certificate Transport Clerk: Covering road transport

administration, legal compliance, routing and scheduling, driver

management and vehicle-maintenance management.

• Occupational Certificate Transport Manager: Addressing management

principles, fleet management, contract management, legislative

compliance, risk management, specialised freight transport (including

dangerous goods, abnormal loads, cold chain and waste) and passenger

transport.

• Occupational Certificate Supply Chain Practitioner: Focused

on supply chain concepts, risk management, operational management

(procurement, manufacturing, international logistics, transport,

warehousing and distribution), performance management, innovation

and contract management, incorporating ethical practices.

Susan Henning, CEO and Director.

• Diploma in Freight Logistics Management: Covering principles of

management, financial management, human-resource management,

contract management, business management, relationship

management, strategic management, resource management, 4IR, risk

management, quality management, safety management, legislative

compliance, international logistics, transportation and distribution,

warehousing, storage and managing specialised freight.

In addition to these core programmes, Makwedeng Training offers

supplementary modules on study techniques, with senior courses

including a two-day leadership development camp.

The leadership of Susan Henning

The CEO and Director, Susan Henning, brings years of operational

supply experience before transitioning to education and training. She

completed her education training and development courses at the

South African Defence Force College for Education Technology and later

furthered her qualifications with Paradigm Generation, completing a

facilitator’s course. Susan is also a registered Assessor and Moderator

with the Transport, Wholesale and Retail, FoodBev and Services SETAs

and MerSETA.

In addition, Susan completed the “Train the Trainer” programmes

with SAPICS for supply and warehouse operations courses and with the

University of Liège for Supply Chain Management. Her military career

in the South African Air Force earned her several commendations and

she was also named the second-place winner of the Afrikaans Business

Institute’s Businesswoman of the Year award in 2009.

Vision and ethos

Makwedeng Training’s mission is to provide high-quality education,

training and development opportunities to individuals, empowering

them to grow their careers within the industry. The company’s guiding

ethos, “quality is not negotiable”, ensures that learners develop both

personally and professionally, leading to improved efficiency and a

positive outlook in their work and personal lives.

Contact details

Tel: +27 31 920 1007

Email: courses@makwedeng.co.za

Website: www.makwedeng.co.za


SACCI NEWS

Absa/SACCI

Small Business Growth Index

A new index that will serve as a yardstick for the growth and development of small and medium

enterprises in South Africa has been initiated by Absa Bank’s SME Business Unit, the South African

Chamber of Commerce and Industry (SACCI) and the Bureau of Market Research (BMR) as the research

partner. BMR outlines here how the index will be based on regular surveys and gives a detailed

assessment of what the SBGI hopes to achieve in the context of the South African SME landscape.

The Absa/SACCI Small

Business Growth Index

(SBGI) was launched

in February 2025

with the Bureau of

Market Research as the

research partner.

South Africa’s small, medium and micro-enterprise (SMME) sector is a key driver of economic activity, employment and innovation. Of

the estimated 2.67-million SMMEs in South Africa, approximately one-third operate formally, while two-thirds are informal. Collectively,

the sector provides an estimated 11.4-million jobs, with small and medium enterprises (SMEs) comprising 91% of formal businesses,

contributing around 60% of employment and approximately 34% of the national GDP.

Despite their critical role in the economy, SMMEs face persistent challenges that inhibit growth and sustainability. The Small Business

Growth Index (SBGI) was designed to provide a comprehensive understanding of the SME landscape (50 or fewer employees), offering

data-driven insights to inform policy interventions, improve business strategies and enhance SME resilience. The lead parties involved in

the SBGI initiative include Absa Bank’s SME Business Unit, the South African Chamber of Commerce and Industry (SACCI) and the Bureau of

Market Research as the research partner.

Key trends in the SME sector

• The number of small businesses, employment rates and financial

performance within the SME sector continue to decline.

• New SME entrant numbers remain low, with nearly a quarter of SMEs

having operated for three years or less.

• SME profitability has declined dramatically, indicating systemic

challenges affecting SME business sustainability.

• Higher failure rate of SMEs than elsewhere in the world with 70% to

80% of South African SMEs failing within the first five years.

These concerning trends highlight the need for a structured approach

to support SMEs in overcoming both external challenges (exogenous

factors) and internal weaknesses (endogenous factors).

External challenges (exogenous factors) affecting SMEs

Exogenous factors refer to external conditions that impact SME

growth, including economic, regulatory and infrastructural constraints.

Addressing these challenges requires coordinated efforts from

government institutions, financial bodies and industry stakeholders.

Challenge

Economic conditions

Access to finance

Regulatory and

compliance burdens

Infrastructure

deficiencies

Market competition

Crime and corruption

Global supply chain

disruptions

Intervention required

Implement SME-friendly tax incentives, lower interest

rates, create economic stimulus programmes.

Expand SME-funding programmes, reduce collateral

requirements, promote alternative financing

(eg venture capital, crowdfunding).

Simplify business registration, reduce red tape and

provide compliance training to enhance the ease of

doing business.

Improve electricity reliability, expand broadband access

and develop SME-friendly industrial zones.

Strengthen SME participation in supply- and globalvalue

chains, enforce local procurement policies and

support fair competition.

Strengthen law enforcement, offer financial support

for business security and improve anti-corruption

enforcement.

Encourage local manufacturing, diversify import sources

and provide incentives for domestic production.

Responsible

stakeholders

Government, financial

institutions

Government, banks,

private investors

Government, business

chambers

Government,

infrastructure agencies

Government,

large corporations

Government,

security agencies

Government,

trade associations


SACCI NEWS

How the SBGI addresses exogenous challenges

The SBGI will provide critical insights to policymakers, financial institutions and industry stakeholders to develop targeted solutions to address

external challenges. By leveraging data from SME performance indicators, the SBGI will:

• Inform economic policies that support SME-friendly fiscal measures.

• Identify gaps in financial accessibility, ensuring that funding initiatives are directed effectively.

• Highlight regulatory constraints, enabling streamlined business

registration and compliance.

• Offer sector-specific insights on infrastructure needs and advocating

for better resource allocation.

• Monitor SME participation in domestic and export markets to

promote a level playing field.

• Provide real-time data to measure the impact of anti-corruption and

security initiatives on business operations.

Internal weaknesses (endogenous factors) affecting SMEs

Endogenous factors relate to internal institutional inefficiencies

within SMEs, such as inadequate skills, poor financial management

and limited strategic direction. Addressing these gaps requires

business development programmes, mentorship and capacitybuilding

initiatives.

Challenge

Limited business skills

Cash flow problems

Weak business strategy

Talent and skills

shortages

Technology

adoption lag

Poor customer retention

Intervention required

Offer SME training programmes in financial management,

digital marketing and operations.

Encourage better financial planning, promote SME-specific

banking products and improve payment terms.

Provide mentorship, business coaching and strategic planning

workshops.

Create SME internship programmes, offer skills development

grants and encourage industry-specific training.

Offer digital-transformation grants, subsidised access to

business software, AI and e-commerce training.

Promote customer service excellence training and encourage

loyalty programmes.

Responsible stakeholders

Business incubators,

government

SMEs, financial

institutions

SME associations,

private sector

Government,

educational institutions

Government, tech firms

SMEs, business development

organisations

How the SBGI addresses endogenous challenges

The SBGI will serve as a valuable benchmarking tool for SMEs, helping

them identify areas of weakness and guiding targeted interventions. By

analysing SME performance data, the SBGI will:

• Identify training and skills development needs of entrepreneurs.

• Identify cash-flow-management issues, leading to better financial

literacy programmes.

• Guide SMEs in refining business strategies to align with industry trends.

• Support technology adoption by measuring progress in digital

transformation.

• Provide comparative insights, helping SMEs improve customerretention

strategies.

• Explore and benchmark opportunities to increase access to markets.

The strategic role of the SBGI in SME development

Beyond addressing specific challenges, the SBGI will play a pivotal role in

shaping an enabling environment for SME growth. The value propositions

of the SBGI are contained in this table:

Aspect

Data-driven policy making

Early identification of challenges

Impact measurement

Benchmarking and competitiveness

Access to finance and investment

Skills and workforce development

Sector-specific insights

Encouraging formalisation

Strengthening resilience

Value Proposition

Provides real-time insights for evidence-based policy interventions.

Detects trends in financial distress, market conditions and operational difficulties.

Tracks the effectiveness of government and private-sector interventions.

Enables SMEs to compare performance with industry peers.

Provides data for financial institutions and investors to assess SME growth potential.

Identifies emerging skills gaps, guiding education and training programmes.

Highlights high-growth sectors, market opportunities and key barriers.

Promotes SME participation in structured economic activities.

Helps SMEs develop adaptability strategies against economic shocks.

Conclusion

The SME sector remains a cornerstone of South Africa’s economy, yet it faces mounting challenges that threaten its growth and sustainability.

The Small Business Growth Index (SBGI) is a critical business-intelligence tool that ensures targeted interventions, enhanced policy formulation

and improved SME resilience. By leveraging periodic self-administered surveys, the index fosters collaboration between SMEs, policymakers,

financial institutions and industry leaders – paving the way for sustainable small business growth and economic development in South Africa.

The first SBGI survey will be distributed to SMEs for completion during April 2025 in all nine provinces of South Africa. This will provide SMEs

with an opportunity to share insights regarding the growth and development challenges they are facing across regions, sizes and sectors. The

SBGI initiative will also offer small businesses an opportunity to register as small business ambassadors who will also be granted an opportunity

to participate in planned future government lobbying events. The SBGI will be repeated in September 2025 to track changes in the dynamic

small-business ecosystem of South Africa. In an aftermath of the two SBGI surveys in 2025, a Small Business Ambassador of the Year will be

named. The overall intention of the SBGI innovation is to use the small-business intelligence resulting from the SBGI surveys to influence smallbusiness

growth and development policies and to realise the full potential of this crucial sector of the South African economy.

Contact details: Bureau of Market Research

Key SBGI personnel: Prof DH Tustin, Prof CJ van Aard and Prof PK Kibuuka

Email: deon.tustin@bmr.co.za

Website: www.bmr.co.za

SACCI NEWS

SME Launch supports

business-building essentials

A collaboration between SACCI, CIBA, Inhlanyelo Hub and the CIPC has

created SME Launch. The concept is explained by the Interim CEO of

implementing partner, Inhlanyelo Hub NPC, Professor Raphael Mpofu.

Inhlanyelo Hub NPC is taking significant strides in entrepreneurship

development through its groundbreaking partnership with the South

African Chamber of Commerce and Industry (SACCI), the Chartered

Institute of Business Accountants (CIBA) and the Companies and

Intellectual Property Commission (CIPC). This collaboration aims to provide

a holistic platform that supports entrepreneurs at every stage of their

journey – from ideation to growth – through tailored entrepreneurship

development, mentorship and advisory services.

About Inhlanyelo Hub

Inhlanyelo Hub NPC is a trailblazing non-profit company dedicated to

fostering innovation, entrepreneurship and sustainable economic growth.

Established as a strategic initiative aligned with the University of South

Africa’s (UNISA) 2030 Strategy, Inhlanyelo Hub is located at UNISA Sunnyside

Campus. As a catalyst for change, we offer a comprehensive suite of

programmes and services designed to empower entrepreneurs. Inhlanyelo

Hub is committed to inclusivity and innovation in digital technology.

Strategic partnership in action

The partnership integrates the strengths of each organisation:

• SACCI brings an extensive network of business leaders and resources,

connecting entrepreneurs to local and international opportunities.

• CIBA provides industry-specific expertise in accounting and financial

management, ensuring entrepreneurs develop sound business acumen.

• CIPC offers guidance on legal compliance, intellectual property

registration and formalising businesses, enabling entrepreneurs to scale.

Empowering entrepreneurs

At the core of Inhlanyelo Hub NPC’s partnership with SACCI, CIBA and CIPC

is a shared commitment to empowering entrepreneurs by providing them

with the tools, skills and networks they need to thrive. This comprehensive

approach goes beyond supporting business creation, it fosters resilience,

innovation and sustainable growth. Here’s how Inhlanyelo Hub is creating

a transformative impact:

Entrepreneurship Development Programmes: workshops and

bootcamps; digital enablement through platforms like Inhlanyelo

eFranchise; sector-specific training such as drone technology, fashion design

and media production.

Comprehensive mentorship: strategic planning; personalised problemsolving;

leadership development. The mentorship programme leverages

SACCI’s vast network of business leaders.

Drone Divas.

Advisory services: Inhlanyelo Hub, in collaboration with CIBA and

CIPC, offers legal and compliance advice; registering their businesses,

safeguarding intellectual property and adhering to regulatory requirements;

financial advisory including budgeting, bookkeeping and securing funding;

market readiness.

Building resilience: networking opportunities (events, webinars and

workshops); access to resources (funding sources, business tools and

market-access opportunities); inclusivity, addressing systemic barriers and

promoting gender equity.

Equipping entrepreneurs for sustainable growth: growth and scalability

training; outlining of sustainability practices, aligning with global goals like

the UN SDGs; impact measurement.

Shaping the future of entrepreneurship

The partnership between Inhlanyelo Hub NPC, SACCI, CIBA and CIPC

is redefining what it means to empower entrepreneurs. By combining

resources, expertise and a shared commitment to innovation, this

collaboration is building a resilient, inclusive entrepreneurial ecosystem

that is driving economic growth, job creation and societal transformation.

Whether you are an aspiring entrepreneur or an established business

owner looking to scale, Inhlanyelo Hub NPC and its partners are here to

help you succeed. Together, we’re shaping the future of entrepreneurship

in South Africa – one innovative idea at a time.

Join SME

Launch and

receive:

• Planning: A free consultation session with Inhlanyelo Hub

• Measuring: Free accounting and tax training from CIBA

• Networking: Chamber membership with SACCI

• Monthly support: Free monthly ideation and compliance webinar

• Funding: Access to funding and funders

For more information, visit www.smelaunch.co.za and join the

movement to empower the next generation of entrepreneurs.


SACCI NEWS

Nkangala Business Chamber

Prosperity through Unity

The Nkangala Business Chamber is a dedicated

organization serving its members by fostering business

development and promoting economic growth in the

Nkangala District, Mpumalanga Province.

Under the leadership of Chamber President, Mr. Daniel

Skhosana, the Chamber is committed to supporting

businesses through access to resources, networking

opportunities, and advocacy efforts that help local

enterprises thrive while remaining true to their core values.

Mr. Daniel Skhosana

NBC President

The Nkangala Business

Chamber is an organization

in service of its members. We

have dedicated our collective

efforts in support of business

development and promoting

business and economic

stimulus and growth," says

Mr. Skhosana.

"Our mission is to facilitate

access to resources from

within our member network,

networking opportunities,

and advocacy for the

business community in the

Nkangala District, helping

them thrive while staying

true to their beliefs.

Visit ourWebsite

Expanding Business

Opportunities

The Chamber covers six Local

Municipalities in the Nkangala

District and provides a range of

services to its members,

including:

Ribbon Cutting Ceremonies –

Celebrating new business

launches and expansions.

After-Hours Networking

Events – Connecting business

owners and professionals in a

relaxed setting.

Breakfast Hosting Networking

Events – Engaging discussions

with industry experts and

business leaders.

Newsletter Advertising –

Offering valuable exposure to

businesses.

Exclusive Email Marketing to

Members – A direct channel to

communicate with fellow

business professionals.

Social Media Marketing –

Enhancing brand presence

online.

Website Advertising (Landing

Page) – Providing an additional

platform for business visibility.

Gala Dinner & Awards Evening

– Honoring outstanding

business achievements.

