Opportunity Issue 115

www.opportunityonline.co.za NOV/DEC/JAN 2026 • ISSUE 115
2025 OPPORTUNITY
EDUCATION GUIDE
AGOA AND
AGRICULTURE
REWIRING THE FUTURE
South Africa is rewiring its
electricity future through
public-private partnerships
HOW TO ACHIEVE
MORE WITH LESS
How to shift from IT
management to IT mastery
BALANCING COMPLIANCE
AND CRITICAL MINERAL
EXTRACTION
WATER AND
SANITATION DIALOGUE
Gauteng hosts landmark event
OPPORTUNITIES ABOUND
IN SOUTH AFRICA
MARC WACHSBERGER, CEO OF THE CAPITAL HOTELS, APARTMENTS & RESORTS,
IS UPBEAT ABOUT THE HOSPITALITY SECTOR AS THE GROUP INVESTS IN POWER,
WATER AND ENERGY SOLUTIONS.

Solving critical
laboratory challenges
Digital systems can enhance efficiency, compliance and data integrity, says LabWare Africa’s
Managing Director, Karabo Maloka.
What does LabWare Africa do?
LabWare is a global laboratory informatics company that
provides Laboratory Information Management Systems
(LIMS) and Electronic Laboratory Notebooks (ELN) to help
laboratories manage samples, workflows, test data and
regulatory compliance.
Why is it important for laboratories to have the kinds of
systems that you sell?
Laboratories require systems like LIMS and ELN to address
key challenges in modern operations. Compliance and data
integrity are essential for ensuring credible results across
various industries, as required by accreditation bodies
such as ISO and the FDA. This is especially important in
pharmaceuticals, healthcare, food and environmental sectors.
To what extent is AI playing a role in the work that you are
doing now, and what role will it play in months and years
to come?
LabWare’s machine learning and AI capabilities help identify
lab trends, allowing businesses to proactively maintain quality.
Our dynamic reporting tools generate targeted data sets and
formal reports, enabling customers to maximise the value
of their data. In the coming months and years, AI will drive
advanced features such as real-time data analysis, predictive
maintenance, intelligent automation and adaptive learning
systems, supporting smarter and more innovative solutions.
Is South Africa ready for AI?
South Africa has laid solid groundwork towards becoming
an AI-capable nation, with significant investments, innovation,
and skills development happening across many sectors.
However, its policy framework remains fragmented, and
South Africa needs to align its national AI strategy to support
long-term, ethical and inclusive adoption. It will be interesting
to see whether the G20 Summit will clarify how these
strategies may lead to coordinated action.
Karabo Maloka, Managing Director of LabWare Africa.
Are you positive about the sector in which you operate in
South Africa now?
I am optimistic about the LIMS sector, not only in South Africa

LabWare Africa
Customer Community.
but in the entire continent. The increased demand for laboratory
digitisation, data integrity and compliance is creating strong
opportunities across various industries.
While skills shortages remain a challenge, the steady influx
of science, IT and engineering graduates offers a valuable
talent pool in which we can tap into, and by providing targeted
training, mentorship and partnerships with universities, we can
develop these graduates into LIMS specialists, helping to address
critical skills gaps and advance the sector.
Are you a subsidiary of the international group, and what is
the footprint of the parent company?
LabWare is headquartered in Wilmington, Delaware, USA, where
all research and development activities take place. We have
invested in establishing sales and support facilities worldwide
to provide the best possible assistance to our customers around
the globe. Our international network of over 40 offices across six
continents ensures that LabWare has a truly global presence.
How long has LabWare Africa been functioning and how fast
has the local company progressed?
LabWare Africa has been in operation for 27 years and has been
growing rapidly over the last 10 years, having expanded across
the entire continent.
How many staff does your office have?
LabWare Africa has 42 employees. Expansion plans are in place to
grow the company across the continent with a key focus on East
and West Africa.
As the newly appointed MD, what are your short-term and
medium-term priorities?
As the newly appointed MD, my short-term priorities are to
stabilise operations, strengthen stakeholder relationships
and secure quick wins that build confidence and momentum.
In the medium term, I will focus on driving regional growth
across Sub-Saharan Africa, investing in developing talent
and embedding operational excellence to position LabWare
as a trusted leader in laboratory digitalisation and longterm
sustainability.
What are your plans for African countries other than
South Africa?
LabWare Africa aims to increase the use of LIMS throughout
Sub-Saharan Africa. This region has significant potential for
growth, with laboratories in healthcare, mining, agriculture
and pharmaceuticals increasingly embracing digital solutions
to improve efficiency, compliance and data accuracy. The push
for ISO 17025 accreditation, tighter regulatory requirements
and widespread digital transformation in both government
and private sectors is further driving demand for LIMS. My
strategy across the continent is to deliver solutions that respond
to local needs and support modernisation and digital
transformation efforts.
Is your background in computers or in laboratory work,
or both?
I have a Chemical Engineering background having worked for
a process-engineering firm. When I arrived at LabWare I was
unaware of the vast world of Laboratory Informatics and how
much there is to learn out there. This required me to dig deep
in bridging the gap between my science background and IT.
Luckily, I was provided with enough resources to enable me to
bridge this gap and has allowed me to succeed in this field.
How would you describe your leadership style?
I take a collaborative and transformational approach that
builds trust, inclusivity and shared decision-making. My goal
is to inspire my teams to embrace change and innovation
by aligning them with purpose as well as supporting their
growth, creating an environment where everyone
is empowered to contribute and achieve lasting impact for
the organisation.

Contents
ISSUE 115 | NOV/DEC/JAN 2026
12
16
26
30
34
42
44
SACCI NEWS
SACCI has news of agreements signed with
counterparts in Benin, the successful graduation
of a group of entrepreneurs who studied how
to improve their export capabilities and a new
partnership with the Cheung Kong Graduate
School of Business (CKGSB) to deliver the Emerging
Markets: Innovation and Scaling for Exponential
Growth Program, an exclusive executive
development initiative.
OPPORTUNITIES ABOUND IN SOUTH AFRICA
Investment in public infrastructure will have
positive spinoffs for the country’s tourism industry,
says Marc Wachsberger, CEO of The Capital Hotels,
Apartments & Resorts. The Capital Hotel Group is
investing in power, water and energy solutions to
ensure that guest experiences are memorable.
TOWARDS SUSTAINABLE WATER AND
SANITATION SECURITY IN AFRICA
New financing models, climate resilience
strategies, policy innovations and breakthrough
technologies were all due to be discussed at the
AWSISA Africa & Global South Water and Sanitation
Dialogue in Gauteng.
REWIRING THE FUTURE
South Africa is rewiring its future through publicprivate
partnerships.
BOOST FOR AFRICAN LOGISTICS
The strategic scope of a new partnership between
DHL Group and Temu will foster growth for SMEs.
THE AGRICULTURAL SECTOR CAN
OVERCOME A POTENTIAL AGOA EXIT
By Meluleki Nzimande and Megan Jarvis, partners
at Webber Wentzel.
BALANCING COMPLIANCE AND CRITICAL
MINERAL EXTRACTION
As South Africans search for sustainable mining
solutions, NSDV Law’s Dominic Varrie and Mandy
Hattingh unpack ways in which mining companies
can meet sustainability goals while minimising
their carbon footprints. Varrie is a Candidate
Attorney and Hattingh is a Legal Practitioner.
50
54
56
60
73
26
AFRICAN MINING INDABA 2026
Laura Nicholson, Product Director, Mining Indaba,
Hyve Group Limited, wants to see conversations
and commitments turned into measurable
change. The Indaba will be held at the Cape Town
International Convention Centre (CTICC) from 9 to
12 February 2026.
A HUB OF EXCELLENCE IN OPTICAL FIBRE
Yangtze Optics Africa Cable has expanded
its optical-fibre facility at the Dube TradePort
in KwaZulu-Natal.
HOW IT LEADERS CAN ACHIEVE MORE
WITH LESS
Greg Strydom, the Managing Director at
Think Tank Solutions, explains how it’s possible
to shift from IT management to IT mastery.
B20 SOUTH AFRICA DELIVERS
RECOMMENDATIONS
The Global Business Forum for G20:
B20 South Africa brought together business
representatives from the G20 countries, selected
invited countries and international organisations.
In the leadup to the G20 Summit, the B20
delivered a set of recommendations.
ECONOMIC DATA
The latest economic data: SACCI Business
Confidence Index (BCI) and Trade Conditions
Survey (TCS).
54
56
4 | www.opportunityonline.co.za

Your Trusted Auction
Choice in the Mining and
Industrial Sector
With more than three decades of industry experience, and
having travelled the length and width of South Africa and
its neighbouring countries.
Bidders Choice team leaders have conducted some of the
country's most high-profile auctions and established a trusted
name in the yellow metal industry.
It is our skill, expertise and knowledge that sets Bidders Choice apart.
Contact Us
www.bidderschoice.co.za
info@bidderschoice.co.za
+27 861 44 42 42
Scan
for our
Website

Contents
ISSUE 115 | NOV/DEC/JAN 2026
2025 OPPORTUNITY EDUCATION GUIDE
Together with profiles of educational institutions, the guide carries an overview of the tertiary education sector and
articles on coding and robotics and on the innovation being encouraged by the Technology Station Programme at
11 higher education institutions.
2025
OPPORTUNITY EDUCATION GUIDE
62
68
71
SOUTH AFRICAN TERTIARY
EDUCATION
A differentiated and fully-inclusive postschool
system that allows South Africans
to access relevant post-school education
and training is the goal of the country’s
educational administrators and policymakers.
By John Young.
CODE FOR THE FUTURE
Felix Spies writes that it’s time to
reimagine South Africa’s education
through coding and robotics.
TURNING RESEARCH INTO LOCAL
ECONOMIC IMPACT
The Technology Station Programme of
the Technology Innovation Agency is a
strategic enabler that drives local impact
as it closes the gap between academia,
industry and the commercial world.

A career anchored in
strategic B2B leadership
“The true measure of success is how you have impacted the lives
of others.” – Louise Reddy, Vodacom Business Executive Head:
Private Sector Sales.
STRATEGIC LEADERSHIP
Louise’s tenure at Vodacom Business spans more than 15
years, during which she has consistently delivered results
and matured teams. She serves as Executive Head: Private
Sector Sales, overseeing strategy and cross-functional
teams delivering Connectivity, Cloud, IoT, Cybersecurity and
Unified Communications to enterprise clients.
Before joining Vodacom Business, Louise excelled at Vodafone
Global Enterprise. There, she managed global and regional
account strategies for multinational client portfolios with her sales
teams, driving targets and winning awards under her leadership.
Her early career with IBM’s Software Group further honed her skill
in selling public-sector and enterprise technology services.
She holds a BComm degree and Management Advancement
Diploma from Wits Business School, alongside a string
of certifications in sales, leadership and technology
strategy, credentials that reflect her commitment to
lifelong learning.
Mobilising SMEs and major clients alike
In her role at Vodacom Business, Louise is tasked with
accelerating Vodacom’s private-sector engagement,
from agile SMEs to major corporations. Her
command over solutions such as cloud-native
platforms, secure connectivity, managed services
and fintech integrations positions her to meet
clients where business demands are most urgent.
Her previous successes include steering
Vodacom Business’s transition into consultinggrade
enterprise services, crafting scalable
propositions for mid-market firms and building
high-performance client teams recognised for
service excellence.
Colleagues describe Louise as both
strategic and approachable: she effectively
navigates C-suite conversations while
fostering strong team cohesion. Her
leadership blends the agility needed in tech
ecosystems with the structure required for
larger-scale enterprise delivery.
“Louise stands
ready to translate
ambition into action,
turning technology
investment into realworld
outcomes.”

EDITOR'S NOTE
Dealing in wheeling
Turkmenistan has a Ministry of Horses. Denmark has a Minister for Taxation. The
designation of ministries says a lot about a country’s priorities.
Dr Kgosientsho Ramokgopa’s appointment as South Africa’s new Minister
of Electricity in March 2023 was a signal that electricity would be a major priority
for the government of President Cyril Ramaphosa after years of unreliable power supply. In
2024 Energy was added to the minister’s title but the priority remained getting electricity
produced and distributed. A great deal has happened on Minister Ramokgopa’s watch, not
least a strong sense that realities will be acknowledged as facts and action will follow.
President Ramaphosa’s earlier announcement that private power generators would be free
to generate up to 100MW without a licence was the first indication that the electricity
sector was truly to be shaken up. Since then, the vital step of creating separate companies
out of the old monopoly that was Eskom has begun. The National Transmission Company
of South Africa (NTCSA) started trading on 1 July 2024. For all the success of the Renewable
Energy Independent Power Producer Procurement Programme (REIPPPP) – and it has
been hugely successful – transmission of power from areas that have the best wind and
solar resources is seriously constrained and South Africa has to “modernise and expand
transmission by about 14 000km”, in the words of Minister Ramokgopa. Government
doesn’t have the R440-billion needed for that and so the private sector has been invited
to get involved.
Another major step in the liberalisation of the power sector has been the adoption
of wheeling as policy. Wheeling allows electricity to be transported along existing
transmission lines where the national utility is neither the seller nor the buyer. It is a
financial mechanism allowing third-party sources to generate and sell renewable energy to
end-users such as data centres or mines.
Wheeling is rapidly transforming South Africa’s energy market, not only in terms of
generation and use but also through the creation of a new category within the market,
that of energy aggregators – companies who effectively act as middlemen between
independent power producers and consumers.
In this issue
The introduction of private companies into the transmission space is noted by Cwayita
Kweyi, an analyst at Tamela, while the News & Snippets section carries a report on a
successful funding round for Open Access Energy, a company that is using AI to enable its
digital infrastructure for electricity trading.
The first edition of the Opportunity Education Guide appears in these pages. Together
with profiles of educational institutions, the guide carries an overview of the tertiary
education sector and articles on coding and robotics and on the innovation being
encouraged by the Technology Station Programme at 11 higher education institutions.
Other topics covered by articles and interviews include the possible impact on
agriculture of South Africa’s exclusion from a future African Growth and Opportunity Act
(AGOA) and the expansion by Yangtze Optics Africa Cable of its optical-fibre facility at the
Dube TradePort in KwaZulu-Natal.
Greg Strydom, the Managing Director at Think Tank Solutions, explains how it’s possible
to do more with less when it comes to IT.
An interview with Marc Wachsberger, CEO of The Capital Hotels, Apartments & Resorts,
gives a good insight into tourism trends while NSDV Law’s Dominic Varrie and Mandy
Hattingh unpack ways in which mining companies can meet sustainability goals while
minimising their carbon footprints.
www.opportunityonline.co.za
Editor: John Young
Publishing director: Chris Whales
Managing director: Clive During
Online editor: Christoff Scholtz
Designer: Elmethra de Bruyn
Production: Ashley van Schalkwyk
Account managers:
Chris Hoffman
Shiko Diala
Vanessa Wallace
Venesia Fowler
Gabriel Venter
Tennyson Naidoo
Tahlia Wyngaard
Gavin van der Merwe
Graeme February
Administration & accounts:
Charlene Steynberg
Kathy Wootton
Sharon Angus-Leppan
Distribution and circulation manager:
Edward MacDonald
Printing: FA Print
PUBLISHED BY
Global Africa Network Media (Pty) Ltd
Company Registration No:
2004/004982/07
Directors: Clive During, Chris Whales
Physical address: 28 Main Road,
Rondebosch 7700
Postal address: PO Box 292,
Newlands 7701
Tel: +27 21 657 6200
Email: info@gan.co.za
Website: www.gan.co.za
John Young, Editor
8 | www.opportunityonline.co.za
No portion of this book may be reproduced without written consent of
the copyright owner. The opinions expressed are not necessarily those of
Opportunity, nor the publisher, none of whom accept liability of any nature
arising out of, or in connection with, the contents of this book. The publishers
would like to express thanks to those who support this publication by their
submission of articles and with their advertising. All rights reserved.