072 729 6729

admin@nkangalabc.org.za

www.nkangalabc.org.za

NBC Funding Day

We continues to drive business

engagement through impactful events.

A notable recent event was Funding

Day, held on the 7th of February 2025,

which provided insights and

opportunities for business financing.

Stay connected with us for upcoming

events that foster collaboration and

growth. For more information, contact

us.

JOIN OUR MEMBERSHIP

Let’s GROW WITH YOU..

ENTREPRENEURSHIP

Professor Maurice Radebe, left, and Acting Services SETA CEO, Andile Sipengane, sign the agreement.

Wits Business School and the

Services SETA are aligned

The Services Sector Education and Training Authority has committed to growing and sustaining the

Wits Centre for Entrepreneurship.

A

special signing ceremony took place in 2024, marking a

new chapter in public-private academic collaboration. The

Services SETA has pledged significant financial support for

the new Wits Centre for Entrepreneurship to be housed

at 47 Main Street in the Johannesburg CBD. The announcement

was made at an historic handover ceremony, during which Wits

took ownership of the eight-storey building in the former Anglo

American campus in Marshalltown.

The Wits Centre for Entrepreneurship, hosted by WBS, is the result

of a collaborative effort by stakeholders who share a vision for the

transformation of the Johannesburg inner-city from a site of decay

and unemployment to a vibrant economic hub which provides a

healthy and supportive ecosystem for young entrepreneurs.

Professor Jason Cohen, Dean of the Faculty of Commerce,

Law and Management at Wits University, says: “This partnership

underscores the transformative potential of collaboration between

institutions of higher learning, skills development organisations

and the private sector. The establishment of the Wits Centre for

Entrepreneurship is testament to the new strategic direction of Wits

University post our centenary in 2022 which prioritises research,

innovation and fostering sustainable societal progress.”

As South Africa’s largest Sector Education and Training

Authority, Services SETA facilitates and funds programmes that

bridge the gap between formal education and training, partnering

with public and private learning institutions to fulfil its mandate.

Through the Services SETA’s Entrepreneurship and Cooperative

Development Institute (ECDi) the authority has committed to pool

resources, expertise and networks to grow and sustain the Wits

Centre for Entrepreneurship.

“South Africa is not only grappling with high levels of youth

unemployment but also with the sobering reality of graduate

unemployment. This alarming trend threatens to undermine our

collective future unless we act decisively and collaboratively. The

Services SETA is excited at the opportunity to support the Wits

Centre for Entrepreneurship in its efforts to empower entrepreneurs,

create opportunities and foster sustainable economic growth

through strategic partnerships and skills development tailored to

grow the sector,” says Acting CEO, Andile Sipengane.

For WBS, the new Centre represents a golden opportunity

for role-players to come together and pool their resources and

expertise towards meaningful change.

“In the decade and a half that WBS has taught and researched

entrepreneurship as a core discipline, we have learned that what

makes successful and productive entrepreneurship is a healthy

ecosystem where private, public and academic sectors play active

roles. We are enormously grateful to Services SETA for having the

vision to come on board. Today’s signing represents a crucial step in

the right direction, where multiple sectors come together to create

holistic solutions to the big issues this country faces,” says Professor

Maurice Radebe, Head and Director of WBS.


KZN

GROWTH FUND

AGENCY

Inspired Investing

UNLOCKING

GROWTH FOR

ELEVATION

The KZN Growth Fund Agency is dedicated to supporting blackowned

businesses in the KZN province to enable them to start, scale

up and elevate their operations so they can contribute to the growth

of the economy of the province. To unlock funding for debt or equity

valued between R20 million and R100 million, go online and fill in our

application form on our website.

Visit our website today and start your funding journey:

https://www.kzngrowthfund.co.za

Tel: +27 (0)31 372 3720

Physical Address:

3rd Floor, South Towers, 4 Arundel Close, Kingsmead Office Park

2 Kingsmead Boulevard, Stamfordhill, Durban, 4001

SMME FUNDING

Empowering your

business journey towards success

FundMyPo is a dynamic financial services firm specialising in providing South African SMEs with access to

capital and advisory services.

Liquidity challenges: Delayed client payments often lead to cashflow

issues, affecting operations. Through invoice-discounting

services, we help businesses unlock cash tied up in outstanding

invoices, enhancing liquidity and operational efficiency.

VAT processing errors: Complexities in Value Added Tax (VAT)

processes often result in overpayments and financial losses. Our VAT

advisory service conducts thorough analyses of historical accounts

payable data, helping businesses reclaim overpaid VAT and turn

missed opportunities into financial gains.

The company was incorporated in 2025 by leaders with more

than 15 years in banking and capital-raising experience.

TRUSTED SME PARTNER

We empower South African small and medium enterprises

(SMEs) by providing tailored access to capital and expert advisory

services. Our mission is to enable businesses to thrive by offering

innovative financial solutions that address their unique needs.

As a customer-centric organisation, we prioritise building longterm,

sustainable relationships with our clients and investors.

Our platform connects SMEs with investors seeking high-quality

business opportunities, creating a mutually beneficial ecosystem.

Backed by a team of seasoned professionals, we are committed to

helping businesses achieve their financial goals and navigate today’s

challenging economic environment. FundMyPo is the trusted partner

SMEs and investors rely on for success.

Our team comprises experts with a proven track record of

delivering transformative results. We've successfully worked with

clients in industries ranging from construction, mining and healthcare

to finance and manufacturing.

KEY CHALLENGES

South African SMEs often face significant hurdles that impede their

growth and operational efficiency. FundMyPo addresses these

challenges with innovative strategies, bridging the gap between SMEs

and the capital they need.

Financial accessibility: Many SMEs struggle to secure funding for

large purchase orders or contracts. Our platform enables access to

capital through purchase-order financing and contract funding,

ensuring businesses can meet customer demands without straining

cash flow.

OUR SOLUTIONS

FundMyPo provides a comprehensive suite of financial solutions

designed to support SMEs at various stages of growth:

Purchase-order capital-raising: We assist businesses in securing

funds to fulfill purchase orders from government or blue-chip

companies, ensuring smooth operations without compromising

cash flow.

Contract funding: We offer innovative funding solutions for SMEs

holding valid contracts with government entities or blue-chip

companies, enabling them to execute projects successfully.

Invoice discounting: Our platform provides access to invoicediscounting

services, allowing companies to convert outstanding

invoices into immediate cash, boosting liquidity.

Working capital solutions: Tailored funding options are available

for project completion. We collaborate closely with clients to provide

phased funding aligned with project milestones.

VAT advisory services: We simplify complex tax regulations by

offering scalable VAT-recovery solutions for medium and large

enterprises across industries.

HOW WE WORK

Our onboarding process ensures a seamless experience for SMEs

seeking financial support. Once the required documentation

and valid purchase orders are submitted, applications undergo a

thorough assessment. Upon approval, clients sign an “Access to

Capital Agreement”. After verification is completed, the deal is

funded promptly.

CONTACT US

Address: Southdowns Ridge Office Park, John Vorster Dr, Irene,

Centurion 0062

Tel +27 (12) 004 3824

Email: info@fundmypo.co.za

Website: www.fundmypo.co.za


PHOTO: wayhomestudio on Freepik

SMME FUNDING

Allowing businesses to say yes

to growth

FundMyPo makes funding available based on the strength of purchase orders and invoices. CEO Tshepiso

Mathaphuna wants to continue unlocking opportunity by turning confirmed orders into confident execution.

What are the primary barriers faced by South African

SMEs in gaining access to finance?

Key barriers include limited access to formal financial services

and challenges in accessing finance from both formal and

informal sources.

What makes your offering different to what other

small-business financiers are doing?

• Niche focus: with purchase-order (PO) financing, you get the

funding before the sale (based on confirmed POs), not after

the sale.

• FundMyPo uses a tech-enabled platform to assess POs and

suppliers quickly.

• FundMyPo backs funding based on the strength of the buyer’s

PO or invoice.

Are you not taking on a high risk by offering financing

based on invoices and purchase orders?

That’s a super-valid concern – PO and invoice financing can

look risky from the outside, but platforms like FundMyPo are

built specifically to mitigate that risk. There are two parts to the

equation: risk management and repayment performance. We

fund based on buyer credibility.

Tshepiso Mathaphuna,

CEO of FundMyPo.

Please explain the concept of

“invoice discounting”.

Absolutely – invoice discounting is a

smart way for businesses to unlock cash

that’s tied up in unpaid invoices. It’s often

confused with factoring, but it works a bit

differently. Invoice discounting is

a type of short-term borrowing

where a business uses its

accounts receivable (invoices)

as collateral to get cash before

the customer actually pays.

What motivated you to

start this business?

Too many great small

businesses were losing out

on big opportunities just

because they didn’t have the cash to fulfill a confirmed order.

So we asked: “What if we could be the partner that helps them

say YES to growth?” That’s where FundMyPo came in – a solution

designed for:

• speed

• flexibility

• trust in the transaction (not just the credit score)

Was it easy to find investors?

It was not easy. However, we do have investors.

In what sectors are you most active?

If we zoom in on where FundMyPo is most active, it’s really

centred around sectors where businesses:

• deal in physical goods

• work with large buyers or distributors

• often need upfront capital to fulfill POs or bridge cash flow

while waiting for invoices to be paid

With large contracts often requiring capital outlay in

the mining sector, do you believe your services would

be applicable?

Absolutely, the mining sector is actually a very strong fit

for FundMyPo-style financing, especially when it comes

to supporting service providers, equipment suppliers and

subcontractors involved in large contracts.

What is your vision for FundMyPo?

• To become the go-to growth partner for small and midsized

businesses around the world, unlocking opportunity

by turning confirmed orders into confident execution. We

envision a world where no business ever has to say “no”

to growth because of a cash-flow gap.

• By fuelling businesses that move goods, make products

or deliver value across borders, we support economic

inclusion and job creation on a global scale.

• Our vision isn’t to be the biggest – it’s to be the most trusted

Is it easy for an SME to register with you or to find

out if your services are relevant to their needs?

Yes, SMEs can simply visit www.fundmypo.co.za and upload

their deals for funding and our team will do the rest.


RETAIL

Kristian Imhof, LEGO Group Middle

East and Africa General Manager.

Inviting more people into

learning through play

RETAIL

When a new LEGO store opened in Cape Town, Opportunity sat down with Kristian Imhof, the company’s

Middle East and Africa General Manager, to talk about the multi-generational popularity of the toy bricks

and what the LEGO Group is doing about sustainability.

The concept of learning through play was front and centre

when the V&A Waterfront LEGO Certified Store opened in

Cape Town in 2024.

The company’s Middle East and Africa General

Manager, Kristian Imhof, was on hand to celebrate the occasion

and underlined the education theme when he said, “The new LEGO

Certified Store in Cape Town underlines our commitment to South

Africa and inviting more people into learning through play.”

The famous brand name is derived from a combination of two

Danish words meaning “play well” and the connection between

learning and playing has been made ever since it was founded in

the Danish town of Billund in 1932. At the opening to demonstrate

the power of play were representatives of the Cape Town-based

Play Sense School and the Care for Education organisation, an NPO

that is a partner of the LEGO Foundation. Both Shannon Witten

of Play Sense School and Brent Hutcheson stressed the benefits

of the tactile experience. Care for Education’s Hutcheson added,

“LEGO play encourages creativity and problem-solving in children,

empowering them to explore, learn and unleash their imagination

through simple yet impactful play.”

Imhof worked in South Africa from 2017 to 2021, with

responsibility for Sub-Saharan Africa. For a long time LEGO sets

were available through general toy shops in South Africa, the

trademark having been registered as early as 1976. “Our LEGO

shops began in 2018,” remembers Imhof, “and we opened six in six

years.” A first Cape Town store opened in 2019 in Canal Walk.

Of the Waterfront store, Imhof says, “We always wanted to

be here but it is super-hard to find a space. It is one of the most

reputable malls, and the numbers are very good.” Opening new

stores depends on finding the right location, something that the toy

manufacturer’s South African partner, Great Yellow Brick Company,

is constantly on the lookout for. Great Yellow Brick Company owns

all six of the South African stores and it runs an online store.

Imhof reports that the group does own some stores in the USA,

Germany, the UK and the Nordic countries but the licence model

is followed in most of the world. In other African locations such

as Kenya and Nigeria, partnerships are mainly with distributors,

rather than stores.

The LEGO Group currently has no plans to build a LEGO Land

in Africa but something within a shopping centre like a LEGO

Discovery Centre might well be on the cards. Imhof refers in this

context to a “smaller, structured play” environment.

The new V&A Waterfront

LEGO Certified Store.

Kristian Imhof, Shannon Witten, teacher and owner of Play Sense

School in Cape Town, Brent Hutcheson from the Care for Education

organisation, Robert Greenstein, Great Yellow Brick Company director.


Care for Education’s play-based approach encourages

collaboration and innovation.

New products are doing well, according to Imhof, including

among adults. “We have quite a success among LEGO User Groups

(LUGs),” he says. “They make their own concepts and designs and

display them at events.”

Flowers and super-heroes are popular but among South

Africans, cars are especially popular, Imhof reports: “South Africans

love cars, everything related to them is popular!”

Sustainability

Sustainability is a word that every company has to think about

today. Imhof says that the concept is being carefully considered:

“We want to make a brick that moves away from the old days.”

Workstreams within the company are tackling issues such as

packaging, the composition of the bricks themselves and the

circular economy more generally. Regarding packaging, Imhof

says that the plastic bags which have numbers on them will

be replaced by paper bags. On the bricks: “We are working on

recyclable plastic; we want to find sustainable plastic.” Various

options are being tested, including using sugarcane as a material.

On the circular economy, Imhof asks, “What happens to bricks

that are not being used any more. Couldn’t we take them back into

the cycle? Gift them perhaps to people who can’t afford new ones.”

An obstacle to a scheme like that is that so many people treasure

their LEGO sets. “True,” responds Imhof, “but there are other owners

where it probably just sits somewhere.” There is a scheme in the UK

where the company offers to take Lego bricks from people who are

no longer using them. They are then recycled and put back into use.

“The logic of that,” says Imhof, “is that more and more as a

company, we are asking how we can take care of all the physical

and material things.” In building a circular economy, brick by brick.

About the LEGO Group

The LEGO Group’s mission is to inspire and develop the builders

of tomorrow through the power of play. The LEGO System in

Play, with its foundation in LEGO bricks, allows children and

fans to build and rebuild anything they can imagine. The

LEGO Group was founded in Billund, Denmark, in 1932 by Ole

Kirk Kristiansen, its name derived from the two Danish words

LEg GOdt, which mean “Play Well”. Today, the LEGO Group

remains a family-owned company headquartered in Billund.

However, its products are now sold in more than 120 countries

worldwide.

“This is how you build a city, Mr Mayor.” City of Cape Town Mayor Geordin Hill-Lewis looks on as the next generation of architects choose

their materials.


The LEGO brand in South Africa

A premium toy offering that also attracts an adult collector.

RETAIL

Robert Greenstein, the founder and owner of Great Yellow Brick

Company, tells the story of how South Africa came to have its

own stand-alone LEGO stores.

What was your earliest experience of the brand?

One of the earliest gifts that I received as a child was a LEGO set. I

must have been six or seven years old when my parents gave me

a train set for my birthday. I have very fond memories of spending

countless hours rebuilding different sets with it.

How did it come about that you formed

Great Yellow Brick Company?

Together with my business partners, we saw the opportunity for a

destination LEGO brand experience in South Africa. We identified

that while LEGO sets were obviously available to purchase, the

customer experience and selection was not up to the standard of

what was on offer in other markets. South Africa has a mature retail

landscape and we believed strongly that a stand-alone LEGO store

would be well supported by the South African consumer.