Groundbreaking
Groundbreaking
Technology:
Technology:
Shaping Shaping the the Future Future of of Mining Mining
CTC Plant Company and Tempo Equipment and Attachments
deliver
CTC Plant
innovative
Company
attachments
and Tempo
that
Equipment
drive productivity
and Attachments
and safety
deliver innovative attachments that drive productivity and safety
frica’s mining sector is evolving faster than ever,
frica’s mining sector is evolving faster than ever,
driven by innovation and sustainability to remain
driven by innovation and sustainability to remain
Acompetitive on the global stage. Tempo Equipment &
Acompetitive on the global stage. Tempo Equipment &
Attachments is at the forefront of this evolution, utilising
Attachments is at the forefront of this evolution, utilising
cutting-edge technology and next-generation design to
cutting-edge technology and next-generation design to
create purposeful, long-lasting attachments that thrive in
create purposeful, long-lasting attachments that thrive in
demanding
demanding
mining
mining
environments.
environments.
‘CTC ‘CTC Plant Plant Company Company is is an an exclusive exclusive agent agent for for
Tempo Tempo Equipment Equipment and and Attachments Attachments bringing bringing
world-class world-class mining mining solutions solutions to to
Southern Africa.’ Africa.’
Tempo Equipment and and Attachments
With With decades of of experience, Tempo produces innovative,
custom-designed, durable attachments engineered to to stand
the the test test of of time. time. Serving various industries, including
mining. Tempo builds a a strong reputation for for top-tier
equipment that that redefines efficiency, ensuring mining
without without compromise.
Mining Mining Productivity and and Safety
Tempo Tempo units units withstand withstand high high temperatures and and rugged
terrain,
terrain,
all
all
while
while
maintaining
maintaining
a
a
consistent,
consistent,
highperformance
highperformance
output.
output.
From
From
Vibro
Vibro
Rippers
Rippers
built
built
for
for
quieter,
quieter,
more efficient operations to Hydraulic Hammers
more efficient operations to Hydraulic Hammers
engineered for maximum impact. These attachments
engineered for maximum impact. These attachments
enable mines to upgrade and diversify existing fleets,
enable mines to upgrade and diversify existing fleets,
future-proof operations, and maximise their investments
future-proof operations, and maximise their investments
throughout the mine's full life.
throughout the mine's full life.
Manufactured in a state-of-the-art, 83,000 m² facility, each
Manufactured in a state-of-the-art, 83,000 m² facility, each
attachment is engineered for adaptability and durability, to
attachment is engineered for adaptability and durability, to
ensure efficiency and precision.
ensure efficiency and precision.
www.ctcplant.co.za | +27 21 386 4190
www.ctcplant.co.za | +27 21 386 4190
Hydraulic Hammer
Sustainable Mining Technology
Tempo’s research and development team integrates global
expertise and pioneering technology to to create superior
equipment, while constantly pushing the the boundaries of of
design, creating advanced solutions that that drive drive productivity
while elevating safety on on site. Modern mining demands
disruptive technology that that delivers both both immediate immediate
transformation and long-term resilience, resilience, while while enabling enabling
safer
safer
and
and
more
more sustainable
sustainable
mining
mining
practices.
practices.
Customer
Customer Support
Support
CTC Plant Company has a trusted reputation in the
CTC Plant Company has a trusted reputation in the
earthmoving machinery industry and is committed to
earthmoving machinery industry and is committed to
delivering reliable mining solutions. From consultation to
delivering reliable mining solutions. From consultation to
after-sales services, CTC provides bespoke attachments
after-sales services, CTC provides bespoke attachments
and reliable local support that maximises productivity.
and reliable local support that maximises productivity.
Together, CTC Plant Company and Tempo
Together, CTC Plant Company and Tempo
Attachments drive a new model of mining.
Attachments drive a new model of mining.
Contact details
Contact details
Mark Swanepoel
Mark Swanepoel
+27 82 825 6966
+27 marks@ctcplant.co.za 82 825 6966 | info@tempoequipment.com
marks@ctcplant.co.za www.tempoequipment.com | info@tempoequipment.com
www.tempoequipment.com
Cnr. Michigan &, Manchester St, Boquinar Industrial Area, Cape Town, 7460
Cnr. Michigan &, Manchester St, Boquinar Industrial Area, Cape Town, 7460

News & snippets
Industry insights from the past quarter
Green light for Vodacom/MAZIV merger
MAZIV has welcomed the Competition Appeal Court’s approval of the Vodacom/MAZIV merger transaction,
marking a critical milestone in South Africa’s telecommunications landscape. This development paves the
way for major capital investment and accelerated fibre rollout. The approval follows extensive negotiations
between the merging parties and the Competition Commission, resulting in revised conditions intended to
strike a balance between encouraging investment and safeguarding fair competition. As part of the merger
conditions MAZIV has committed to spending at least R12-billion over five years on broadband infrastructure
expansion and maintenance, particularly in underserved areas. Dietlof Mare, MAZIV Group CEO, commented,
“This approval marks a pivotal milestone in South Africa’s telecoms evolution. It frees us to harness substantial
capital and accelerate fibre rollout while embedding the customer-centric conditions we have championed
from the start.”
The merger remains subject to final regulatory sign-off from the Independent Communications Authority
of South Africa (ICASA). The proposed merger was first announced in November 2021.
Digital stars shine at Bookmarks Awards
The Interactive Advertising Bureau (IAB) South Africa has announced
the winners of the 2025 Bookmarks Awards. The IAB South Africa is
focused on growing and sustaining a vibrant and profitable digital
ItalCham honours Payne brothers
Brothers Tony and Kevin Payne of Technogym were named Business
Persons of the Year at the ItalCham Business Excellence Awards
2025, for their role in expanding the brand’s regional footprint,
investing in skills development and driving sustainable growth. The
accolade comes on the back of a year during which a 29% increase
in new equipment sales and a 58% growth in its Key Account Club
segment were recorded. The company also expanded its team to 93
employees. Technogym will open a new showroom and experience
centre in Dunkeld, Johannesburg, in the course of 2025. The award’s
evening is part of a long-running charity gala hosted by the Italian-
South African Chamber of Trade and Industries. Since 1999, the
event has brought together over 250 business leaders to celebrate
achievement and strengthen ties between the Italian and South
media and marketing industry. Among the gold winners were
Ogilvy, Media24, Joe Public, TBWA\Hunt Lascaris and Rogerwilco
across various categories. Jarred Cinman won the inaugural
Outstanding Individual Impact in Digital Award.
The event drew an audience of leaders from advertising,
publishing, technology and brand-marketing sectors alongside
creative agencies, corporates and entrepreneurial innovators.
Winners were recognised across platforms, channels, communities,
publishing, campaigns, emerging digital technologies and craft
categories. Ogilvy secured multiple gold accolades for campaigns
including KFC South Africa’s KFC Sauce Code and Cadbury Presents
Real Mzansi Names. “The awards showcase the incredible talent and
impact driving South Africa’s digital landscape,” said Chris Borain,
Executive Director at IAB South Africa. “Our winners are setting
universal benchmarks, proving that digital marketing is not only
growing in scale and skill, but creating work that competes on a
global stage.”
African economies. Past recipients include Matteo Brambilla of Red
Rocket, Guido Giachetti of RDC Property Group, Stefano Marani of
Renergen and Fred Crabbia of Mining Pressure System.
10 | www.opportunityonline.co.za

Civil engineers honoured
The 2025 SAICE National Awards was a night dedicated to celebrating the excellence, innovation and leadership that define civil engineering
and the built environment. The South African Institution of Civil Engineering (SAICE), founded 122 years ago, honoured individuals and
groups who showed strong professionalism, ethics and quality in their work, playing a key role in building the country’s infrastructure now
and in the future. “Together, we are building more than infrastructure, we are building a stronger, more sustainable and inclusive South
Africa,” remarked Friedrich Slabbert, 2025 SAICE President.
“SAICE has deepened its collaborative engagements
with key partners in government, the private sector,
academia and civil society, enabling us to launch
critical initiatives, strengthen professional training
and contribute meaningfully to national policy
dialogues,” noted Sekadi Phayane-Shakhane, SAICE
CEO. Project awards for technical excellence were
awarded to SANRAL, Nyeleti Consulting, Actophambili
Roads-Imvula Roads JV (civil); Ethekwini Municipality,
Naidu Consulting, Afrostructures (structural/building);
Western Cape Govt, AECOM, Roadmac Road Surfacing
(rehabilitation); Lesotho Roads Directorate/SMEC,
Qinjian Group (international).
Online visas are here
In June 2025, the Federated Hospitality Association
of South Africa (FEDHASA) welcomed the
announcement by the Department of Home Affairs
that South Africa’s first online instant visa system,
incorporating advanced “selfie-based” biometric
technology, would go live in September. The system
represents a significant step forward in the digitisation
of South Africa’s border-control processes and
is poised to have a meaningful and far-reaching
impact on the tourism and hospitality sector.
“This is a milestone. FEDHASA has long advocated
for an online visa system and we are pleased that
a concrete rollout plan has now been confirmed,”
said Rosemary Anderson, National Chairperson
of FEDHASA. “For many international travellers –
particularly from key source markets such as India,
China and other parts of Asia – the current visaapplication
process has been a frustrating and timeconsuming
process,” explains Anderson. FEDHASA is
confident that the new, streamlined system will drive
a substantial increase in inbound tourism.
Investors back electricity trader startup
Open Access Energy (OAE), a South African startup using AI to enable digital
infrastructure for electricity trading, has closed a $1.8-million seed-funding
round with participation from E3 Capital, Equator VC and Factor E Ventures.
The round will accelerate product development and customer growth as the
company scales to meet rising demand for flexible, decentralised energy
infrastructure. OAE’s flagship product, EnergyPro, is a cloud-based software
platform that enables energy wheeling – the process of delivering electricity
from decentralised renewable producers to distributed consumers via existing
transmission infrastructure. OAE’s platform automates the backend processes
including metering, risk management and forecasting – ensuring that energy
generation and consumption loads are efficiently matched in real time. OAE
was founded in 2021 as South Africa accelerated its transition away from coal
dependency. “Open Access Energy has built a software-led solution for a realworld
problem, enabling renewables to flow through existing infrastructure,”
says Andrew Darge, E3 Capital’s lead on the transaction.
PHOTO: Unsplash, freepik.com
www.opportunityonline.co.za | 11

SACCI NEWS
Bridging economies
SACCI and CCI Benin forge a new path for African trade.
As part of the South
African Chamber
of Commerce and
Industry’s (SACCI)
continued efforts to strengthen
international trade relations
and promote cross-border business collaboration, the
Chamber remains committed to engaging with regional and
global partners to drive inclusive economic growth. These
partnerships aim to facilitate trade missions, enhance bilateral
cooperation and create new market-access opportunities
for South African companies seeking to expand beyond
local borders.
On 15 October 2025, at SACCI’s offices at 33 Fricker Road,
Johannesburg, SACCI officially signed a Memorandum of
Understanding (MoU) with the Benin Chamber of Commerce
and Industry (CCI Benin). This milestone agreement marks
another strategic advancement in SACCI’s vision of expanding
its continental footprint and fostering mutually beneficial
business relations between South Africa and Benin.
The MoU signing ceremony was presided over by
Advocate Mtho Xulu, President of SACCI, and Mr Arnaud
Akakpo, President of CCI Benin. The Benin delegation travelled
to South Africa to participate in the prestigious ceremony,
underscoring the importance both chambers place on
advancing intra-African trade and private-sector partnerships.
This cooperation agreement is a strong signal that
African business communities are ready to collaborate
with purpose, strategy and impact. It builds on SACCI’s
growing network of partnerships across Africa and is
aimed at strengthening commercial linkages, promoting
knowledge exchange and positioning South Africa as a
gateway for trade and investment on the continent.
The MoU outlines a comprehensive framework for
cooperation, which includes:
• The exchange of commercial and economic data to improve
market intelligence
• Joint organisation of business missions, trade fairs and
investment forums
• The creation of dedicated platforms to connect entrepreneurs
and enterprises from both countries
• The promotion of capacity-building programmes to enhance
export readiness and competitiveness.
Benin’s participation in this partnership is particularly
significant. Located on the West African coast, Benin serves
as a strategic entry point to a 400-million-strong regional
market within the Economic Community of West African
States (ECOWAS). With a stable political environment, investorfriendly
policies and modernised port infrastructure, Benin
is emerging as a reliable trade and logistics hub in West Africa.
From South Africa’s perspective, the partnership represents
more than just access to a new market, it opens pathways
for local producers, exporters and innovators to explore
opportunities in West Africa’s fast-growing economies. It also
reinforces SACCI’s commitment to the African Continental
Free Trade Area (AfCFTA) agenda, emphasising the importance
of African-led trade solutions and collaborative growth.
This MoU shows the true spirit of continental collaboration.
Both SACCI and CCI Benin have committed to coordinated
efforts that will improve trade facilitation, support
enterprise development and create a platform for sustained
economic cooperation.
12 | www.opportunityonline.co.za

SACCI NEWS
From local
to global
Graduation ceremony marks the successful
conclusion of the Standard Bank-SACCI Export
Readiness Programme.
Following the successful launch of the Standard Bank
Export Readiness Development Programme, held
in partnership with the South African Chamber
of Commerce and Industry (SACCI) on 18 July 2025
at the Standard Bank Kingsmead Regional Office in Durban,
the 12-week journey reached an inspiring conclusion with
a graduation ceremony celebrating the growth, resilience and
ambition of participating small businesses.
The programme targeted 25 small businesses in KwaZulu-
Natal, with 23 participants completing the programme
and receiving their certificates. It was designed to strengthen
their export capabilities and position them for sustainable
participation in regional and continental trade, particularly
under the African Continental Free Trade Area (AfCFTA)
framework. Through comprehensive training, mentoring
and expert guidance, participants gained practical skills in
market intelligence, financial literacy, export compliance
and logistics, preparing them to expand confidently beyond
South Africa’s borders.
Collaboration with government, regulatory bodies and
seasoned industry experts ensured that participants benefited
from authoritative insights and practical exposure. Peer-topeer
learning further enriched the experience, fostering
collaboration and knowledge exchange among entrepreneurs.
The graduation ceremony served as both a celebration
and reflection on this transformative journey. The event
brought together representatives from Standard Bank,
SACCI and other key partners who played an integral role in
supporting small businesses throughout the programme.
As the ceremony concluded, participants reflected on
their personal and professional growth, acknowledging how
the programme effectively bridged the gap between local
entrepreneurship and international trade opportunities.
The programme also included networking sessions,
allowing graduates to engage with industry stakeholders
and potential trade partners.
The Export Readiness Programme stands as a testament
to Standard Bank and SACCI’s shared vision of empowering
small businesses as engines of inclusive economic growth.
By equipping SMEs with practical tools, expert mentorship
and global market exposure, the initiative continues to pave
the way for increased participation of South African
entrepreneurs in regional and global trade.
A special word of appreciation goes to all the partners,
agencies and stakeholders who contributed to the programme’s
success:
• South African Revenue Service (SARS)
• South African Bureau of Standards (SABS)
• Transnet
• Southern African Development Community (SADC)
• Trade and Investment KwaZulu-Natal (TIKZN)
• Department of Trade, Industry and Competition (the dtic)
• Dube TradePort
• Productivity SA
• Export Credit Insurance Corporation of South Africa (ECIC)
Their collaboration and ongoing support were instrumental
in equipping participating SMEs with the knowledge,
resources and networks to take their businesses from local
to global.
SACCI and Standard Bank also extend heartfelt gratitude
to Yarena Group and Zeal of Grace for their exceptional role
in delivering this programme. Their expertise, dedication
and hands-on facilitation ensured that participants
gained practical, actionable knowledge that will have a lasting
impact on their export readiness and business growth.
www.opportunityonline.co.za | 13

SACCI NEWS
Emerging Markets:
Innovation and Scaling for
Exponential Growth
An executive development initiative offers African leaders a chance to gain global insights and to adopt
transformative tools for growth.
SACCI is thrilled to announce the launch of our partnership
with the Cheung Kong Graduate School of Business
(CKGSB) to deliver the Emerging Markets: Innovation
and Scaling for Exponential Growth Program, an
exclusive executive development initiative designed to empower
African leaders with global insights and transformative tools
for growth.
On 17 October 2025, CKGSB, in partnership with SACCI, hosted
an exclusive event to mark the official launch of this
groundbreaking collaboration at the Premier Hotel in Sandton.
The event brought together business leaders, policymakers
and executives from across sectors to explore how innovation,
digital transformation and strategic scaling can unlock
exponential growth in emerging markets.
Founded in 2002, CKGSB is China’s first private business
school, with more than 23 500 alumni, including Jack Ma and
the founders of 151 unicorns such as Tencent, ByteDance, DiDi
and Temu.
Through this programme, entrepreneurs, executives and
decision-makers will gain the tools and connections to:
• Learn from CKGSB’s world-class faculty and leading South
African professors.
• Unlock China’s disruptive growth playbook and adapt it to
Africa’s rapidly growing markets.
• Harness disruption models to drive profitability and resilience.
• Build an AI-driven digital ecosystem to future-proof their
organisations.
• Forge cross-border networks with entrepreneurs, policymakers
and corporate leaders from Africa, China and beyond.
This programme is tailored for founders, CEOs, investors, SOE
executives and corporate leaders who are ready to scale their
businesses and thrive amid global disruption.
We were especially honoured to welcome Dr Xiang Bing,
the Founding Dean of the Cheung Kong Graduate School of
Business, as the guest speaker. CKGSB is often referred to as
the “Chinese Harvard Business School”.
A visionary academic and globally sought-after thought
leader, Dr Bing has taught more than 25 000 Chinese executives,
including some of the world’s most influential business figures
– from Jack Ma (Alibaba) and Pony Ma (Tencent) to the founders
of TikTok, Temu and the Chairman of SINOPEC. He has addressed
audiences at prestigious international platforms such as the
Rome Round Table with Pope Francis, Morgan Stanley’s Asia
Pacific Summit and the Harvard China Forum. He also serves on
the boards of several leading companies worldwide.
This partnership and the successful event mark a major
step forward in strengthening Africa-Asia collaboration and
fostering a new generation of business leaders equipped to
drive innovation, scalability and sustainable growth across
emerging markets.
Learn more and join the programme:
https://english.ckgsb.edu.cn/program/
emerging-markets-innovation-scaling-and-disruptions/
Dr Xiang Bing gave the
keynote address.
SACCI President Advocate
Mtho Xulu welcomed the
new partnership.
14 | www.opportunityonline.co.za