Are the partners in other ventures together?

Combined, we have a strong experience in other retail markets,

including some specialised luxury markets as well as more highvolume

retail.

How do you decide on the location of a LEGO

store, and why the Waterfront?

In looking for new locations, we place a very high value on quality

foot traffic. We took into account that the LEGO brand is a premium

toy offering that also attracts an adult collector. It’s important that we

place new stores in high-traffic areas to entice the impulse shopper,

but to also ensure that we are easy to find and accessible to our

regular repeat customers. The Waterfront is such a key destination,

not only in Cape Town but in South Africa as a whole. Customers

familiar with LEGO experiences often seek out a local store when

visiting a new city, making the Waterfront an obvious location choice

for Capetonians and visitors.

Shackleton’s ship that sank in 1912. Besides the fascinating story

behind it, it’s also relevant locally as it was a South African expedition

crew that recently discovered the sunken wreck.

Do you support the adult clubs that make

unique designs from LEGO sets?

Absolutely! There are fantastic clubs in South Africa (Cape Town,

Johannesburg and Durban) that all promote the wonderful building

experience that the LEGO brand has to offer.

Is your relationship based on a franchise model?

No, it is a licence model. We hold the licence for the LEGO Certified

Stores in South Africa. This helps the LEGO brand ensure a consistent

level of retail excellence and delivery in the South African market.

Have you been to Billund in Denmark?

Yes, we have been fortunate to visit Billund. It’s a truly fascinating

town. We have been privileged to meet various designers and get

exposure to the planning process for new and exciting LEGO sets for

our market. It’s also an opportunity to plan exciting marketing and

engagement activities for the stores.

Would you be interested in rolling out a LEGO Land

or something more than a store?

It’s been discussed but we would really need to understand the

viability within our market. We’re quite a small market compared to

other countries where a LEGO Land has been created.

What determines the speed of the rollout of stores?

We have to assess every location on its long-term merits. The speed

of rollout is thus based on the long-term viability of the location as

well as the quality of the location in the mall. It’s not easy to find the

best locations in well-established malls, so one has to be patient.

What is trending?

The botanicals theme has grown significantly. Over and above

that, we have various fantastic “passion-points”. The latest release

is the Endurance Ship, which is a beautiful reincarnation of Ernest

Robert Greenstein.

PHOTO: Robyn Davie Photography www.opportunityonline.co.za | 19

MINING

Battling the menace

of illegal mining

There are solutions to the long-standing problem of

illegal mining, argue the NSDV’s Dominic Varrie, Candidate

Attorney, and Mandy Hattingh, Legal Practitioner.

Illegal mining can

be dangerous and

unhealthy.

For close to 150 years, mining has been the backbone of the

South African economy, contributing approximately 7.5% of

GDP and around 60% of total exports. However, this vital sector

is under siege from a formidable adversary: illegal mining.

For years, illegal miners (colloquially known as Zama Zamas) have

caused economic, environmental and social upheaval, leaving a

significant mark on the industry. Operating beyond regulation,

illegal mining has evolved into a complex challenge, undermining

both the stability of legal mining operations and the livelihoods of

affected communities.

As of 2024, illegal mining was estimated to cost South Africa

over R70-billion annually in lost revenue, taxes and royalties,

particularly in the gold sector (www.gov.za/blog/illegal-mining).

This figure represents a significant increase from earlier estimates

and highlights the growing scale of illegal mining. These losses

stem from both the direct theft of minerals, loss of royalties and

the damage caused to mining infrastructure, which heightens the

risks associated with investing in South Africa’s mining sector. This

economic drain not only compromises the integrity of legal mining

but also deprives the South African economy of crucial revenue

streams.

As illegal mining escalates, it becomes clear that more than just

regulatory action is required to safeguard the industry’s future.

This article explores the far-reaching impacts of illegal mining and

examines potential solutions to restore integrity to South Africa’s

mining sector.

Impacts

On communities: The effects of illegal mining extend beyond

mine shafts, profoundly disrupting local communities. Many areas

experience a sharp increase in violence and criminal activities,

driven by syndicates controlling illegal mining operations. The

presence of illegal miners often coincides with rises in gang violence,

prostitution and human trafficking, exacerbating social decay in

already vulnerable regions. In some instances, syndicates collude

with local officials and police, creating a culture of dependency

on the illicit economy. As a result, these communities become

not only unsafe but also socially unstable, increasingly reliant on

underground economies.

On mining companies: Illegal mining poses a substantial threat

to formal mining companies. Many have been forced to heavily

invest in security, replace stolen equipment or repair damage

caused by sabotage. Although exact figures vary, it is estimated that

mining companies lose approximately R7-billion annually due to

illegal mining. These financial burdens affect profitability, hamper

operations and deter further investment.

Concerningly, illegal mining appears to be proliferating. For

example, Sibanye-Stillwater reported a 241% increase in illegal

mining incidents in the first quarter of 2024 compared to the

previous year, with 581 cases and 247 arrests. These incidents, along

with rising security costs, disrupt operations and increase production

costs, reducing the sector's attractiveness to investors.

The additional costs associated with securing sites and addressing

operational disruptions directly impact market confidence. Investors

are deterred by the instability in high-risk environments, limiting

essential activities such as exploration, development and expansion,

ultimately stunting sector growth.

On illegal miners: Illegal mining is perilous for the miners

themselves. Driven by economic desperation, many operate in

abandoned shafts with substandard protective gear and little

regard for safety. Accidents and fatalities are tragically common,

demonstrated by two separate incidents which occurred in 2023

resulting in the deaths of 20 miners following a fire that broke out

in an unused mine in Orkney, North West Province, and the gas

explosion in an abandoned mine in Welkom, Free State Province,

which claimed the lives of approximately 31 miners. These miners,

often migrants from neighbouring countries, work under exploitative

conditions controlled by criminal syndicates.

The dangers are compounded by the use of hazardous chemicals

like mercury and cyanide to extract minerals, exposing miners to


PHOTO: Neneqo Fotógrafo on Pexels

MINING

serious health risks. Illegal mining not only strips these workers of

their dignity but also puts their lives in constant jeopardy.

On the environment: Illegal mining wreaks havoc on the

environment, with long-lasting consequences. It frequently flouts

environmental laws, leading to severe contamination of water

sources and damage to ecosystems. For instance, the use of mercury

and cyanide in gold extraction poses serious risks to both human

and ecological health. Illegal mining also contributes to soil

erosion, deforestation and the formation of sinkholes, while the

lack of rehabilitation leaves ecosystems permanently scarred. This

environmental degradation also undermines the sustainability of

land for post-mining uses, such as agriculture.

Prevention mechanisms

Deploying police and the military: The South African government

has frequently deployed police and military forces to combat illegal

mining. Operation Prosper, launched in October 2023, involved the

deployment of 3 300 SANDF personnel alongside SAPS. While this

operation temporarily cleared 6 500 illegal miners from sites like Van

Ryan, illegal mining quickly resumed after military forces withdrew

in April 2024. This highlights the operation's short-term impact and

underscores the need for sustainable, long-term interventions.

Despite these challenges, policing efforts continue to show

some success. Operations like Vala Umgodi in Mpumalanga have

confiscated large quantities of illegal mining equipment, including

50 trucks, 200 phendukas (mineral-processing equipment) and

generators, with over 300 arrests made since March 2024.

The ongoing efforts of multi-disciplinary teams, including the

SANDF and other government agencies, are crucial. However, the

fight against illegal mining is far from over, as syndicates remain

highly organised and quick to re-establish operations.

Private sector prevention: Mining companies have significantly

increased investments in security measures and community

engagement to combat illegal mining. Many companies now use

drones, thermal cameras and radar systems to monitor and detect

illegal activities. Some are also implementing AI technologies to

detect patterns and monitor large areas for unauthorised access.

Beyond security, companies are adopting a multi-stakeholder

approach, collaborating with communities and local authorities to

tackle the underlying causes of illegal mining. By offering educational

programmes, employment opportunities and alternative sources of

income, these initiatives aim to reduce the economic desperation

that drives illegal mining.

Legislative and policy initiatives: Tackling illegal mining in

South Africa requires a comprehensive overhaul of the legislative

framework, particularly when it comes to Artisanal and Small-Scale

Mining (ASM). Currently, ASM operators may be pushed into illegal

activity due to the high barriers to entry, such as complex licensing

processes and high costs. By formalising ASM operations, South

Africa could provide a legal pathway for these miners, reducing

the prevalence of illegal mining while promoting compliance with

environmental and safety standards. It is essential, however, that any

formalisation efforts take into account the realities on the ground.

Formalising activities that exclude the main perpetrators of illegal

mining, such as foreign nationals, would not meaningfully reduce

these activities. A comprehensive approach that includes all key

players is necessary to effectively address the issue.

Lessons from other African countries provide valuable insights

into how ASM can be successfully regulated to combat illegal

mining. In Ghana, the introduction of a simplified licensing system

made it easier for ASMs to operate legally, significantly reducing

illegal mining and bringing miners into the formal economy through

taxation and royalties. Similarly, Tanzania’s Mineral Policy of 2009

designated specific areas for ASM and provided technical and

financial support to ASMs. This formalisation not only improved

safety standards but also enhanced environmental protections. Both

countries demonstrate how legal frameworks tailored to the needs

of ASMs can mitigate illegal mining while contributing to national

economic growth.

Importantly, any regulatory reforms must also prioritise

environmental protection. Formalised ASMs should adhere to strict

environmental guidelines to prevent the damage often caused by

illegal mining.

For South Africa, the combination of regulatory reforms,

international best practices and strengthened enforcement efforts

offers a path forward in addressing the illegal mining crisis. By

adopting a comprehensive approach that supports both large and

small-scale miners, the country can create a more sustainable and

equitable future for its mining sector.

Conclusion

While enforcement efforts like Operation Prosper have shown that

short-term successes are possible, the resurgence of illegal mining

after the withdrawal of security forces highlights the need for more

sustainable solutions. A comprehensive strategy, involving the

formalisation of ASM and greater regulatory oversight, is crucial

to addressing the root causes of illegal mining. By learning from

successful examples in Africa, South Africa can create a legal pathway

for ASM, reduce environmental harm and improve the safety of

miners and communities. Ultimately, a collaborative approach that

integrates law enforcement, regulatory reform and community

engagement is key to curbing illegal mining and ensuring the future

sustainability of the mining sector.

Sources: Al Jazeera; IOL; Mining Focus Africa; MiningMX; Citizen/

Lowvelder; www.gov.za.news; www.gov.za.blog

ABOUT NSDV

NSDV is a fully integrated law firm specialising in mining, construction,

energy and environmental law. NSDV combines a pool of highly

skilled lawyers and environmental consultants to provide relevant

business consultation and specialised legal services with a practical

outlook, often in conjunction. “People over Paper” is the firm’s

unofficial mantra, but one that embodies NSDV’s non-combative

but collaborative approach using its vast network with regulators

and people of influence. Started in 2018, the law firm has grown

from three to 28 professionals based in Johannesburg, practising

and advising across Africa.


METALLURGY

Sophisticated orespecific

metallurgical solutions

Finding the right balance for clients to get better results from their ore is what sets MetSoP apart,

says co-founder Marcus Manyumwa.

What is metallurgy and why is it important

in the mining industry?

Metallurgy is the science and technology of extracting metals

from their ores and refining them for use. It plays a vital role in

the mining industry by enabling the recovery of valuable minerals

from complex ores, ensuring optimal metal yield and improving

operational efficiency. Without metallurgy, mining operations

would not be able to economically or sustainably transform raw

ore into usable metal products.

In simple language, one can think of metallurgy as the “second

half” of mining. Once you’ve dug the ore out of the ground,

Marcus Manyumwa,

MetSoP co-founder

and Technical

Director.

BIOGRAPHY

With over 18 years of hands-on experience in mineral

processing and metallurgy across Africa, Marcus specialises in

the development and implementation of tailor-made reagent

technologies to optimise metal recoveries and plant efficiencies.

He holds a BSc Honours in Metallurgical Engineering from the

University of Zimbabwe and is currently pursuing a Master

of Science in Metallurgical Engineering at the University of

the Witwatersrand. Marcus is also a certified Lead Auditor in

Environmental Management Systems and a member of the

Southern African Institute of Mining and Metallurgy.

metallurgy is what helps you turn it into something valuable. It’s the

science of extracting and refining metals from ore and it’s absolutely

essential in making mining both profitable and sustainable.

For example, imagine you’re mining copper. You don’t just dig

up pure copper. What you actually get is rock with small amounts

of copper locked inside. Metallurgy is what helps separate that

copper from the rest of the material, using processes like crushing,

grinding, flotation and smelting.

At MetSoP, we specialise in one of the most important parts of

that process: flotation. We develop reagents and chemical solutions

that help valuable minerals like copper, gold or platinum to “float”

to the surface during processing, making it easier to extract them

efficiently. Without metallurgy, you’d basically have expensive piles

of rock instead of usable metal.

What is an example of a metallurgical product

and of a metallurgical service?

At MetSoP, one of our flagship metallurgical products is the MetFloat

Y33 Series, a custom-formulated collector range designed for the

flotation of complex sulphide ores. It is specifically engineered

to enhance selectivity and recovery in challenging mineralogical

environments. The MetFloat Y33 Series reflects our commitment

to ore-specific chemistry and metallurgical precision.

On the service side, MetSoP provides comprehensive

metallurgical support, including on-site reagent optimisation,

geometallurgical studies and plant trial supervision. We are also in

the process of establishing our Analytical Services Division, aimed

at significantly reducing turnaround times and delivering faster,

more targeted solutions to our clients.

In addition, we will be offering complementary mineralogical

services, empowering clients to stay in full control of their

operations, even as ore characteristics evolve. These services will

not only support our clients’ decision-making but also enhance our

own product development efforts by providing deeper insight into

ore variability and mineral behaviour.

Please take us through a typical contract with a service client.

A typical client engagement begins with a geometallurgical

assessment, where we analyse the ore’s mineralogical and

chemical characteristics. Based on the insights, we develop customreagent

formulations, followed by laboratory-scale flotation test

work to validate performance. We then proceed to plant trials,

closely monitoring metallurgical performance and making realtime

adjustments to reagent dosages and process parameters.


METALLURGY

Throughout the engagement, our team provides on-site

optimisation support, data analysis and regular performance

reporting to ensure continuous improvement in both recovery

and concentrate grade.

Please explain the difference between

a depressant and an activator.

In flotation, a depressant is a reagent used to prevent specific,

usually unwanted, minerals from attaching to air bubbles,

effectively keeping them out of the concentrate. An activator, on

the other hand, enhances the surface properties of target minerals,

making it easier for them to attach to bubbles, enhancing their

recovery. At MetSoP, we carefully manage the use of depressants

and activators to selectively recover valuable minerals while

minimising contamination from gangue or penalty elements.

This selectivity is key to improving metallurgical performance and

reducing downstream processing costs.

In simpler terms: think of a depressant as a chemical that tells

certain minerals, “Not you, stay out.” Activators do the opposite.

They say, “You’re invited, come join the party.”

At MetSoP, it’s all about finding the right balance; making sure

the right minerals float while the rest stay behind. That’s how we

help our clients get better results from their ore.

What work takes place at the MetSoP laboratory?

Our primary laboratory is located in South Africa and staffed by

a team of qualified metallurgists and laboratory technicians.

Their key work includes bench-scale and pilot-scale flotation test

work, formulation of customised reagent blends, diagnostic

mineralogical studies and simulation of plant conditions to ensure

field-ready solutions.

What sort of qualifications are required for

your field teams and laboratory experts?