SACCI NEWS
North West
Chamber of
Commerce
and Industry
Together we can change our society.
The North West Chamber of Commerce and Industry
has remained at the forefront of business activity
and stayed relevant by offering a wide range of
services, including information, workshops,
networking, trade facilitation and advocacy on behalf
of our partners and members. A true voice of the North
West business community, with members from financial
institutions, academia and various professions. The chamber
is where preparation meets with opportunities.
The appointment of Mrs Xoli Moagi as the new Chief
Executive Officer on 1 May 2025 has reaffirmed the mission
of the chamber to protect and promote the collective
interests of the business community in the province based
on the principles of justice and fairness, a free-market
system and equal entrepreneurship opportunities. With her
vast experience in the business sector and leadership roles,
her appointment as the CEO was a wise decision.
To re-align the chamber to the current economic
challenges and the needs of our members, NWCOCI held
a successful turnaround strategic session conducted by
Professor Ronnie Lotriet of the North-West University Business
School in June 2025.
The strategic session addressed different business
scenarios and partnerships that will contribute meaningfully
to the success of the chamber and its members such as:
• Local small business focus: The NWCOCI, together with local
chambers, has embarked on a Ward-to-Ward programme,
affording the chamber a chance to better understand the
local business landscape and the specific challenges faced
by the SMMEs at grassroot levels.
• Shared resources: The chamber continues to provide a
platform for members to share knowledge and experiences,
address common problems and work together on projects
that benefit the community.
• Bridging connections: The chamber has played a crucial role
as a connector between different local entities, including
businesses, governments and non-profits.
Office bearers
CEO: Ms Xoli Moagi
Chairman: Benedict Modise
Vice Chairman: Farouk Ayob
Treasurer: Jacques Adlam
Additional members: Prof
Ronnie Lotriet, Preleni
Govender, Gideon Ralepeli,
Yonash Y Naidoo, Johan
Oosthuizen, Jeff Nong.
• Intentional programmes for driving economic development:
NWCOCI works tirelessly to attract new businesses,
investment and tourism to the province, creating jobs
and stimulating economic growth through strategic
partnerships with relevant stakeholders.
• Building stronger businesses, stronger communities: The
chamber has conducted a skills audit of small businesses
and the community as part of building a strong and
credible business community.
Contact details
Address: 19 Siddle Street, Klerksdorp 2570 • Tel: +27 83 545 5639 • Email: ceo@nwcoci.org.za • Website: nwcoci.org.za
www.opportunityonline.co.za | 15

HOSPITALITY
Opportunities abound
in South Africa
Investment in public infrastructure will have positive spinoffs for the
country’s tourism industry, says Marc Wachsberger, CEO of The Capital
Hotels, Apartments & Resorts. The Capital Hotel Group is investing in power,
water and energy solutions to ensure that guest experiences are memorable.
With 12 properties in South Africa, do you have plans
to expand?
We are expanding nationally, with The Capital Boardwalk
in Gqeberha (Port Elizabeth) currently under construction.
We are working on a pipeline of various additional sites,
all in South Africa, which is our current focus. It’s difficult
to raise debt for property in other parts of Africa and there
are more than enough opportunities within South Africa.
What proportion of your footprint is given over to each of
the three categories: hotels, apartments and resorts?
All our properties have apartments, except for the SEVEN
Villa Hotel & Spa in Sandton. We have one resort under
our portfolio which is The Capital Zimbali Resort in Ballito.
Your website describes “hybrid hotels”: is flexibility your
unique selling proposition?
Flexibility has always been at the heart of The Capital
Hotel Group’s DNA. From the onset, we pioneered the
hybrid-hotel model in South Africa, becoming the first
group to offer apart-hotels in the country. It was our
founding concept. Today, we remain the benchmark for
this approach to hospitality, offering guests the
convenience of hotel services with the flexibility and
space of apartment-style living.
Is the hybrid model more difficult to manage?
Our rooms are intentionally designed as modular
components, allowing them to be easily adapted for
different guest needs and purposes. This built-in flexibility
is a core part of our operating model. Our management
teams are trained and equipped to handle this dynamic
inventory with agility, enabling us to maximise occupancy
and guest satisfaction without compromising on efficiency
or service.
Your website states that hotels are better than Airbnbs
in South Africa. Why?
Tourism is built on experiences and standards are how we
ensure that the experiences we provide leave a lasting mark.
That means cleanliness and
safety are not just buzzwords,
but key pillars in how we
market this country. At The
Capital Hotel Group, we
provide consistent quality,
cleanliness, professional service
and amenities. Our properties
provide jobs and help boost
the local economy through
supplier partnerships.
While Airbnbs can provide a
cheap and cheerful alternative
to a luxury hotel experience, The Capital on Bath is in
their varying standards and Rosebank, Johannesburg
questionable track record with
guest safety can leave a lot to be
desired. The lack of regulation
around Airbnbs, especially
in tourist hotspots such as Cape Town, doesn’t just hurt
businesses, it compromises the guest experience.
How is the Meetings, Incentives, Conferences and Events
(MICE) part of your business doing?
MICE is performing exceptionally well and remains a
significant contributor to our overall business. We’re
well-positioned to cater to this segment, with standout
offerings such as one of the largest conference venues in
Sandton. In addition, our properties are uniquely versatile
– one of our hotels even accommodates full-vehicle
activations in the lobby. And of course, The Capital
Zimbali remains one of South Africa’s most iconic resort
destinations, attracting high-end events and corporate
retreats alike.
Are you noticing trends related to the trajectory of the
SA economy?
The GNU has definitely improved sentiment, and we are
seeing increased positivity in both domestic and
international travel as a result. However, there is a
16 | www.opportunityonline.co.za

HOSPITALITY
fundamental shortage of modern, high-standard
accommodation in South Africa, with the last
major wave of hotel development having taken
place in 2010 for the FIFA World Cup. So, although
the economy is not particularly strong, there is also no
new supply and hence we are seeing good results
from South Africa.
The Capital Zimbali Resort in Ballito is a popular venue for
tourists, events and corporate retreats.
How will increased public infrastructure spending over
the next three years impact the tourism industry?
This is much needed in order to foster growth, enhance
visitor experiences and strengthen the broader
tourism economy. For the hospitality industry, increased
tourist arrivals (both international and domestic) are
vital, therefore we need to get the basics right when
it comes to public infrastructure, the most important
being electricity and water infrastructure.
At The Capital Hotels, Apartments and Resorts we
have stepped into action to solve electricity and water
issues by investing millions into renewable energy,
backup energy (generators), water redundancy and

HOSPITALITY
water-purity solutions. Eighty percent of our properties
will be powered with solar by the end of 2025. This move
not only aims to reduce our carbon footprint but also provides
a buffer against the challenges of loadshedding – an issue
that continues to affect businesses across the country.
What will be the effect of the introduction of e-visas to
34 countries?
The implementation of e-visas to 34 countries should
hopefully boost South Africa’s efforts to attract more
international tourists and business travellers. By
streamlining the visa application process, e-visas will
make it easier, faster and more convenient for visitors
from key markets to gain entry into the country. With
systems such as the Electronic Travel Authorisation
(ETA) system, which was introduced by President Cyril
Ramaphosa during the 2025 SONA, we hope to see the
visa process more streamlined. The ETA is aimed at
reducing processing delays, cut down on opportunities
for corruption and offer a smoother travel experience – all
of these have been key challenges in the tourism sector
for a long time and we’re expecting to finally see some
progress in this regard.
The Capital Pearls has great views of
Umhlanga’s beachfront.
Beyond tourism, the e-visa system strengthens
diplomatic and economic ties by encouraging
more frequent travel for trade, investment and
academic collaboration. Business professionals
and investors from the 34 eligible
countries now find it more
efficient to travel to South
Africa, which enhances the
country’s reputation as a
business-friendly destination
in Africa.
The windows of the Emerald Lounge of 15 on Orange frame
views of Table Mountain.
What effect do you expect events such as the G20 Summit
and Africa’s Travel Indaba to have on the tourism sector?
Events like the G20 Summit and Africa’s Travel Indaba
can have a profound impact on South Africa’s tourism
sector by enhancing our global visibility and positioning
the country as a key player in international relations
and travel. Hosting or participating in the G20 Summit
showcases South Africa’s political stability, infrastructure
and capacity to handle high-profile global events, which
in turn builds confidence among international travellers
and investors. It also attracts media coverage and
delegates from across the globe, many of whom extend
their stays for leisure travel, which benefits the tourism and
hospitality industries.
Africa’s Travel Indaba, one of the largest tourism
marketing events on the continent, plays a critical
role in promoting South Africa as a prime
destination. It brings together global travel
buyers, media and industry stakeholders,
creating opportunities to showcase the
country’s diverse tourism offerings, from
wildlife and adventure to culture and
heritage. The event not only drives business
deals and bookings but also strengthens
long-term partnerships and brand positioning.
Both events contribute to increased visitor
numbers, higher foreign revenue and the
creation of jobs, making them vital for
growth in the tourism sector.
Marc Wachsberger, CEO of The Capital Hotels, Apartments & Resorts.
18 | www.opportunityonline.co.za