For our field teams, we typically require a BSc or BTech in

Metallurgical Engineering, Mineral Processing or related disciplines,

supported by practical plant experience. Our laboratory experts

generally hold qualifications in metallurgy, chemistry or mineral

technology, often with specialised training in flotation chemistry

or mineral characterisation.

At MetSoP, we value both university and technical college

qualifications, allowing us to build a diverse and capable talent

pipeline. We are strongly committed to skills development and

currently run a robust graduate and internship programme designed

to provide hands-on exposure, mentorship and development for

young professionals entering the sector.

Do you support training and further

education for MetSoP staff?

Yes, continuous professional development (CPD) is central to

MetSoP’s growth strategy. We actively support and fund further

education, including formal qualifications, short courses and

professional certifications across relevant disciplines.

Our team participates in data-analytics training to stay ahead of

technological trends shaping metallurgy and process optimisation.

We also encourage attendance at key industry events such as

Mintek@90, PGM Day and the Junior Indaba, where our team

engages with the latest developments in the sector, networks with

industry leaders and contributes to shaping the future of mining

and metallurgy in Africa.

Is there potential for AI to play a role in your industry?

Definitely. AI is beginning to change how data is used in mineral

processing – it’s like having an extra brain that never sleeps. For

example, instead of waiting for things to go wrong in a plant, AI

can help predict when equipment might need attention or when

a process is drifting off track, allowing for proactive intervention

before performance is affected.

At MetSoP, we’re enhancing our data-analytics capabilities to

harness this potential. We’re exploring how AI can help us develop

new reagents and to analyse big data to determine optimum

reagent dosages at plant scale. Importantly, it’s not about replacing

people. It’s about giving our teams better tools to make smarter,

faster decisions and improve overall plant performance.

Is MetSoP involved in any eco-friendly metallurgical

practices? What are your goals in that sphere?

Yes, absolutely. At MetSoP, we take sustainability seriously.

We’re actively developing low-toxicity reagents that minimise

environment impact without compromising metallurgical

performance. We’re also exploring smarter ways to use less water

and energy during processing because every bit saved makes a

difference. Another area we’re exploring is tailings reprocessing.

This means going back to old mine waste to recover any valuable

metals that were missed the first time. Not only does this reduce

waste, but it also helps make mining more responsible.

Our broader goal is to help shape a future where mineral

processing is both effective and eco-conscious. We aim to lead the

way in Africa by offering solutions that are good for business and

better for the planet.

Where is the company currently active?

Are you planning expansion?

We are currently active in South Africa, Zimbabwe,

Zambia and the DRC, servicing both established

mines and emerging projects. Expansion is

definitely on the horizon. Our next focus areas

include West Africa and East Africa as we respond

to growing demand for ore-specific metallurgical

solutions in these regions.

Contact details:

Tel: 010 100 8436

Email: info@MetSoP.com

Website: www.MetSoP.com

Co-founder Ipfi Mananzhe is also

Operations Director.


MINING

Driven forward

by aspiration

Impenduloyezwe Projects focuses mainly on mining services and construction.

PHOTO: Albert Hyseni, Dominik Vanyi on Unsplash and Roger Brown on Pexels

At Impenduloyezwe Projects we work towards establishing a

highly dedicated organisation which emphasises teamwork

and encourages creativity. We back our actions with thorough

planning and organised implementation.

We constantly strive to enrich ourselves and our people with

knowledge and experience. Impenduloyezwe was founded by

Humphrey Makhubu, in 2021. It has employed over 20 people and has

been efficient in all the services that it provides.

Impenduloyezwe aims to dominate the mining and construction

sectors with black excellence. Although it comes from a very

underdeveloped community, it has thrived beyond all limitations set

against it. It has grown over the borders that are limiting any of its success

and the record of work shows how much we pride ourselves in delivering

and rendering the best services in the areas that we specialise in.

Services

• Blasting: mining

• Construction: road and general building

• Drilling: production drilling

• Plant and equipment hire: dump trucks, front-end loaders,

excavators, water bowsers

• Construction

• Plant and equipment hire

Vision and mission

• To become a nationally recognised and preferred supplier and

service provider, by the private sector, government and civil society.

• To become a self-sufficient client-centred business enterprise by the

dawn of the second decade of the 21st century.

• To become a world pioneer in projects that create jobs, specially

targeting women and the disabled.

• To provide employment and training of local unskilled men, women

and the youth.

Values

Uncompromising safety; environmental stewardship; operational

integrity; technical excellence; community commitment; people and

performance. Our strength lies in our people. We foster a culture of

respect, collaboration and continuous improvement, empowering our

teams to excel.

Principles

Compliance and accountability; innovation with purpose; transparency

in action; ethical-resource development; client-focused delivery. We work

with clients, deliver customised solutions and meet project timelines

without compromise.

Leadership

We lead by example, enhancing

people’s vision towards the big picture and fostering an environment that

empowers and encourages calculated risk-taking. We create a dynamic

organisation where all are motivated towards our shared vision and

becoming future leaders.

Open to change

We remain open to positive change and offer the framework for our

people to learn and innovate constantly while taking proactive decisions,

adapting to every change.

Empowerment

We believe in delegating authority to create an environment in which our

people take decisions with responsibility and accountability to achieve

our Mission and Vision.

Unique selling proposition

The company is youth owned and has accomplished great things within

its short life of two years. It has the best executive team with experience of

over 15 years in the mining sector and over four years in the construction

sector. Best service provider with great references.

Customer base

Mining sector: Seriti, Exxaro, Thungela, Mzimkhulu, Glencore

Government sector: Eskom, AEMFC

Projects

Past seven years

Phola Taxi Rank: consulting services

Ogies Road construction; project management

RDP houses; consulting on housing renovation (damage caused by mine

blasting); part-time project management

Plant hire: Beryl Coal (headed supply chain)

Recent projects

Floodlights, LED supply: Tokata Coal

Drilling services: Exxaro (Liyema Drilling)

Consulting services: Muna 4by Trading enterprises

Plant hire: Beryl Coal

Contact details

Address: 56 Tshili Street, Phola Location, Emalahleni, Mpumalanga

Tel: +27 65 885 7824

Email: info@impenduloyezweprojects.co.za

Website: impenduloyezweprojects.co.za


MINING

Tailored solutions are building

a reputation for excellence

Mr Humphrey Makhubu, CEO of Impenduloyezwe Projects, sees a vision beyond profits, having built

a mining-services company rooted in purpose.

What is your business/career background?

Impenduloyezwe Projects was born from both divine inspiration and a

strong foundation in project management, mining and construction.

In 2021, I registered the company with the belief that God had given

me both the vision and the name, which means “the answer for the

nations”. With a background in business and digital technologies

and over a decade of hands-on experience in the mining sector, I

brought together a capable team and established a company focused

on excellence and impact. Our growth has been driven by strategic

planning, faith and invaluable mentorship that challenged me to grow

as a business leader.

How did Impenduloyezwe come to be formed?

The vision for Impenduloyezwe was rooted in purpose. I was inspired

spiritually, but also practically equipped through years of industry

experience. My mentor played a pivotal role in shaping my leadership,

instilling in me the importance of discipline, planning and execution.

He introduced me to strategic networks and taught me the value

of meeting deadlines and upholding integrity in business. These

influences, coupled with a desire to build something transformative,

laid the foundation.

What were the most challenging aspects

of starting the business?

One of the biggest hurdles was establishing myself as a credible CEO,

especially after years of being known as a project manager. Despite

my experience, I had to build new relationships and prove myself to

stakeholders. Accessing funding was another challenge, especially in

an industry that requires significant upfront investment in equipment

and operations. Even after securing some funding, converting that

into contracts and long-term opportunities required persistence,

resilience and an unwavering belief in the vision.

What do you offer that other companies don’t?

What sets us apart is our ability to integrate multiple services under

a single project-management structure, allowing for streamlined

operations and reduced downtime. Our clients benefit from our

agility, reliability and in-depth understanding of site logistics. We

take pride in delivering tailored solutions that align with our clients’

operational goals and compliance standards.

Is one part of the business growing faster than others?

Our drilling services have been a standout area of growth. We’ve built a

reputation for efficiency and reliability, often exceeding performance

targets. This has led to repeat business and strong references from

major mining clients. Our work at various mines has been praised for

its efficiency and we’ve built lasting relationships through our ability

to meet and exceed client expectations.

How is the mining sector performing?

Mpumalanga presents robust opportunities. The coal sector alone

contributes significantly to the local and national economy. Mining

houses have created platforms for local businesses to thrive, especially

through their Enterprise Supplier Development (ESD) programmes.

We see a future filled with opportunity and we’re positioning ourselves

to meet that demand.

How many staff do you employ, and are there

growth opportunities for them?

We currently employ 15 staff members. Empowering our team is part

of our mission. With over 20 years of combined industry experience

within our leadership, we provide an environment that encourages

learning, mentorship and professional growth. We aim to raise future

leaders, not just employees.

Where do you currently operate?

Our operations are currently based in Mpumalanga, with

plans underway to expand into Limpopo and North

West provinces. We’ve developed strategic

plans to build a national footprint and be a

leader in mining support and infrastructure

development. Our growth isn’t just measured

in revenue or contracts – it’s reflected in how

many lives we uplift, the jobs we create and the

legacy we’re building as a company rooted in

purpose, service and excellence.

• “Commit your work to the Lord, and your plans

will be established.” Proverbs 16v3.

• “An idle mind creates room for

negativity.” Humphrey Makhubu, CEO,

Impenduloyezwe Projects.

Biography

With a background in project management, business

leadership and digital technologies, Humphrey

Makhubu combines technical knowledge with

strategic insight. A Global Business Award recipient

in 2024, he is also a passionate philanthropist and

ordained Apostle, driven by a mission to build

businesses that impact communities and create

opportunities for youth and women.

Mr Humphrey Makhubu, CEO

of Impenduloyezwe Projects


A hydrogen filling station

would operate more like

a small chemical plant than

a conventional service station.

South Africa is not ready for green

hydrogen commercialisation

Stellenbosch University Associate Professor Craig McGregor and Bruce Douglas Young of the Africa

Energy Leadership Centre, University of the Witwatersrand, warn that the implications of South Africa

introducing green hydrogen need to be carefully considered. Transport, infrastructure, water usage

and high costs are among the factors in their risk-assessment framework. McGregor is also Director of

the Solar Thermal Energy Research Group. This article first appeared in The Conversation Africa.

Every day, millions of engines and factories burn fossil fuels,

releasing carbon dioxide, a greenhouse gas that traps heat

in the earth’s atmosphere and contributes to climate change.

Now imagine a clean fuel that does not pollute and produces

only water as waste. That’s the promise of green hydrogen, which is

made by using solar and wind power to split water into hydrogen

and oxygen.

Countries worldwide, including South Africa, see green hydrogen

as a vital tool for tackling climate change. There are plans to use

green hydrogen in South Africa for everything from producing

fertiliser for farms to powering factories and heavy trucks.

As governments worldwide push for green hydrogen as a cleanenergy

solution, a critical reality is being overlooked: producing

green hydrogen is only one piece of a complex puzzle. The

success of green-hydrogen projects depends on simultaneously

developing infrastructure that will transport the green hydrogen

to industry. It will also need industries to adopt new technology

or convert existing equipment so that they can switch from using

fossil fuels to using green hydrogen.

Producing one kilogram of green hydrogen needs up to

30 litres of fresh water. This means that desalination or water

recycling plants will be needed if green hydrogen hubs are set

up in water-scarce areas.

Think of it like building a new railway system. You wouldn’t

construct a train station without first laying train tracks and making

sure that trains are available to run on it.

Yet South Africa aims to build seven gigawatts of hydrogen

production capacity by 2030 – enough to power up to sevenmillion

homes at once.

We are chemical engineers, with over five decades of

combined experience in the petrochemical industry, who have

researched the potential for green-hydrogen commercialisation

in South Africa.

Drawing on our experience, our latest research is about why

ambitious energy projects succeed or fail. We researched how to

manage the risks of setting up a green-hydrogen industry – from

project execution through to market readiness – in a way that’s fair

to both developed and developing countries.

To develop our risk-assessment framework, we analysed

historical data from pioneer energy plants globally and examined

some of the challenges experienced by megaprojects (those that

cost more than R20-billion or $1-billion to build). We compared

different ways to use green hydrogen by measuring how many

CO2 emissions are avoided for each ton of hydrogen used. This

helped us understand which applications are the most effective

for cutting emissions.


PHOTO: fanjianhua on Freepik

GREEN HYDROGEN

What our risk assessment found was striking: projects that

rush to use new technology at massive scale typically see their

costs double or triple from initial estimates. And over half of

these projects fail to meet their production targets in their first

six months.

Our risk analysis also shows that the funds needed to build

production plants globally, including in South Africa, are just a

fraction of what it will cost to build a functioning green-hydrogen

economy. The government will have to take these risks into

account or the result will be stranded assets: expensive facilities

that can’t be fully utilised because the supporting infrastructure

isn’t in place.

The risks we found

Hydrogen, including green hydrogen, can only be moved around

through expensive specialised pipelines, or by being compressed

using extreme pressure. Other ways to move it include first

converting it into other chemicals like ammonia or converting it

to liquid form at -253°C. Up to 48% of the energy content can be

lost in transportation alone through compression, liquefaction,

conversion to carriers (like ammonia or methanol) and pipeline or

shipping inefficiencies, all of which require significant energy input.

Most existing natural gas pipelines cannot handle pure hydrogen

without substantial modifications. These technical complexities

mean new infrastructure must be built almost from scratch.

If these hurdles in transporting green hydrogen are overcome,

the next problem is that green hydrogen needs customers with

facilities equipped to use it. For example, the steel industry is

looking at moving away from polluting ovens to producing steel

using green hydrogen. This would produce almost no carbon

dioxide emissions but requires entirely new infrastructure.

Fuelling stations are another example. For an ordinary fuel

station to be converted so that it could serve hydrogen vehicles,

it would need either massive cooling plants and cryogenic storage

tanks (which store liquefied gas at below -250°C) or high-pressure

storage vessels and compressors. A hydrogen filling station would

operate more like a small chemical plant than a conventional

service station.

The South African government’s green hydrogen strategy wants

to carry out 24 feasibility studies to see how green hydrogen could

be made and used by local industry. There are also plans to export it.

But the cost of producing and transporting green hydrogen is

up to five times the cost of a fossil-fuel alternative. Hydrogen is also

Green hydrogen converted to

green ammonia has potential in

the field of fertilisers but there

could be implications in higher

food prices.

very difficult to transport across the ocean. This means there is no

chance of big green-hydrogen exports happening in the short to

medium term.

These factors create risks for a potential green-hydrogen industry

that will make it difficult for green-hydrogen projects to attract

financing. Production facilities costing billions cannot be justified

if transportation systems and end users aren’t ready and waiting.

It is also worth considering that, in many cases, solar or wind

power are cheaper and more efficient than green hydrogen. For

example, green hydrogen is an expensive and inefficient way to

power cars compared to battery electric vehicles or to heat homes

compared to electric heat using heat pumps.

A path forward

Our research suggests that the South African government should

focus first on industries that will find it easy to switch from fossil

fuels to green hydrogen.

For example, green hydrogen could be produced and converted

to green ammonia in one place, without needing new pipelines.

Green ammonia can be used to make farm fertilisers that are

transported as solid pellets and so no extra infrastructure is needed

to move and sell bags of green fertiliser.

However, the higher cost of green ammonia-based fertiliser

would be a problem for local sales. Nitrogenous fertiliser is used

on staple crops such as maize. Higher fertiliser costs would have a

knock-on effect for food prices.

The transition to green hydrogen requires careful coordination

across the entire supply chain. Rather than a “build it and they

will come” approach, production, transportation and usage

infrastructure must be built at the same time.

As countries race to meet climate targets, policy makers must

discuss all the infrastructure a green-hydrogen industry needs.

Without coordinated development across the entire value chain,

the transition to clean energy could be set back.

ABOUT THE AUTHORS

Craig McGregor is Associate Professor in Mechanical and

Mechatronic Engineering and Director of the Solar Thermal

Energy Research Group, Stellenbosch University.

Bruce Douglas Young is Senior Lecturer, Africa Energy

Leadership Centre, University of the Witwatersrand.

ABOUT THE CONVERSATION AFRICA

The Conversation is funded by the National Research

Foundation, eight universities, including the Cape

Peninsula University of Technology, Rhodes University,

Stellenbosch University and the Universities of Cape Town,

Johannesburg, KwaZulu-Natal, Pretoria and South Africa. It

is hosted by the Universities of the Witwatersrand and the

Western Cape, the African Population and Health Research

Centre and the Nigerian Academy of Science. The Bill &

Melinda Gates Foundation is a Strategic Partner.

PHOTO: Wolfgang Weiser on Pexels

WATER

Institutionalising

accountability:

The case for an

independent water

and sanitation

regulator in

South Africa

Regulatory independence is a foundational

requirement for reforming South Africa’s water

governance, according to Ramateu Monyokolo,

Chairperson of the Rand Water Board and

Chairperson of the Association of Water and

Sanitation Institutions of South Africa (AWSISA).

There is an urgent need to establish an independent

water and sanitation regulator in South Africa.

Ramateu Monyokolo is Chairperson of the Rand Water Board

and Chairperson of the Association of Water and Sanitation

Institutions of South Africa (AWSISA).

Water is a strategic national resource and a

constitutional right in South Africa. Yet the sector

is in deep crisis. Over 100 municipalities are

function-ally distressed, non-revenue water

averages 47% and consumer trust in public service delivery

is eroding. These challenges point to the absence of a strong,

independent regulatory framework that can enforce standards,

regulate tariffs and protect consumers and service providers.

This article aims to present a case for an independent

water and sanitation regulator rooted in legal precedent, policy

direction and international best practices.

Regulatory fragmentation

South Africa’s water-sector governance is split across multiple

levels of government, with regulatory functions spread between

the Department of Water and Sanitation, municipalities,

provincial departments and the Treasury. This creates overlaps,

gaps and inconsistent standards enforcement. The current

Water Services Authority (WSA) model allows politically

governed municipalities to act as service providers, blurring

lines of accountability.

An independent regulator would provide technical

continuity and depoliticised oversight, ensuring a consistent

application of water laws and performance standards.

Learning from domestic precedents

South Africa has successful regulatory bodies in other

strategic sectors. These include the Independent

Communications Authority of South Africa, ICASA, which is

tasked with regulating telecoms and broadcasting. It is a

regulatory body that has improved access, competition and

tariff fairness.


WATER

The National Nuclear Regulator (NNR) is another example.

The NNR provides independent licensing and safety enforcement

for nuclear energy via the South African Nuclear Energy

Corporation, NECSA.

Both institutions demonstrate that independent governance,

secured funding and clear statutory mandates can ensure

regulatory credibility even in high-risk sectors.

Global comparisons

Countries with similar developmental contexts have instituted

independent regulators with demonstrable benefits including

NWASCO in Zambia, which uses a licensing regime and

performance reporting to drive efficiency, ERSAR in Portugal

which oversees quality, pricing and planning in a transparent

and consultative framework and the UK’s Ofwat. The last-named

entity is a global model for tariff review, investment guidance

and long-term capital planning.

Political momentum: the Indaba mandate

The Presidential Water and Sanitation Indaba (March 2025)

highlighted regulatory reform as a top priority. Recommendations

included the need to establish an independent regulator to

oversee tariffs, standards and licensing.

The Indaba further suggested that institutional professionalism

required strengthening and that service delivery should

be ringfenced from politics.

The other main recommendation related to adopting

integrated, climate-resilient infrastructure planning frameworks.

Proposed mandate and structure

An independent regulator should be empowered by national

legislation with the authority to:

• License water-service providers.

• Review and approve bulk and retail tariffs.

• Monitor and enforce technical and service standards.

• Provide a dispute-resolution mechanism for consumers.

• Publish annual performance audits and benchmarking reports.

The regulator must report to Parliament, be funded

independently from service providers and operate transparently.

Conclusion

Water governance in South Africa demands a shift from

decentralised discretion to institutional integrity. An independent

regulator is not a cure-all, but it is the cornerstone of a sustainable,

equitable and accountable water sector.

The time to regulate is now.


INFRASTRUCTURE

Engineering

South Africa’s

future

Collaboration is key to sustainable development,

according to Consulting Engineers South

Africa (CESA) President, David Leukes.

Coherent policy frameworks will greatly help

in delivering sustainable infrastructure.

Consulting Engineers South Africa (CESA) President,

David Leukes, has outlined a strategic framework for

infrastructure development, emphasising collaboration,

sustainability and ethical leadership as key drivers for

South Africa’s future.

Speaking under the theme “Collaborating for the future we want:

Mobilising for sustainable development”, Leukes highlighted the

critical role of infrastructure in achieving the country’s economic

growth targets, referencing the South African Reserve Bank’s

projected 1.8% growth for 2025 and the government’s commitment

of R940-billion for infrastructure over the next three years.

“We stand at a defining moment. The choices we make today

will dictate whether we can realise our ambitious aspirations for

schools, hospitals and essential infrastructure,” he said. Leukes

explained the importance of a lifecycle and integrated approach

to development, urging stakeholders to move beyond silos and

embrace collaboration across disciplines and sectors.

“In today’s interconnected world, infrastructure development

cannot operate in silos. We must embrace a collaborative approach

that brings together diverse stakeholders – engineers, planners,

policymakers and communities – throughout the entire lifecycle.”

He also stressed the urgent need for policy clarity and

consistency, particularly regarding the interplay between key

legislative instruments like the Broad-Based Black Economic

Empowerment Act and the Public Procurement Act. He made a

strong appeal for translating policy into action, calling for a clear

way forward in policy implementation.

“Our ability to deliver sustainable infrastructure hinges on

coherent policy frameworks that enable rather than hinder

collaboration,” Leukes stated. He highlighted how public-private

partnerships can drive innovation and knowledge transfer, pointing

out that collaboration between sectors also opens avenues for

capacity building within public institutions.

Leukes underscored that: “The path to sustainable development

must be paved with integrity.” He advocated for strengthened

procurement processes, transparency and ethical leadership to

combat corruption and ensure accountability.

David Leukes, President of Consulting Engineers South Africa,

and Chris Campbell, CEO of Consulting Engineers South Africa.

Upgrading of the Zandvliet Wastewater Treatment Works. Zutari

was a winner in the CESA Aon Engineering Excellence Awards 2024.

Meanwhile, he reiterated the importance of driving STEM

education and increasing the number of artisans in the country. In

terms of skills development, Leukes also emphasised the importance

of “soft skills” and highlighted that the CESA School of Consulting

Engineering’s Business of Consulting Engineering Management

Development Programme as a key initiative.

The address emphasised several key priorities for advancing

collaborative infrastructure development:

• Strengthening procurement processes to ensure transparency

and fairness

• Implementing robust mechanisms for cross-sector collaboration

• Leveraging private-sector expertise to enhance public-sector

capacity

• Ensuring community engagement throughout project lifecycles

Leukes announced that these themes would be central to

discussions at CESA’s Annual Infrastructure Indaba where industry

leaders would gather. He concluded, “Engineering the future we

want is within our grasp. Let’s build it together. One project, one

innovation, one collaboration at a time!”

About Consulting Engineers South Africa

Consulting Engineers South Africa (CESA) is a voluntary association

of consulting engineering firms with a member base across the

country totalling in excess of 580 companies. CESA is the custodian

of the wellbeing of the industry supported by member firms who

employ approximately 19 000 people.

CESA contact details:

Bonolo Nkgodi, Marketing and Communications Manager

Tel: +27 11 463 2022

Email: bonolo@cesa.co.za

Website: www.cesa.co.za


PHOTO: Stefanutti Stocks

INFRASTRUCTURE

An LNG Import Terminal is to be

built at Richards Bay.

Infrastructure South Africa

Since 2020 South Africa has had a coordinating body for infrastructure known as Infrastructure

South Africa (ISA), which reports to the Presidential Infrastructure Coordinating Commission.

The biggest event in ISA’s calendar is the Sustainable Infrastructure Development Symposium of South Africa

(SIDSSA). A highlight of the 2024 symposium, the third holding of the event, was the first publication and release by

ISA of a construction book which lists all the infrastructure projects to be initiated by government and state-owned

companies (SOC) during the 2024/25 fiscal year. Other highlights of SIDSSA were the unveiling of the Infrastructure

Fund Pipeline and updates on the progress of the Strategic Integrated Projects as Gazetted in 2020 and 2022.

ISA Top 12 priority projects:

• Healthcare Infrastructure Programme (national)

• Education Infrastructure Programme (national)

• Ngqura Port Liquified Natural Gas (LNG),

Eastern Cape

• Project Ukuvuselela (high-capacity rail for

automotive sector), Gauteng-Eastern Cape

• Amatola Bulk Water Augmentation,

Eastern Cape

• Nkomazi Special Economic Zone, Mpumalanga

• Namakwa Special Economic Zone,

Northern Cape

• Liquified Natural Gas (LNG) Import

Terminal (Richards Bay), KwaZulu-Natal

• Durban Container Terminal (DCT) Pier 1, KwaZulu-Natal

• Eskom Tubatse Pumped Storage Scheme, Limpopo

• Rooiwal Wastewater Treatment Works Phase 2, Gauteng

• Reinstatement of Mossel Bay GTL Refinery,

Western Cape, pictured at night

PHOTO: PASA


LOGISTICS

Can the freight industry

reduce emissions?

According to Bidvest International Logistics (BIL), solutions must come from both the road and rail

freight sectors.

Rampant cable theft and destruction across South Africa’s

beleaguered rail network may drive growth in road freight.

However, that growth is coming at a high environmental cost.

Earlier this year, Rirhandzu Mashava, the Department of

Transport’s Deputy Director General for Transport Planning, revealed

that between 2017/18 and 2022/23, about a third of long-distance

freight had moved from rail to road.

The country’s rail infrastructure woes manifest at locations like

Durban Container Terminal Pier 2. According to figures released by

the South African Association of Freight Forwarders/Business Unity

South Africa, during a single week in 2024, the site had 65 over-border

units with a dwell time of 22 days.

Supply chains can ill-afford such delays, hence the huge shift to

transporting goods by truck. This is despite the rising cost of fuel and

a need for more skilled personnel within the sector, not to mention

that deteriorating infrastructure and poor road conditions put drivers

and vehicles at risk.

From an environmental perspective, the situation is far from ideal.

Transport is the third-largest emitting sector in South Africa, with

almost 55 megatons of CO2 emissions contributing more than 10%

to the country’s national gross emissions. Road transport accounts

for 91.2% of that percentage.

While the Department of Transport set in motion a Green Transport

Strategy in 2018 to minimise the adverse impact of transport on the

environment by reducing emissions by 5% annually, high volumes of

greenhouse gas are still being pumped into the atmosphere.

The question then becomes what else can be done to reduce

emissions. According to Bidvest International Logistics (BIL), solutions

must come from both the road and rail freight sectors.

BIL’s Overland Logistics Director Marcus Ellappan suggests some

“quick wins” in reducing CO2 emissions, including policies around

behaviour changes to promote more efficient driving habits and

optimising routes with the use of various software platforms.

“Maintaining vehicles properly and upgrading to more fuelefficient

vehicles can also reduce fuel consumption,” he says. Ellappan

notes that electric trucks, compressed-natural-gas vehicles and a

move to Euro 5 engines (where diesel vehicles are equipped with

particulate filters to trap tiny soot particles) and Euro 6 engines (the

mandatory use of selective catalytic reduction for diesel cars to reduce

nitrous oxide emissions) are all viable options.

Such measures will benefit road-freight companies in several ways,

including environmental, social and governance (ESG) wins, reduced

carbon tax and reduced maintenance, resulting in less downtime,

noise pollution and air pollution.


BIL Business Development Executive Ntombimpela

Nong supports the efforts of government and Transnet

to reform rail and to grow capacity. The reduction

in rail capacity has resulted in increased reliance on

road transport and put additional pressure on road

infrastructure and the environment.

“This can lead to higher transport costs, reduced

competitiveness of South African goods and missed

economic opportunities,” says Nong.

However, Nong believes the rail-freight industry

can be crucial in driving a turnaround. She suggests

that future investment on the railways should focus

on modernising the rail infrastructure, together with

green technologies such as hydrogen-powered and

electric locomotives.

A goal has been announced that by April 2025,

Transnet Freight Rail will have to compete with private

companies to manage the country’s rail infrastructure.

This comes after the government decided to open the

space to private players to participate in the significant

investment required for the railway network.

Comments Nong: “The Integrated Transport Plan (ITP)

emphasises developing an interconnected multimodal

transport system where rail and road work together

to enhance overall efficiency and sustainability. A

strengthened rail-freight system can support and

complement road transport, which remains crucial for

last-mile deliveries, remote deliveries and shorter routes.”

She does not doubt that there is significant room

for collaboration. Road freight can handle short-haul

and remote deliveries, while rail can manage long-haul

routes, optimising the strengths of both modes. As a

result, the road and rail industries can create a more

resilient and eco-friendly transport system.

About Bidvest International Logistics (BIL)

BIL is one of South Africa’s largest logistics

businesses, owned by services, trading

and distribution powerhouse Bidvest. BIL

provides an end-to-end supply-chain solution

across several different industries. It offers

international import and export services,

using road sea and air. When products arrive

in South Africa, BIL can clear, warehouse, fulfil

and distribute through final-mile distributing

services. The company has massive coverage

throughout the country and access to a

worldwide forwarding network. Its leading

technological capability gives customers full

visibility of their orders 24/7, whether they’re

single items or bulk, express or deferred.

TRANSPORT

Crafting the future of transport

The 12th Transport Evolution Africa Forum & Expo 2025, co-located with Big 5 Construct South Africa and

the South Africa Infrastructure & Water Expo, is to be held at the Gallagher Convention Centre,

Johannesburg, from 17 to 19 June.

and investment strategies supporting Africa’s longterm

growth goals.

Africa’s transport industry is a critical enabler of trade,

economic growth and regional integration, comprising

road, rail, maritime and air transport that support domestic

and international logistics. The African transport industry

is currently undergoing a massive evolution: an entire range of

developments will fundamentally change the playing fields, from

institutional structural transformation to innovation driven by

digitisation, climate change and ESG investment considerations.

While Africa presents significant opportunities for growth

in the transport sector, achieving these will involve concerted

efforts in regulatory reform, strengthening public-private

partnerships, adhering to environmental standards, embracing

technological advancements and overcoming systemic challenges

within the industry.

The 12th Transport Evolution Africa Forum & Expo 2025, co-located

with Big 5 Construct South Africa, and the South Africa Infrastructure

& Water Expo at the Gallagher Convention Centre, Johannesburg,

from 17-19 June, promises a premier experience where local, regional

and international public and private stakeholders can learn about

the latest innovations, share insights and expertise and explore

projects shaping the future of the industry. From digitisation to

climate-resilient infrastructure, this is where the future of transport

is crafted.