Ensuring there is
water in the pipes
Overberg Water not only supplies bulkwater to
municipalities, but the water it supplies directly to
farmers contributes to a vital part of the national economy.
Dr Phakamani Buthelezi, CEO,
Overberg Water
WATER
The Overberg Water Board is a national water public
entity under the Department of Water and Sanitation
(DWS). It complements the work of the department
and provides bulkwater services in the southwestern
Cape. Its area includes Caledon, Napier, Bredasdorp,
Riviersonderend, Swellendam, Heidelberg and Riversdale and
it is situated in the Breede-Olifants Catchment Management
Area (BOCMA), which measures approximately 142 502km².
INFRASTRUCTURE
A priority for Overberg Water (OW) has been consistent water
supply while tackling ageing infrastructure. A programme of
specific projects to refurbish key elements of the network has
been initiated while maintenance continues to ensure the longevity
and sustainability of the water-supply network. Considerable
progress has been made on upgrading existing infrastructure
within the system.
The Overstrand Local Municipality has identified the need
for more water to be supplied to the greater Hermanus area.
Consequently, the Overstrand Pipeline is a strategic project that
will include additional abstraction and treatment capacity as well
as the planned bulk pipeline and associated reservoir and pump
stations. OW believes it is poised to be a water supplier of choice.
SERVICES
The primary activities of OW in terms of section 29 of the Water
Services Act is to provide water services to other water services
institutions in its service area. The Act enables OW to undertake
other activities on condition that these activities do not affect its
main function.
Under a long-term Growth Path Strategy Initiative adopted
by the Board, OW prioritises fixing the current challenges and
thereafter expanding its geographical area and increasing its
scope to collect new revenue. However, as the OW CEO, Dr
Phakamani Buthelezi, says, “It would be foolhardy to focus on
growth without dealing with current challenges.” He succinctly
sums up the most important current focus as, “to ensure that
there is water in the pipes”.
With a long-term aim of becoming the water service provider
of choice in the Western Cape, the Growth Path Initiative is
providing a strategic basis for future growth. Dr Buthelezi notes
that OW is different to other water boards in that apart from
providing bulkwater to municipalities, up to approximately 800
individual farmers are supplied with water. Says Dr Buthelezi,
“This water is very precious, and it plays a major role in supporting
agriculture. We are making our contribution to building the
economy and the provincial and national GDP through agriculture,
a very important sector that must be supported because it
creates jobs and brings in the currency that South Africa needs.”
Among the “secondary services” undertaken by OW were/are:
• Implementing agent for installation of rainwater-harvesting
tanks: the Masibambane project of the DWS installs tanks in lowcost
housing areas.
• Distribution of water tanks to all non-metro municipalities: a
short-term relief measure during the Covid outbreak.
• Implementing agent of DWS “War on Leaks”: young people
trained as Water Agents, artisans and plumbers.
• Management of water-infrastructure assets of the Department
of Defence and Department of Correctional Services through the
Department of Public Works and Infrastructure (DPWI).
PROVIDER OF CHOICE
Dr Buthelezi reports that, “We have had unqualified audit
reports for the last eight years, so the Auditor-General is happy
with our systems.”
On the basis of its financial systems being in good order,
existing infrastructure continually being upgraded and while
keeping a steady focus on keeping the pipes full, for Overberg
Water the focus is now on going forward.
One area of focus in addition to other water system activities
is to upgrade the entity’s existing laboratories. As Dr Buthelezi
states: “We have a laboratory to support water testing, but for
advanced testing we outsource to credible entities such as the
CSIR. It is one of our priorities to do everything in our laboratory,
as part of our wanting to become the regional service provider
of choice for the Western Cape.”
Contact details
Head office
Ground Floor, Trident Park 3, 1 Niblick Way,
Somerset West 7130
PO Box 1005, Somerset West 7137
Tel: +27 (21) 851 2155
Fax: +27 (21) 214 1302
Website: www.overbergwater.co.za
www.opportunityonline.co.za | 19

CCBSA CELEBRATES
GRADUATION OF 37 SUPPLIER
ENTREPRENEURS FROM
HENLEY BUSINESS SCHOOL
Programme enhances business leadership and operational excellence.
Thirty-seven Coca-Cola
Beverages South Africa
(CCBSA) suppliers proudly
graduated from Henley
Business School during its midyear
graduation ceremony in July
2025, marking another milestone in
CCBSA’s ongoing commitment to
developing black-owned and black
women-owned enterprises.
The graduates earned either an
Advanced Diploma in Management
Practice or a Postgraduate Diploma
in Management Practice, having
completed rigorous academic
programmes designed to enhance
business leadership and operational
excellence.
Now in its third year, the CCBSA
Supplier Development Programme
equips entrepreneurs in the company’s
value chain with essential skills in
Systemic Management Practice,
Innovative Wealth Creation, Managing
Value Streams and Synthesis and
Integration. The programme forms
part of CCBSA’s broader mission to
build resilient, sustainable businesses
that contribute to job creation and
economic growth.
20 | www.opportunityonline.co.za

www.opportunityonline.co.za | 21

For Busi Thusi, Head of
Procurement for CCBSA, a company
in the Coca-Cola Beverages Africa
group, and an alumna of Henley
Business School herself, the
ceremony was especially meaningful.
She had the honour of joining the
graduation procession, celebrating
alongside the new graduates.
“Seeing our suppliers walk across
that stage is incredibly rewarding,”
said Thusi. “They are not only building
stronger businesses but also creating
jobs, expanding into new markets and
making a tangible difference in their
communities. We are proud to be part
of their journey.”
The Supplier Development
Programme is more than a training
initiative – it is a strategic investment
in South Africa’s small-business
sector, enabling participants to scale,
diversify and operate competitively in
the mainstream economy.
22 | www.opportunityonline.co.za

For Busi Thusi, Head of Procurement for CCBSA, graduation night was a proud moment.
ABOUT CCBA
CCBA is the eighth largest Coca-Cola
authorised bottler in the world by
revenue and the largest on the continent.
It accounts for over 40% of all Coca-Cola
ready-to-drink beverages sold in Africa
by volume. With over 18 000 employees
in Africa, CCBA group services more
than 800 000 customers with a host of
international and local brands. CCBA
group operates in 14 countries, including
its six key markets of South Africa,
Kenya, Ethiopia, Uganda, Mozambique
and Namibia, as well as Tanzania,
Botswana, Ghana, Zambia, the islands
of Comoros and Mayotte, Eswatini,
Lesotho and Malawi.
Learn more at: www.ccbagroup.com • Follow us on LinkedIn
www.opportunityonline.co.za | 23

OUR GROWTH STORY
Who is CCBA in South Africa?
C
oca-Cola Beverages South Africa (CCBSA) is a proudly South African
company that began operating as a legal entity in July 2016, after the
merger of six non-alcoholic ready to drink bottling operations.
We are a
level 2
B-BBEE
empowered
company
We operate 13
manufacturing
facilities across
the country
CCBA in South Africa is a company
in the Coca-Cola Beverages
Africa Group. It is the eighthlargest
Coca-Cola authorised
bottler in the world by revenue
and the largest on the continent.
The company is responsible for
manufacturing and distributing the
majority of Coca-Cola products in
South Africa, offering a wide range of
international and local beverage brands.
Our family of brands

WATER AND SANITATION
AFRICA AND GLOBAL SOUTH TO
CONVERGE IN JOHANNESBURG
FOR GROUNDBREAKING WATER
AND SANITATION DIALOGUE
Under the theme “Towards Sustainable Water and Sanitation Security in Africa”, this major gathering of water
stakeholders is a landmark event.
More than 1 500 leaders, innovators and
decision-makers from across Africa, the
Global South, and beyond will descend on
Emperors Palace, Johannesburg, for the
much-anticipated AWSISA Africa & Global South Water
and Sanitation Dialogue, taking place from 9 to 12
November 2025.
This landmark three-day gathering, themed “Towards
Sustainable Water and Sanitation Security in Africa”,
is positioned to be Africa’s largest and most influential
convening on water and sanitation systems, showcasing
new financing models, climate resilience strategies, policy
innovations and breakthrough technologies.
“This Dialogue is not just another event, it is a catalyst
for collective action,” says Mr Ramateu Lefty Monyokolo,
AWSISA Chairperson. “We are building a legacy of
collaboration, accountability, and transformation.”
A growing global footprint: MoUs with Finland and Sweden
AWSISA has recently signed historic international
cooperation agreements to strengthen global solidarity
and technical exchange:
• Finland-South Africa Collaboration: In August 2025,
AWSISA accompanied the Minister of Water and
Sanitation Honourable Pammy Majodina to Helsinki
to advance the MoU between South Africa and Finland.
The Finnish government, via its Ministry of Foreign
Trade and the Finnish Water Forum (FWF), has
committed to sending a high-level delegation to attend
the Dialogue, led by the Deputy Minister himself.
• AWSISA x Water Sweden Milestone: At World Water
Week 2025 in Stockholm, AWSISA and Water Sweden
signed the first-ever global cooperation agreement
for Water Sweden. The MoU sets the framework for
collaborative research, knowledge sharing, skills
development and co-designed water and sanitation
projects between the two countries.
LIMITED SPACES REMAIN
REGISTER NOW!
The AWSISA Dialogue 2025 is nearly at capacity. We urge delegates,
sponsors and exhibitors to register now via our official website to
secure their spot.
Register now: https://www.awsisa-watersan-dialougue.org/
For press enquiries, interviews or media accreditation:
Email:
trudy@afriwater-san.africa | gomotso@afriwater-san.africa
26 | www.opportunityonline.co.za