By bringing together professionals from transport, construction

and infrastructure under one roof, this event offers a holistic

perspective on infrastructure development by integrating transport

and construction sectors, highlighting how these essential pillars

support sustainable growth and economic development across

Africa. It also fosters crucial discussions around policy frameworks

Game-changing infrastructure

“The latest State of the Nation Address brought

some game-changing updates for the transport

and infrastructure sector with R100-billion in

infrastructure financing being unlocked, R940-billion

in infrastructure spending promised over the next

three years, freight rail and ports revitalised as the

private sector involvement ramps up, the stabilisation

and improvement of Transnet’s performance and

private operators now having access to the rail

network, boosting efficiency. All of these bold steps

are shaping the future of transport and logistics in

Africa,” explains Josh Low, Vice President South Africa:

dmg events.

The Transport Evolution Africa Forum & Expo will

showcase the latest projects and products and provide the industry

with knowledge, experience and networking opportunities. With

attendees from over 20 countries, over 100 exhibitors, thousands of

visitors, over 300 VIPs and conference delegates, Transport Evolution

Africa is the meeting place for suppliers and buyers from the entire

transport and logistics value chain.

“Based on the findings of the African Transport Industry Insights

2025 report, compiled by Moore Africa Advisory, it’s clear that

Africa’s transport sector is on the cusp of transformative growth.

With a focus on digitalisation, sustainability and infrastructure

development, we're seeing unprecedented opportunities for

investment and innovation. This report underscores the need

for strategic partnerships and policy alignment to unlock the full

potential of Africa’s transport networks, ultimately driving economic

integration and prosperity across the continent,” comments Jeff

Blackbeard, Director of Sectors, Moore Global.

This year’s strategic conference key topics and focus areas include

collaborative efforts for enhanced cross-border integration and trade

acceleration, discussing key investment strategies in port, rail, road

and aviation through public-private partnerships as well as new

approaches to financing transport infrastructure projects, sustainable

green transport and logistics. Future trends in logistics and supply

chain management in Africa will also feature.

Transport Evolution Africa also offers a dedicated platform to

highlight the dynamic growth of Special Economic Zones (SEZs) and

their pivotal role in shaping Africa’s transport infrastructure landscape.

With over 300 SEZs spread across 38 African countries, the Transport

Evolution Africa’s SEZ Lounge offers an opportunity for networking

and exploring investment prospects.


PHOTO: Sweder Breet on Unsplash

Wary of being overtaken. The African transport sector is

facing a range of challenging developments such as stronger

environmental standards and technological advancements.

The Transport CEO Forum, an exclusive roundtable, conducted

under Chatham House rules, offers top executives (invitation only) a

unique platform to candidly exchange experiences, challenges and

insights with their peers from across the continent. Topics focus on

critical issues such as financial investment and viability, regulatory

reforms, labour and skills development, operational efficiency,

emerging technologies, energy and greenhouse gas standards and

competition on an international scale.

The Transport Evolution Africa Awards bring together Africa’s

most renowned transport industry professionals to recognise,

reward and celebrate the success of trailblazers who are transforming

TRANSPORT

the transport sector, as well as those who have made significant

impact in terms of driving enterprise development, sustainability

and inclusivity. Award categories include Excellence in Sustainability

and ESG, Women in Transport, Transformation in Transport, Best

Equity, Diversity, Social Inclusion as well as Leadership Excellence

in Transport and Logistics.

This combined event is expected to draw over 5 000 attendees,

making it the largest gathering of transport, construction and

infrastructure professionals on the continent.

Adds Low, “This gathering of industry specialists and stakeholders

is essential to enhance the efficiency of rail, port and road systems

across the African continent and promises to foster growth and

promote cross-border investment and partnerships, to fully realise

the potential for transport services to evolve on the continent.”

For more information, visit https://www.transportevolution.com

About the Transport Evolution Africa Forum & Expo

Transport Evolution Africa Forum & Expo stands as the leading platform for advancing the transport sector across Africa, offering

unparalleled opportunities for business connections, strategic networking and knowledge-sharing. By attracting key stakeholders

from across the transport value chain, the event promotes collaboration and innovation to drive the continent’s development

forward. In its 12th edition, the forum will be co-located with Big 5 Construct South Africa, the largest construction event in

the region, and the newly launched South Africa Infrastructure & Water Expo, an innovative event dedicated to advancing the

infrastructure industry in South Africa, further expanding the scope for engagement and connecting transport professionals with

the broader construction and infrastructure sectors.

Proactive fleet control in real time

CtrlFleet is the TMS designed for real-world transport.

Most transport management systems promise visibility. CtrlFleet delivers

integrated scheduling with visibility, all in one place.

This next-generation transport management software was designed

specifically for the modern realities of fleet operations. From planning and

scheduling to live tracking, compliance and driver application, CtrlFleet brings

every part of the operational funnel into a single, automated system.

No more siloed tools or manual processes. Dispatchers, planners, fleet

managers and clients all work from the same live data, streamlined on a

unified platform. Customers and transport subcontractors receive updates

and interact in a central interface with online portals. The CtrlFleet Driver App

keeps drivers connected with custom-form instructions, route instructions

and instant communication. Delivery confirmations and compliance updates

flow straight back to HQ, in real time.

With CtrlFleet, transporters shift from reactive problem-solving to proactive

fleet control.

CtrlFleet feature highlights:

• Real-time tracking, ETAs and scheduling

• Live driver updates via the CtrlFleet Driver App

• Compliance and risk monitoring

• Cloud-based dashboards and reporting

Trusted by leading fleets across South Africa, CtrlFleet

empowers operators to move smarter, reduce admin

and deliver reliably.

Contact details

connect@ctrlfleet.co

www.ctrlfleet.co

DIGITAL ACCESS

Driving digital transformation

MakwaIT Technologies has signed an expanded Master Reseller partnership with Hitachi

Vantara across 31 African countries, aimed at addressing the challenges of balancing

innovation with data control, infrastructure reliability and cost-effective cloud adoption.

MakwaIT Technologies, one of South Africa’s

fastest-growing digital technology companies,

has been appointed as a Hitachi Vantara Master

Reseller for 31 countries in Africa. This is the

latest in a series of partnership agreements to expand

MakwaIT’s solution portfolio on the continent and follows

the recent announcement of its collaboration with Workday.

Rishi Birbal, Chief Strategy, Partnerships, M&A and

Sustainability Officer at MakwaIT, says the Master Reseller

agreement strengthens the existing relationship between

the two companies, which has supported enterprise

storage and computing infrastructure for some of South

Africa’s biggest banks over the past three years. “This

partnership advances our growth strategy by improving our

technological capabilities, giving us a competitive edge and

enabling us to offer cost-effective, value-driven solutions to

our customers. It also positions us to better address evolving

customer needs and assist organisations across Africa with

private, public and hybrid cloud solutions.”

He adds that the agreement aligns with MakwaIT’s

AI-driven digital strategy: “With increased demand for data

sovereignty and privacy, we can now provide on-premises

solutions that enable enterprises to implement secure

private clouds while leveraging AI-driven innovation.”

Gerald Painter, General Manager for Hitachi Africa,

welcomed the partnership: “We’re excited to expand our

relationship with MakwaIT Technologies, a trusted partner

for clients who depend on critical infrastructure and AI

solutions. This partnership is a natural fit – together, we

deliver the reliability, innovation and expertise businesses

need to accelerate digital transformation.”

The collaboration combines Hitachi’s enterprise-grade

infrastructure with MakwaIT’s AI-driven solutions to deliver

secure, scalable private/hybrid cloud systems – already

proven in South Africa’s banking sector.

“Integrating Hitachi’s solutions into our broader

technology portfolio expands our ability to support

the transformation of banks and enterprises across the

continent,” concludes Birbal.

ABOUT MAKWAIT TECHNOLOGIES

MakwaIT Technologies is one of the youngest and fastestgrowing

digital technology companies in South Africa,

helping customers in both the private and public sectors

realise the benefits of digital transformation. It strives to

continuously optimise and enable its clients’ businesses

through its wide range of IT solutions which include

big data analytics, cloud services, network security and

data centre switching, among others. Not only are these

provided to large enterprises but to small and midsize

businesses too, enabling them to respond dynamically to

the ever-changing business environment.

For more information, go to https://makwa-it.com

Michelle Duncan, Head of Governance, Risk and

Assurance at MakwaIT, together with Brendan Tobin,

Partner and Alliance Manager, Hitachi Vantara.

PHOTO: Rawpixel on Freepik


TELECOMS

Bridging

the African digital divide

Lynnette Magasa, Founder and CEO, Boniswa Group, believes there are significant

growth opportunities in South African telecoms.

What sparked your interest in telecoms?

My journey into telecommunications began during my tenure at

Denel Aviation, where I started as a receptionist and later transitioned

into the Human Resources department. This role provided me with

a comprehensive understanding of organisational operations and

sparked my interest in the technological aspects of the business.

I pursued further education in Information Technology, earning

an MTech degree. This academic pursuit solidified my passion for

technology and its transformative potential.

How did it happen that you created a company?

My journey into entrepreneurship was driven by a vision to bridge

the digital divide in Africa. I recognised a significant demand for

reliable infrastructure and services. This, combined with my passion

for technology and commitment to community development, led

me to establish Boniswa Corporate Solutions in 2004.

How were you able to expand so quickly?

In 2006, we expanded into Zambia and Swaziland by capitalising

on strategic partnerships and a deep understanding of local

market needs. Our commitment to delivering high-quality

telecommunications services enabled us to establish a strong

presence and execute key projects effectively.

How were you able to secure contracts with big

telecoms players?

Securing contracts with major telecommunications companies

was pivotal for growth and credibility. These partnerships not

only expanded our operational capacity but also affirmed our

commitment to delivering high-quality services. We earned the trust

of these industry leaders by consistently demonstrating expertise,

reliability and understanding their needs. Our ability to offer

comprehensive, turnkey solutions, combined with a track record

of successful project execution, assured them of our capability to

handle significant assignments. Additionally, our

focus on innovation and adherence to industry

standards solidified their confidence.

What sets Boniswa apart from other companies?

Its comprehensive approach, offering end-to-end

solutions from manufacturing to infrastructure

deployment. Innovative products such as high-security, vandalproof

semi-subterranean transmission cabinets address specific

challenges in the African telecoms market. Boniswa has garnered

significant recognition, including the Technology Company of the

Year award at the 2023 Sentech Africa Tech Week Awards, reflecting

the company’s dedication to excellence and its impactful

contributions.

As the winner of HR awards, please

explain your HR philosophy.

We prioritise our employees as our most valuable asset. We cultivate

a performance-driven culture that emphasises equal opportunities

and continuous investment in our team’s growth. This includes

regular skills training, health assessments and competitive

compensation. Our commitment to staff development has fostered

a loyal and experienced workforce, ensuring consistent quality

service delivery and strict adherence to health and safety standards.

What are the areas of your business

that are expanding most rapidly?

Manufacturing Division: We’ve developed high-security, vandalproof

semi-subterranean transmission cabinets to combat base

station vandalism in Southern Africa.

Turnkey Telecommunications Solutions: Our comprehensive services,

encompassing everything from design to implementation, have

positioned us as a preferred partner for major telecoms operators.

These expansions reflect our commitment to delivering

innovative solutions and bridging the digital divide across Africa.

Are you upbeat about the South African telecoms sector?

I am optimistic about the future of South Africa’s teleommunications

sector. The increasing demand for digital

connectivity, advancements in technologies like 5G and efforts to

expand services into underserved areas present significant growth

opportunities. Regulatory bodies are making strides to adapt to this

evolving landscape, as seen with the recent public consultations

on spectrum management. However, to fully harness the potential

of these technological advancements, it’s essential for regulatory

processes to become more agile, ensuring they keep pace with

rapid innovations and effectively address the dynamic needs of

the industry.

Lynnette Magasa,

Founder and CEO,

Boniswa Group.

Biography

A self-made entrepreneur, Lynnette built her empire without formal engineering training, earning accolades like

CEO of the Year 2024. Passionate about youth and women empowerment, she funds bursaries and mentors future

leaders. Lynette is also a global voice on SME development, regularly engaging with the UN, WTO and B20 Task

Force on digital transformation and inclusive trade.


SKILLS

Using technology

to certify artisans

CHIETA proposes digital badges to replace certificates

for artisans, where the badges could serve as

a bridge between learning achievement

and job opportunities.

To fast-track and recognise that all types of learning are

necessary to boost one’s skill set, the Chemical Industries

Education and Training Authority (CHIETA) has proposed

badging as a new way of recognising and verifying learner

achievements, skills and competencies, using digital images.

The idea emerged during a boot camp held by CHIETA staff in

Midrand when a proposal was made to investigate how learner

achievement for specific programmes was recognised.

This proposal responds to the growing need for a more modern

and effective approach to skills recognition in the evolving world of

education and training.

During the camp, CHIETA staff motivated for badging to replace

physical certificates for specific competencies such as bricklaying,

sewing, coding, add-on skills for artisans, entrepreneurship and

graduates of Future Green Skills and Hydrogen Skills programmes.

In addition, learners exiting CHIETA Smart Skills Centres, pictured,

and Coded Welders would benefit from the badging method.

CHIETA is an innovation leader in education and training and

believes badging is a visual representation of accomplishments,

unlike paper-based certificates. Badging can be seen as a bridge

between learning achievement and job opportunities.

CHIETA badges will link to a landing page that provides

further insights into the skills and competencies achieved. AWS,

Microsoft, SAP, IBM and Google are some companies that have

embraced badging.

The proposal, submitted to the CHIETA Ideation Committee

for consideration, could have significant implications for skills

development in South Africa. Badging’s benefits, such as its alignment

with current recruitment trends and its potential to influence SAQA/

QCTO certification, make for a compelling argument.

In the submission, the staff said the world is evolving, particularly

in terms of learning and recognition. In the South African context,

while we have had reviews of the NQF, SAQA Act, Qualifications

Framework, Educational Acts and Quality Assurance bodies, little

has been done to review traditional forms of certification.

Currently, CHIETA funds learners with add-on skills such as the

digital and entrepreneurial ability of artisans and SMMEs without

properly recognising them.

Furthermore, the new occupational qualification framework limits

recognition to short-term skills programmes, whereas previous unitstandard-based

qualifications allowed for combining unit standards

and SETA recognition via statements of results (SoRs).

While the traditional paper-based certificate may have a place in

the educational process, it has shortcomings such as the risk of fraud.

It may not support some basic guidelines of the NQF principles,

namely, Integration, Credibility, Flexibility and Improvement.

CHIETA has committed to the strategic objectives of digitising

and innovating. Against this background, the organisation’s Ideation

Committee has been urged to consider badging as an additional

method for recognising learner achievement.

Advantages of badging

• Supports current trends in recruitment. Potential job seekers are

increasingly using various platforms to capture their capabilities,

such as social media, digital resumes, email signatures, LinkedIn,

etc. It is an excellent tool for communicating capabilities.

• It aligns with the digital nature of the workforce and shifts in

recruitment practices, thus enhancing job seeking potential.

• It provides versatility and visibility to a broader audience for job

seekers to showcase themselves.

• Recognition of short courses and skills programmes, including

non-credit-bearing courses.

• Influence SAQA/QCTO certification.

CHIETA is investigating designing such a platform within

organisational capability. This would also involve collaborating with

other partners such as MICT, SITA, QCTO, Algoatwork and Microsoft.

CHIETA, which achieved a clean audit and met 100% of its

objectives in the 2024/25 financial year, is identifying suitable

programmes that could have short-term benefits and defining the

criteria and standards for them.

The proposal to badge aligns with the organisation’s Mission,

Vision and strategic objectives as it provides a breakthrough

innovative approach to recognising and validating skills and

achievement, hence creating high impact.