WATER AND SANITATION
WATER FINANCE:
The Lesotho Highlands Water Project is a transformative
regional project requiring sophisticated funding mechanisms.
Phase Two of the project was launched in 2023 and water
should start flowing in 2028.
PHOTO: Lesotho Highlands Development Authority
These developments underscore AWSISA’s growing
leadership in building pan-African and South-to-South
alliances to secure water and sanitation futures.
Or contact:
Dr Asief Alli | Tel: (+27) 64 752 7322
Email: conference@afriwater-san.africa | AlliA@awsisa.org.za
Social media:
#AWSISA2025 #WaterFutureAfrica #GlobalSouthDialogue
ISSUED BY: The Association of Water and Sanitation Institutions of
South Africa AWSISA Africa & Global South Water and Sanitation
Dialogue 2025
Why you shouldn’t miss the AWSISA Dialogue 2025
• Unprecedented access to sector leaders: Ministers,
mayors, engineers, CEOs, researchers, and community
leaders will gather to debate and decide how the
continent secures its water future.
• High-level panel sessions tackling policy reform, climate
resilience, public-private collaboration and financing
models for water infrastructure.
• Innovative exhibitions from startups to established
sector leaders.
• Themed awards ceremony recognising excellence
in leadership, youth impact, women in water and
sustainability.
• Live streaming, a digital mobile app and real-time social
media coverage to reach global audiences.
• Practical takeaways: Whether you’re in government,
business, research or advocacy, walk away with
connections, knowledge and strategies you can
implement.
• International delegations confirmed: From Finland,
Sweden and the Global South, the Dialogue is a true
global forum rooted in African solutions.
www.opportunityonline.co.za | 27

WATER
UMNGENI-UTHUKELA
WATER . AMANZI
INVESTING IN A
WATER-SECURE FUTURE
Inside uMngeni-uThukela Water’s R22-billion infrastructure plan that is set
to eliminate supply backlogs, make the system more resilient and redefine
KwaZulu-Natal’s socio-economic future.
“Our goal is simple but urgent,” explains Mr Sandile Psychology
Mkhize, Chief Executive at uMngeni-uThukela Water. “We want
to make sure that all people in KwaZulu-Natal have access to
safe, sustainable water. That means going beyond existing
infrastructure and investing in areas that have historically been
left behind.”
This vision is being translated into concrete action through a
series of large-scale infrastructure projects across the province –
each at various stages of design, procurement or implementation.
Midmar Dam.
Inanda Dam.
The need for reliable, sustainable water infrastructure
in South Africa has never been more urgent. As the
country contends with ageing infrastructure, service
delivery backlogs and the rising demand for equitable
access to water, one utility is taking bold steps towards lasting
change. uMngeni-uThukela Water has unveiled an ambitious
R22-billion capital expenditure (capex) programme over the
next five years, an initiative hailed by Parliament’s Portfolio
Committee on Water and Sanitation as both timely and necessary.
Flagship projects driving change
Among the most notable initiatives is the uMkhomazi Water
Project, a multi-phased development which, upon completion,
will significantly ease the burden of water shortage in no fewer
than six Water Services Authorities (WSAs) in KwaZulu-Natal.
The first phase of the project includes the construction of a dam,
raw-water tunnel, water treatment works, pipelines and reservoirs.
With Water User and Off-take Agreements signed in April
2024, and Treasury’s approval of a cost-sharing model (50% state
funding and user contributions at R2.58/kl), the groundwork
has been laid for long-term regional supply security.
Other transformative projects include:
• Lower uMkhomazi Bulk Water Supply Scheme: Serving
eThekwini and Ugu, the project is progressing well. Ngwadini
Dam is 13% complete. The Goodenough Abstraction Works
are 80% complete and Phase 2 – including a 100Ml/d treatment
plant – is due for completion by 2029. This will greatly assist
in alleviating water challenges in parts of the Ugu District and
the eThekwini Municipality.
• Greater Mpofana Bulk Water Supply Scheme: Phase 1 was
completed in 2023, benefitting Nottingham Road and Bruntville.
Phase 2 involves a 25km steel pipeline to Lions River, set for
construction in 2024/25.
A bold infrastructure strategy
At the heart of uMngeni-uThukela Water’s strategy is a focus
on reducing service backlogs, mitigating water losses and
rehabilitating ageing infrastructure. These goals are pursued
with a long-term vision – extending reliable water services
far beyond the current bulk infrastructure footprint to reach
underserved municipalities and rural communities still excluded
from formal water schemes.
28 | www.opportunityonline.co.za

WATER
• Impendle Bulk Water Supply Scheme: The Stepmore scheme
(1.6Ml/d, expandable to 3Ml/d) is due to start in 2026, while
the Nzinga scheme (13Ml/d, expandable to 18.5Ml/d) is in
detailed design, scheduled for 2027.
• Southern Ndwedwe and uMshwathi Projects: Key components
such as reservoirs and pipelines are progressing, with
Southern Ndwedwe Phase 4 already 75% complete.
• Other regional upgrades: Work is also advancing on the
Lower Thukela Phase 2 upgrade, Maphumulo Phase 3,
Mhlabatshane Phase 2, the Vulindlela Scheme and wastewater
treatment projects in Mpophomeni and Darvill.
Bridging the urban-rural divide
A major strength of uMngeni-uThukela Water’s plan is its
deliberate focus on underserved areas, particularly rural and
peri-urban communities. Many of these communities currently
fall outside any formal water provision network and have long
suffered from unreliable or non-existent supply.
This focus aligns with the Universal Access Plans (UAPs)
developed by the utility in collaboration with national and
provincial departments, including the Department of Water and
Sanitation and the KZN Department of Cooperative Governance
and Traditional Affairs. Completed in 2019, these plans outline
existing service levels, future demand and infrastructure needs
for all WSAs in the province.
The UAPs serve as a roadmap for long-term equitable
development – and the R22-billion capex programme is their
implementation blueprint.
Ensuring implementation through skills and capacity
Of course, the success of this massive infrastructure rollout
depends not just on funding, but also on effective execution.
During their oversight visit, members of the Portfolio Committee
questioned whether uMngeni-uThukela Water has the internal
capacity to deliver.
The Chief Operating Officer, Mr Sanele Mazibuko, was
confident in his response: “To give assurance, the utility has over
the past three financial years been performing at over 80% in
infrastructure project rollout. We are relatively confident that
we will be able to implement the plan.”
With a proven track record, the utility appears well-placed
to deliver on its promises. The high level of project readiness,
the completion of detailed designs and the positive stakeholder
engagements further support its capacity.
Resilience and climate readiness
The infrastructure programme also includes components aimed
at improving climate resilience. After the April 2022 floods,
emergency works restored the Durban Heights Water Treatment
Works and its aqueducts. Upgrades to Nsezi WTW, Thukela-
Goedertrouw Transfer Scheme and the Darvill Waste Water
Treatment Works are part of a broader effort to protect water
infrastructure from future climate shocks.
A water-secure future in sight
Through visionary planning, strategic partnerships and a
commitment to inclusive development, uMngeni-uThukela
Water is laying the foundation for long-term water security in
KwaZulu-Natal.
It goes without saying that the R22-billion investment will not
only eliminate supply backlogs and strengthen system resilience
– it will also redefine the province’s socio-economic future.
Digesters at Darvill WWTW.
www.opportunityonline.co.za | 29