About CHIETA

The Chemical Industries Education and Training Authority

(CHIETA) was established under the Skills Development

Act 1998. CHIETA facilitates skills development within the

chemical industry sector, ensuring that the industry’s skills

and needs are identified and addressed through targeted

training initiatives.


Opportunity is a quarterly journal for business and industry in South Africa.

Opportunity is the official publication of the South African Chamber of

Commerce and Industry (SACCI).

DISTRIBUTION IS FULLY ABC ACCREDITED AND AUDITED

PUBLICATION DATES

January | April | July | October

Contact Opportunity on info@gan.co.za to profile your organisation in the publication

www.opportunityonline.co.za

HOUSING

What’s wrong with South

Africa’s low-cost housing

model and how to fix it

The backlog of subsidised public housing in South Africa is estimated at 2.4-million. In

this interview, Hlengiwe Maila, a research fellow at the School of Public Management and

Administration at the University of Pretoria, answers questions posed by Associate Professor

Adrino Mazenda about possible solutions. Maila’s PhD thesis, which was jointly supervised

by Mazenda and Professor Lianne Malan, focused on developing a new model for the

South African housing sector. This interview first appeared in The Conversation Africa.

What’s the current system and what’s wrong with it?

Currently, public housing is built on the basis of contracts issued

by the government. But the model is failing. First, it has become

financially unsustainable for the government. This is evident in the

shrinking budget for housing.

Second, the number of houses being delivered has declined,

from 75 000 units in 2019 to 25 000 units in 2023. Yet the demand

for housing is increasing. Third, using contractors to build

subsidised housing often results in poor workmanship. The focus

is on mass delivery (quantity) and less on quality. Fourth, the

contractor model keeps people dependent on the government.

Fifth, the model is prone to corruption and political interference.

Public officials and politicians award housing along party lines or

as part of corruption networks.

Lastly, the model doesn’t address the needs of communities.

People are often allocated a house far away from where they

live. They’re uprooted from their livelihood strategies and

social networks.

Is there an alternative?

I set out the case for a co-productive approach. Co-production is

a cooperative approach to delivering public goods and services.

Instead of a top-down approach of a single provider (state, market

or NGO), it involves the people who receive the services.

Co-production can involve beneficiaries throughout the

project’s design, planning, implementation and maintenance.

This results in a sense of ownership of projects and a value for

the services co-produced. It would usually take the form of future

residents of a planned housing project taking part in community

meetings, surveys and workshops where they can share their

housing preferences, priorities and concerns. Architects, urban

planners and other experts would incorporate the feedback into

the design of the homes. The design would reflect the residents’

needs around accessibility, community spaces and cultural or

social factors.

Demand for housing is increasing, but the

current model is not delivering.

Beneficiaries would also help to identify potential locations for

the housing project and offer input on the community’s layout. They

would contribute to decisions about communal amenities such as

gardens, childcare facilities or green spaces. They could volunteer

their labour or skills directly in construction or oversee the quality

of work.

After construction, beneficiaries might help maintain the

housing project through community-managed services, like repairs,

cleaning or organising events. This fosters a sense of ownership.

Why is co-production a better approach?

Co-production empowers residents, sustains projects and

strengthens community ties. For example, the government’s role

in Bangladesh has changed from providing housing to facilitating

locally driven housing co-production. It does this through a lowincome

housing loan.

In the Bijlmermeer neighbourhood of Amsterdam, Netherlands,

government and local stakeholders took a co-production approach

to regenerate the area. Residents got involved in everything

from design to management and decision-making. This improved

public spaces, housing quality and social integration in a place

that initially faced high poverty rates and social unrest.

In Kigali, Rwanda, the government set up urban planning and

housing projects involving the local community. These projects

focus on slum upgrading and new affordable housing.


PHOTO: Graeme Williams/ Brand SA

HOUSING

The co-production approach

revitalised the Bijlmermeer

neighbourhood in

Amsterdam.

One of the advantages of housing co-production

is the introduction of new resources. They can

be financial or in terms of capacity, knowledge or

technologies. Other advantages include:

• greater acceptability of the process by the community

• better use of existing skills and resources within

the community

• better trust and confidence between all parties

• an improvement in the relationship between

communities and government officials

• a greater sense of belonging and ownership.

But are people willing to participate?

South African citizens have repeatedly shown their

willingness to contribute towards providing their

shelter and not be bystanders or passive recipients.

Many South Africans engage in self-help housing

projects: they build their homes from scratch, often

using recycled materials.

Other initiatives, such as the Abahlali base-

Mjondolo movement, involve shack dwellers who

mobilise for land rights and proper housing and against forced

evictions. These initiatives take collective action on housing issues.

In some areas, especially after natural disasters or urban fires,

communities have come together to rebuild homes, distribute

food and support displaced families.

However, past studies have shown that public officials may

mistrust ordinary people’s skills and experience. According to

most respondents in my PhD study, NGOs, private organisations,

civic groups and movements representing communities were

willing to partner with the government on housing co-production.

But they met resistance from public officials in local municipalities

and housing departments. This was mostly due to lack of capacity

and resources.

One respondent in the PhD research said: the bureaucrats get

impatient with managing community dynamics, because when

you get communities involved, things may move slowly. But, over

time, communities have shown that where they are involved, they

protect the asset.

What are the barriers to this model?

The housing co-production model might experience the following

challenges:

Inadequate community mobilisation and participation: Coproduction

requires a high level of community involvement and

commitment.

Financial mismanagement and inadequate funding: Insufficient

and poorly managed funding can derail any development project.

Infrastructure and general service delivery: Without reliable access

to clean water, sanitation and electricity, the homes will not be

sustainable.

Political and institutional challenges: Successful co-production

requires strong collaboration and communication. Political tensions

and institutional fragmentation can undermine the project’s success.

Unrealistic expectations: The community may lack the resources

and infrastructure to achieve its goals, leading to frustration and

disengagement.

What needs to be done?

All the actors or stakeholders involved must be willing to

co-produce. Co-production requires a change in the relations and

behaviour of public servants and citizens or users.

They must trust each other and have clear roles and

responsibilities so they can hold each other accountable.

Government must respond to communities’ specific needs, which

vary based on geographical, social, economic and cultural factors.

Adequate resources, both financial and human, must be

committed.

The government has to ensure that users remain involved

throughout the project phases.

Government employees and community members need

training to equip them to manage projects together.

Finally, online consultations, crowdsourcing ideas and digitalfeedback-monitoring

systems should be established to track

progress.

ABOUT THE PARTICIPANTS

Hlengiwe Maila, a research fellow at the School of Public

Management and Administration at the University of Pretoria,

interrogated the model for South African low-cost housing for

his PhD thesis. Adrino Mazenda is Senior Researcher, Associate

Professor Economic Management Sciences, University of Pretoria.

ABOUT THE CONVERSATION AFRICA

The Conversation is funded by the National Research Foundation,

eight universities, including the Cape Peninsula University of

Technology, Rhodes University, Stellenbosch University and

the universities of Cape Town, Johannesburg, Kwa-Zulu Natal,

Pretoria and South Africa. It is hosted by the Universities of the

Witwatersrand and the Western Cape, the African Population and

Health Research Centre and the Nigerian Academy of Science. The

Bill & Melinda Gates Foundation is a Strategic Partner.

PHOTO: Urban Symbiose on Facebook


Morena Rakometsi,

Titan Reins CEO

A multi-layered approach to

workplace-space development

Effective workspaces enhance human endeavour, argues Mr Morena Rakometsi, the

CEO of Titan Reins, the Tenant Lead Professional Consultants throughout the SSA

region, which partners with tenants to curb unnecessary capex escalations.

How did the company come into being?

We are a story of four paths converging into one. Titan Reins

harnesses the heart, vision and expertise of our four founding

members, who collectively provide over 53 years of combined

industry experience, spanning Europe, the Middle East and Sub-

Saharan Africa (EMEA). Having met while collaborating on a flagship

development project in Southern Africa, a complementary rapport

and mutual respect slowly emerged among our founders. Akin to

the beginnings of many noteworthy partnerships of times gone

by, Titan Reins was conceived over a hearty meal. Titan Reins was

registered in 2019 but officially started operating in July 2022, soon

after the Covid-19 pandemic.

Workspaces are a rich microcosm of human life. These are

the environments where people meet and collaborate, where

people are nurtured, developed and ultimately build friendships

and their lives. Effective workspaces offer an essential enhancing

of the human endeavour. This is why we take the multi-layered

approach to workplace-space development seriously. To provide

our clients with the upfront development expertise that offers them

simplicity and clarity they would require throughout the real estate

negotiations and the development process from the inception to

finish. This translates to the right deal in the right place, with a

reduced first cost and operating cost. We can do this because we

consult, design and build with a view of maintenance, flexibility

and sustainability to provide effective design tailored for the client

business as the workplace strategists and RE&F Project Managers.

including fire and intruder alarms, cleaning, security, catering,

building layouts, fit-outs, internal office moves and environmental

health and safety management (EHS). The Facilities team strives

to ensure that all areas of the facility are maintained to a high

standard, that regular and detailed inspections are completed to

ensure problem areas are identified and that issues are rectified.

Please explain the company name.

Titan Reins is made up of four Titans with over 53years of experience

within Real Estate, Build and Facilities management, all of whom

have delivered projects within the EMEA region. As a new business

we needed to make sure that we take full control of driving this

business to penetrate the SSA region. And our constant prayer is

that God leads this journey for us and continues to guide us in terms

of implementing strategies that would grow the business.

Corporate Fitout Project

Please explain RE&F?

RE stands for Real Estate and F refers to Facility. Areas of responsibility

for the Facilities team include building-maintenance activities


Your background and education is very diverse:

how did you come down on property?

I was introduced into Real Estate and facilities management when

I joined Oracle corporation in November 2009, coming from a

teaching and manufacturing background. I enjoyed the space so

much that I never looked back.

I worked as a Building Engineer (Technical Manager) and was

eventually promoted to Real Estate & Facilities Project Manager for

Sub-Saharan Africa region. I was part of the EMEA region but my

focus of delivery was within the SSA region. I worked in a virtual

and traditional environment to deliver construction projects within

the SSA region.

It was a complex environment. My manager was sitting in

Scotland, the project sponsors (EMEA Senior Director and the

EMEA VP) were based in Reading, England, my project coordinator

was located in Rocklin, California, the contracts team were sitting

between Reading and Romania, and finally the payment team was in

India. As built professional I would engage leaders across the region,

with CEOs, directors, general managers, programme managers

and country leaders. I was dealing with executives from different

organisations and companies and communicating internally as well.

The projects I worked on ranged from development, relocation,

consolidation, expansion or downsizing and fit-out, down to office

moves, space assignment, change management and operations.

Where did you find time to garner all the educational

qualifications that you have? Has the range of your

educational attainments helped you in your career?

To be where I am today, I had to work extremely hard on my

strategies, look into creative approaches to matters and on my

leadership skills and leadership style so that I can keep my dreams

alive. I had to work hard every day, in the aeroplane, in hotels and

at home. I worked for a good number of years and immersed

myself into my studies and my work because I understood the

importance of making sacrifices and I knew what was lying ahead.

I demonstrated resilience and I knew something would emerge

from these sacrifices.

As learner, a tactician, an analyst, a strategist, I am courageous

and I possess a strong internal drive. I have noticed over the years

that I have the ability to scan the external environment for better

decision-making for personal gain and organisational gain.

The foundation of my values are based on the following:

• Independence

• Being proactive

• Perseverance

• Resilience

• Determination

• Ability to scan environments

How does Titan Reins differentiate itself from

other property management companies?

We are the Tenant Lead Professional Consultants throughout the

SSA region. We partner with the tenant to teach some fundamentals

related to property and to curb unnecessary capex escalations.

We provide our clients with upfront development expertise that

offers them simplicity and clarity they would require throughout

the real-estate negotiations and the development process from

the inception to finish. This translates to the right deal in the right

place, reduced first cost and operating cost.

Do other members of staff have suitable qualifications?

Yes, we have two architects and two project managers with

qualifications up to Master’s.

The company LinkedIn page gives your offerings as:

Real Estate, Architecture, Project Management and

Facilities Management. Is the South African economy

trending in a certain way that you are finding more

work in one of these sectors than in others?

A lot of employers are asking their members/employees to come

back into the office. However, the approach needs to be improved

in terms of real-estate optimisations. This is where Titan Reins

comes in – to help employers determine the right-sized space for

their needs.

Contact details

Email: info@titanreins.com

Tel: 0829098318

Instagram: @titanreins_

Retail Fitout Project

Corporate Fitout Project


STOCK EXCHANGE

Market Segmentation

is working for JSE

4Sight moves from AltX to the JSE Main Board.

4Sight, a multinational diversified technology group,

became the first Altx company to transfer its listing

to the Main Board General Segment in January 2025.

This listing builds on the momentum of 2024,

during which eight companies secured listings on the JSE.

This notable improvement in listing activity reflects a broader

positive shift in market sentiment, supported by favourable

macroeconomic conditions, and signals confidence in the JSE

as a platform for companies seeking to expand their market

presence and access capital.

4Sight also becomes the first company to transition from

AltX to the General Segment since the Financial Sector Conduct

Authority (FSCA) approved amendments to the Listings

Requirements as part of the JSE’s Market Segmentation Project

in September 2024. This initiative repositioned the Main

Board into two distinct segments, Prime and General,

providing a tailored level of

regulation that aligns with the

size and liquidity of issuers.

Since the introduction

of the General Segment in

2024, 22 companies from the

Main Board have transition to

this segment. This shift

highlights the segment's

attractiveness and the JSE's

dedication to offering a

flexible and supportive

regulatory environment.

The tailored approach of

the General Segment allows

companies to benefit from

regulations that match their

size and liquidity, promoting

growth in the market.

“The successful transition

of 4Sight from AltX to the

Main Board demonstrates the

effectiveness of the Market

Segmentation Project in creating a pathway for companies

to grow and graduate as they expand their operations and

strengthen their market position. This framework ensures that

companies of varying sizes and liquidity profiles can thrive within

a structure that supports their specific needs while maintaining

the integrity of the market,” said Valdene Reddy, Director: Capital

Markets at the JSE.

The move to the Main Board offers 4Sight increased

credibility and access to broader market opportunities. As

part of its classification in the General Segment, the company

can now apply an automatic annual rolling general authority

to issue shares for cash, representing up to 10% of its issued

share capital, without requiring shareholders’ approval.

The company will trade under the JSE code 4SI, with more

than 534-million ordinary shares in issue.

“This is a proud moment for 4Sight Holdings,” said Tertius

Zitzke, Group CEO of 4Sight Holdings. “The Main Board listing

enhances our credibility and solidifies our position in the

technology sector. This achievement not only showcases our

company's resilience but also affirms our commitment to

providing exceptional worth to our stakeholders.”

4Sight specialises in artificial intelligence and digital

transformation, focusing on the convergence of information

technologies and operational technologies to prepare

businesses for the future. Since its initial listing on AltX in 2017,

4Sight has grown to become the 41st company to migrate

from the platform to the JSE Main Board since 2007.

“It is always encouraging to see companies progressing on

the exchange. Technology remains a key driver of innovation

and economic growth, and investment in this sector will

play an increasingly important role in shaping South Africa’s

development and competitiveness in the global economy,”

concludes Reddy.

This listing increases the number of listed companies to 279,

with a market capitalisation exceeding R19.6-trillion.

The JSE is currently ranked in the Top 20 largest stock

exchanges in the world by market capitalisation, and is the

largest stock exchange in Africa, having been in operation for

137 years.

ABOUT THE JSE

The Johannesburg Stock Exchange (JSE) has a well-established history of operating as a marketplace for trading financial products.

It is a pioneering, globally connected exchange group that enables inclusive economic growth through trusted, world-class, socially

responsible products and services for the investor of the future. It offers secure and efficient primary and secondary capital markets

across a diverse range of securities, spanning equities, derivatives and debt markets. It prides itself on being the market of choice

for local and international investors looking to gain exposure to leading capital markets on the African continent.


PHOTO: Andres de Wet, Wikimedia Commons

FORESTRY

Tree health gets a tech boost

Two Stellenbosch University students are in line to win international awards.

Chris Erasmus has

developed a wireless

dendrometer that

tracks growth patterns,

water dynamics and

environmental stress.

Two Master’s in Engineering students from Stellenbosch

University, Yasmin de Raay and Chris Erasmus, have

advanced to the international round of the 2025 Blue

Sky Young Researchers and Innovation competition. Their

projects impressed the Paper Manufacturers Association of South

Africa (PAMSA) for their originality and relevance to the forestry

sector which plays a key role in producing wood and paper.

Managed by the International Council of Forestry and Paper

Associations (ICFPA), this competition seeks projects from

researchers under 30 who are working in forest-based science,

products using wood, pulp or paper as a raw material, process

improvements or other innovations throughout the forestrysector

value chain.

As first and second place winners in the South African

competition, Erasmus and De Raay will see their projects judged

against those from the United States, Canada, Europe and

Australia. An international panel will select the top three global

finalists who will then present their projects at the ICFPA CEO

Global Roundtable in New York.

“As a sector that has for decades centred around the

renewability of wood, both of these projects offer significant

value for forestry companies by enhancing sustainable

forest management and improving crop yields,” says Jane

Molony, PAMSA Executive Director. “This in turn supports

the sustainable supply of wood into pulp, paper and sawn

timber industries.”

Innovative solutions in agritech and forestry

Both submissions focused on the monitoring of aspects of tree

health which plays a critical role in tree resilience and resource

optimisation by using technology to capture and analyse data

continuously and remotely.

Erasmus, who is completing a Master’s in Electrical and

Electronic Engineering, has developed a wireless dendrometer

and environmental sensing system tailored for the forestry

industry. This solar-powered device tracks tree growth patterns,

water dynamics and environmental stressors such as temperature,

humidity and soil moisture with precision. It offers a cost-effective,

low-maintenance solution, reducing the need for human

intervention while ensuring consistent accuracy and reliability.

“Our dendrometer allows seamless, real-time monitoring of

trees’ daily growth variations, using advanced technology to

overcome the limitations of traditional analogue systems, which

are prone to noise and interference,” notes Erasmus.

De Raay is pursuing a Master’s degree in Industrial Engineering,

specialising in agritech, with a strong focus on integrating

technology and nature conservation. “My honours and master’s

theses both focus on agritech and through my work in the


PHOTO: PAMSA

FORESTRY

Machine learning and microscopic images give

details about root growth in the mini-rhizotron

system created by Yasmin de Raay.

open-air eucalyptus laboratory, I’ve had the opportunity to apply

engineering to sustainable forestry,” she explains.

Her project introduces a mini-rhizotron system designed

to remotely monitor root growth and dynamics in forestry

plantations. By using machine-learning techniques and

capturing microscopic images of roots, this system provides

continuous, cost-effective access to vital root-growth data, even

in remote field settings, improving resource optimisation without

sacrificing quality.

“We are excited by this ingenuity, which not only highlights

South Africa’s scientific talent but also has the potential to make

a meaningful impact in our sector,” says Molony.

Take deep

breaths in South

Africa’s forests

Did you know that many of South Africa’s timber

plantations are open to the public to enjoy a variety of

recreational pursuits? According to Forestry South Africa,

there is something for everyone to enjoy in the mosaic of

our country’s indigenous forests and timber plantations.

You might be an outdoor enthusiast wanting to test your endurance

along the hundreds of kilometres of mountain bike tracks, trail

running routes and hiking trails or perhaps a nature lover or

budding ornithologist. You can take in the array of wildlife and

natural features like South Africa’s significant waterfalls and nature reserves

found within the mosaic of indigenous forests and timber plantations.

Add these to your summer holiday bucket list by clicking on the

interactive map link below. There are various attractions, trails, routes,

drives, walks, picnic sites and accommodation waiting to be discovered

South Africa’s forestry-owned land.

Fact: The trees grown in timber plantations are planted for use in pulp,

paper, packaging, sawn timber, poles and furniture. They are a renewable

resource which means that they are planted, responsibly grown and

managed over a number of years, then harvested once they are mature.

Only 10% of the total plantation area is harvested in one year. The

compartments are then planted with new saplings within the same year.

These trees also absorb carbon dioxide and release oxygen. So, take a

deep breath when you are among the trees.

Visit: www.forestrysouthafrica.co.za/human-aspects/recreation-in-forestry

PHOTOS: FSA, SAPPI, Mondi


AGRICULTURE

Fair prices for a fairer future

Without thriving smallholder farmers, South Africa’s food security and rural economies

are at risk. Be Fair Right Now invites South Africans to rethink their buying choices.

Fair pricing helps smallholder farmers survive.

Smallholder farmers and workers are the backbone of

global food production, supplying nearly one-third of

the world’s food. Despite their essential role, these farmers

and workers are often trapped in cycles of poverty due

to unfair global market practices that undervalue their work and

products. Now, more than ever, fair pricing is critical to securing

their livelihoods, building resilient communities and addressing

global challenges like food security and climate change.

In South Africa, there are over two-million smallholder or

household farmers compared to just 35 000 commercial growers.

Many of these smallholder farmers depend on their land not only

to feed their families but also to produce surplus crops for trade

or income. However, their hard work and vital contributions are

under increasing threat.

“Farming sustains 40% of the global population, particularly

in rural areas where it is the primary source of income,” says Paul

Colditz, Commercial Director at Fairtrade Africa. “Smallholder

farmers, who manage plots often smaller than 10ha, compete in

global markets under extremely challenging conditions. Without

fair prices, they face precarious livelihoods that limit their ability

to invest in sustainable practices or protect against climate risks.”

In South Africa, these challenges are compounded by the

changing climate. Extreme weather events, including droughts,

floods, heatwaves and excessive winds, are becoming more

frequent. These events damage crops, erode soils and reduce

the ability of land to sustain grazing livestock or support crop

yields. This not only affects local food security for millions but also

undermines the livelihoods of smallholder farmers.

Fair pricing offers a solution. Fairtrade’s minimum price model

ensures producers receive a baseline safety net when market

prices drop, enabling them to cover basic needs and reinvest in

sustainable farming methods. Additionally, long-term contracts

foster stability and empower farmers to plan ahead, weather crises

and combat climate-related challenges.

“Fair pricing isn’t just about economic justice,” Colditz explains.

“It’s about ensuring that the people who grow our food have the

dignity of a sustainable livelihood and the means to contribute to

a healthier planet.”

Fairtrade Africa urges businesses, policymakers and consumers

to support initiatives that advocate for equitable pricing and

partnerships with smallholders. Together, these actions can secure

better futures for millions of farmers and a more resilient global

food system.

The latest “Be Fair Right Now” initiative shines a spotlight on

the urgent need for change, calling for immediate attention to

the inequities smallholders face and challenging stakeholders

– from consumers to businesses – to demand fairer practices in

supply chains.

Now in its second year, Be Fair Right Now invites South

Africans to rethink their buying choices to support fairer pay as

well as gender equality, environmental sustainability and climate

action. Through Fairtrade’s interactive online quiz, participants

can discover the impact of their current purchases and explore

practical ways to support Fairtrade-certified products that pay

smallholder farmers fairly.

“Fairness in trade affects us all. Without thriving smallholder

farmers, South Africa’s food security and rural economies are at

risk. Fair pricing strengthens communities, reduces poverty and

promotes sustainable agricultural practices essential to combating

climate change,” Colditz reiterates.

To participate, South Africans can visit Fairtrade’s campaign

page, take the quiz and discover how their choices can support

fairer prices for essential commodities like sugar, coffee and tea.

Be Fair Right Now: https://befairrightnow-sa.org


PHOTO: John Young

Economic data

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 Survey. The

Absa/SACCI Small Business Growth Index (SBGI) was launched in February 2025 with the Bureau of Market

SACCI Business Confidence Index – March 2025

Research as the research partner. For more statistics, see www.sacci.org.za and www.bmr.co.za

BUSINESS CONFIDENCE INDEX

Upholding positive business sentiment

Positive business sentiment was served by improved business prospects since

June 2024. The BCI increased gradually from a depressed level of 107.8 in May

2024 (month of elections) to a level of 125.8 in February 2025, an 18.0 surge

on May 2024. The most positive short-term impacts were caused by increased

tourism and exports and lower inflation. Fewer imports, a weaker rand and

declining share prices on the JSE imposed the largest negative impact. Declining

merchandise export volumes, real interest rates that remained relatively high and

manufacturing output which declined on a year ago weighed negatively. The new

administration of the US entered the world’s economic and business fraternity

with a different and abrupt approach. The fiscal predicament in which South

Africa finds itself is best captured by the trend in government debt, exacerbated

by financing recurrent expenditure by borrowing. The postponement of the

2025/26 Budget in February 2025 was a unique opportunity to reset the slope

to South Africa’s economic future. Despite mounting global uncertainties, South

African business and financial markets handled the challenging circumstances

with relative calm. Although business confidence in South Africa remained

relatively high and stable after strong improvement up to February 2025, there is

no room for complacency. Global uncertainty, the possibility of trade disruption,

tariff barriers and adapting to a changing global environment have become

critically important.

SACCI TRADE CONDITIONS SURVEY

Trade outlook moderates

In February 2025 respondents experienced the best conditions since the

formation of the GNU in June 2024. However, with 65% and 60% of the

respondents experiencing tight trade conditions in December and January, the

54% still facing tough conditions in February indicates a reasonable easing of

trade conditions. It appears that the actions of the GNU to enhance economic

performance are having a positive effect. However, the trade outlook for the

six months ahead moderated slightly from December to February, probably

reflecting the reality that although the reset of the economy is on the agenda of

the GNU, the restoration process is not a quick fix. Recently released GDP data for

the wholesale and retail trade, hotels and restaurants sector showed a decline of

1.4% y/y in output in 2024. However, the y/y decrease in the first three quarters

of 2024 was replaced by an increase of 1.6% y/y in the fourth quarter. With an

import propensity of 31% of domestic expenditure and exports at 32% of local

output, the importance of international trade and its linkages in the economy

play a pivotal role. Regardless of the better trade conditions in February 2025,

only 33% of the respondents employed more staff, while 44% intend to employ

more people in the next six months despite a trade outlook that is anticipated

to weaken.

% Positive

80

70

60

50

40

30

20

Jan-15

Jun-15

Nov-15

Apr-16

Sep-16

Feb-17

Jul-17

The SACCI Business Confidence Index (BCI)

SACCI Business Confidence Index – March 2025

2020 = 100

The SACCI Business Confidence Index (BCI)

Month 2018 2019 2020 20202021 = 100 2022 2023 2024 2025

January 115.3 109.9 106.6 109.2 108.8 112.9 112.3 120.0

February 114.3 108.0 107.2 109.0 112.0 111.9 114.7 125.8

March

Month 2018 2019 2020 2021 2022 2023

112.8 106.1 103.9 108.7 110.5 111.3

2024

114.7

2025

123.5

April 111.0 108.3 89.9 109.5 108.3 107.1 108.9

January

May

115.3 109.9 106.6 109.2 108.8 112.9 112.3 120.0

108.7 107.5 81.0 112.1 103.2 106.9 107.8

February

June

114.3 108.0 107.2 109.0

108.3 107.9 94.1 111.2 108.5

112.0 111.9 114.7 125.8

108.8 109.0

July

March 112.8 106.1 103.9 108.7

109.5 106.4 95.7 107.7 110.3 110.5 107.3

111.3

109.1

114.7 123.5

April 111.0 108.3 89.9 109.5 108.3 107.1 108.9

August 104.6 103.0 99.2 106.2 105.6 108.6 111.5

May 108.7 107.5 81.0 112.1 103.2 106.9 107.8

September 107.9 106.8 99.1 105.2 110.9 108.2 110.2

June

October

108.3 107.9 94.1 111.2 108.5 108.8 109.0

110.8 106.0 106.4 109.7 109.4 108.6 114.2

November

July

111.1

109.5

107.2

106.4

108.0

95.7

107.3

107.7 110.3 107.3 109.1

110.9 111.5 118.1

December

August

110.1

104.6

107.6

103.0

109.0

99.2

106.4

106.2 117.3

105.6

112.1

108.6

121.0

111.5

September 107.9 106.8 99.1 105.2 110.9 108.2 110.2

October

Average 110.4

110.8

107.1

106.0

100.0

106.4

108.5

109.7 109.4 108.6 114.2

109.6 109.6 112.6

November 111.1 107.2 108.0 107.3 110.9 111.5 118.1

December 110.1 107.6 109.0 106.4 117.3 112.1 121.0

Average 110.4 107.1 100.0 108.5 109.6 109.6 112.6

Index

Index

160

150

140

160

130

150

120

140

110

130

100

120

90

110

80

100

70

90

60

80

70

60

Dec-17

SACCI Trade Conditions Survey February 2025

South African Chamber of Commerce and Industry

BCI 2020 = 100

Trade Conditions Index

May-18

Oct-18

Mar-19

Aug-19

Jan-20

SACCI Business Confidence Index

Jun-20

Nov-20

Apr-21

Trade Conditions Survey

Downward phase of the business cycle

Current

Downward Six month expectations phase of the business cycle

Sep-21

Feb-22

Jul-22

Dec-22

May-23

February 2025

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

% of respondents

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

Jan-25

BCI 2020 = 100

SACCI Business Confidence Index

Oct-23

Mar-24

Aug-24

Jan-25

Current Trade Conditions Index (TAI)*

100

90

80

70

60

50

40

Jan-15

Jun-15

Nov-15

Apr-16

Sep-16

Feb-17

Jul-17

Dec-17

May-18

Input

costs

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

Jan-25

Oct-18

Mar-19

Aug-19

Jan-20

Jun-20

Current

Six month expectations

2

Activity Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25

Sales volumes 43 37 40 37 41 47

2

New orders 33 32 33 28 41 53

Backlog on orders received 33 29 25 20 26 33

Supplier deliveries 40 34 38 35 38 47

Inventory level 40 34 40 35 44 47

Selling prices 48 50 55 57 62 61

Input prices 63 74 68 65 65 67

Employment 25 32 45 41 38 33

TAI 35 34 38 35 40 46

TAI seasonally adjusted 36 29 37 44 36 43

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 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25

Sales volumes 65 58 65 72 68 72

New orders 70 61 68 72 71 64

Backlog on orders received 38 29 43 46 47 44

Supplier deliveries 58 50 58 61 68 67

Inventory level 60 53 55 48 59 58

Selling prices 58 68 70 72 82 86

Input prices 63 84 85 85 94 94

Employment 58 42 55 57 56 44

TEI 63 54 62 65 65 62

TEI seasonally adjusted 64 52 60 75 60 56

* The TEI is the composite index of expectations on sales volumes, new orders, supplier

deliveries, inventory levels and employment.

The expectations are a six month outlook

Nov-20

Apr-21

Sep-21

Feb-22

Jul-22

Dec-22

May-23

Oct-23

Mar-24

Aug-24

Jan-25


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www.ominsure.co.za

Old Mutual Insure Limited is a licensed FSP and non-life insurer.

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