ENERGY
Rewiring the future
Cwayita Kweyi, an analyst in the Corporate Finance team at investment, advisory and fund-management
company, Tamela, examines how public-private partnerships (PPPs) are set to shift the energyinfrastructure
landscape. Kweyi is pictured below.
On 4 April 2025, the South Africa Transmission
Infrastructure Investment Forum brought together
key decision-makers, including the Minister of
Electricity and Energy, Dr Kgosientsho Ramokgopa,
alongside industry leaders, financiers and developers. The
forum laid the groundwork for PPPs in energy transmission,
driven in part by the Minister’s bold and pragmatic outlook.
A new chapter in infrastructure investment
The ITP model sets the stage for 1 164km of privately financed
and operated transmission lines in its first phase, unlocking
over 3 200MW in the Northern Cape, the North West and
Gauteng. These projects are at late stage (with environmental
and land permits largely acquired), making them bid-ready
and ideal for near-term capital deployment.
The DoEE will manage the tender process while the National
Transmission Company of South Africa will be the only buyer.
Credit Guarantee Vehicle
To make these projects more bankable, the National Treasury
is launching the Credit Guarantee Vehicle (CGV), a game-changer
for PPPs in the infrastructure space. The CGV will guarantee
payment and termination risks, easing concerns over Eskom’s
past off-take reliability.
The CGV is targeting circa $500-million in initial capital,
backed by blended finance from global DFIs, including the
World Bank, IFC, MIGA and JETP partners. Its AAA-target credit
rating and independent governance model aim to lower
the cost of capital, attract blended finance and build
investor trust, particularly for long-term Build-Own-Operate-
Transfer style concessions.
Independent Transmission Projects could solve the
transmission bottleneck.
An urgent case for private capital
With Bid Windows 6 and 7 leaving nearly 6GW of projects
stranded due to a lack of grid access, the transmission
bottleneck has become the Achilles’ heel of South Africa’s
energy transition. The Transmission Development Plan outlines
the need for 14 500km of new transmission lines by 2034,
requiring delivery to scale up to meet the required average of
1 450km/year from the current average of 300km/year.
Recognising Eskom’s constrained balance sheet and limited
implementation capacity, the Department of Electricity and
Energy (DoEE) has turned to the private sector to bridge the
gap through a new model which envisages Independent
Transmission Projects (ITPs), borrowing from the Renewable
Energy Independent Power Producer Procurement Programme
that has unlocked over R300-billion in private investment.
Why the private sector should pay attention
This is not another pipe dream or policy draft. The draft
Electricity Transmission Regulations, released on 3 April 2025,
formalises a legal framework for transparent procurement,
enforceable Transmission Service Agreements and guaranteed
cost recovery. For developers, this provides commercial
clarity. For investors, it reduces regulatory fog. For energy
contractors and manufacturers, it’s the birth of a pipeline
with significant forecasted local spend of R390-billion over
the next decade.
The roadmap is set, risk tools
are in place, and the private sector
is officially invited to power South
Africa’s energy future.
ABOUT TAMELA
Tamela is a black-owned and managed
investment, corporate finance advisory
and fund-management company
which was founded by Sydney Mhlarhi
and Vusi Mahlangu in 2008.
Website: www.tamela.co.za
Cwayita Kweyi
30 | www.opportunityonline.co.za
PHOTO: African Clean Energy Developments

The National Energy Regulator of South
Africa (NERSA) plays a crucial role in the
country’s energy sector mainly through licensing,
setting and approving of prices and
tariffs, compliance monitoring and enforcement,
and dispute resolution in the electricity,
piped-gas and petroleum pipelines industries.
NERSA’s goal is to be innovative and agile,
ensuring that its regulation of the energy
industry contributes to the socio-economic
development and prosperity of South
Africa.
Thembani Bukula
Chairperson
Zandile Mpungose
Deputy Chairperson
NERSA is a regulatory authority established
as a juristic person in terms of section 3 of
the National Energy Regulator Act, 2004 (Act
No. 40 of 2004). Its mandate is to regulate the
electricity, piped-gas and petroleum pipelines
industries in terms of the Electricity Regulation
Act, 2006 (Act No. 4 of 2006), Gas Act, 2001
(Act No. 48 of 2001) and Petroleum Pipelines
Act, 2003 (Act No. 60 of 2003).
Adv Nomalanga Sithole
Chief Executive Officer and
Full-Time Regulator Member
Nomfundo Maseti
Full-Time Regulator
Member: Piped-Gas
NERSA’s mandate is further derived from
written government policies and regulations
issued by the Minister of Electricity and Energy.
It is expected to perform the necessary
regulatory actions in anticipation of and/or in
response to the changing circumstances in
the energy industry.
Muzi Mkhize
Full-Time Regulator
Member: Petroleum
Pipelines
Thembeka Semane
Part-Time Regulator
Member
The Minister of Electricity and Energy appoints
Members of the Energy Regulator,
comprising Part-Time (Non-Executive) and
Full-Time (Executive) Regulator Members,
including the Chief Executive Officer (CEO).
The Energy Regulator is supported by staff
under the direction of the CEO.
Fungai Sibanda
Part-Time Regulator
Member
Precious Sibiya
Part-Time Regulator
Member
Address:
Kulawula House, 526 Madiba Street, Arcadia, 0083
P O Box 40343, Arcadia, 0007
Tel: +27(0)12 401 4600 I Email: info@nersa.org.za
Fax: +27(0)12 401 4700 I
Website: www.nersa.org.za
@NERSA_ZA
@NERSAZA

ENERGY LEADERSHIP
Prof David Phaho,
Director of the
African Energy
Leadership Centre
A curriculum aligned with
global energy challenges
Prof David Phaho, Director of the African Energy Leadership Centre (AELC) at Wits
Business School, notes that a career in energy puts graduates at the centre of a key
driver of economic and industrial development.
Why is it important to develop leadership capacity in the
energy sector?
Energy leadership is important considering the centrality
of energy, which drives economic growth, shapes societies
and determines geopolitical power. Energy access and
affordability remain a huge challenge for South Africa and
the rest of the continent. We therefore need to develop a
cohort of leaders who can not only understand the role of
energy to fast-track Africa's economic development but
are equipped with the right skillset and knowledge to find
solutions to the dual challenges of addressing energy poverty
and transitioning to sustainable-energy sources.
What is special about the Energy Leadership programmes
at WBS?
Our programmes encompass both the management
component of energy systems as well as the technical side. Our
focus is on leadership, with entrepreneurship and innovation
courses embedded within the curriculum to enhance
sustainable energy management.
Who are the programmes aimed at, and what do you look for
in a candidate?
We look for students who are interested in and passionate
about learning and developing knowledge of the entire energy
value chain and management systems. These also includes
professionals or practitioners within different industries (eg
legal and policy development, social sciences, finance,
manufacturing, agriculture and media and communications)
where energy factors cut across.
What specific learning outcomes can a graduate expect on
completion of the programme?
Key outcomes include a better understanding of energy value
chains, energy transition, energy financing, fundamentals
of leadership in the energy sector, entrepreneurship
opportunities in the emerging energy sector and energypolicy
developments.
To what extent is the curriculum applicable to global
energy challenges?
The curriculum is 100% aligned with global energy challenges
such as energy security, including access to reliable, clean
and affordable energy. Our curriculum is also applicable to
all students, irrespective of the country or region they reside
in, as energy poverty affects millions of people daily, the
world over.
Why do you think someone should consider a career in the
energy sector?
Energy is regarded as the “only universal currency we have”
and has continued to power human progress since the dawn
of time. A career in the energy sector puts you at the centre
of the most important driver of the economy and industrial
development, especially considering the urgent need for
global communities to implement sustainable energy
systems. This essential industrial commodity is powering,
for example, the AI revolution, which relies on data centres
which depend on a reliable and uninterrupted supply of
energy in the form of electricity. Whether as an electrical
engineer, a financial analyst, a lawyer or an energy policy
analyst, your work affects, and is affected by, energy dynamics
in the country, region or globally.
What are the three top challenges facing the South African
energy sector in 2025?
Reliable and uninterrupted electricity supply, a feasible
natural gas strategy to avoid the pending “gas cliff”, and
accelerated deployment of renewable energy resources as
part of our contribution to climate-change mitigation.
Generally, a balanced approach towards the country’s energy
mix can help address these three critical issues.
32 |

LOGISTICS
Boost for African logistics
The strategic scope of a new partnership between DHL Group and Temu will foster growth for SMEs.
with Temu’s innovative platform, we can create more efficient,
compliant and convenient solutions that benefit both consumers
and local businesses in the markets we serve,” states Katja Busch,
CCO and Head of DHL Customer Solutions & Innovation.
As part of the MoU, DHL Group will utilise its logistics expertise
to support Temu’s operations in Europe, including its local-to-local
model, which enables local merchandise partners to sell on its
platform and supports local fulfillment. Temu expects up to 80%
of its total sales in Europe to come from this model. Additionally,
the e-commerce platform will enable European-based sellers to
reach global markets in the future. This allows SMEs to scale and
expand their businesses. DHL will also assist Temu in growing its
presence in e-commerce markets, including the Europe, Middle
East and Africa (EMEA) regions.
“This letter of intent marks a significant step in our partnership
with DHL Group. Its extensive network and logistics capabilities
will help support our mission to increase consumer access to
affordable products and help increase growth opportunities for
sellers,” says Qin Sun, co-founder of Temu.
DHL Group has signed a Memorandum of Understanding
(MoU) with the e-commerce marketplace Temu to
deepen their cooperation and to further expand
their successful partnership. The agreement aims to
enhance collaboration to better support local small and mediumsized
enterprises (SMEs) in established markets as well as in
growth markets, such as Eastern Europe and the Middle East.
Although the initial phase emphasises European expansion,
the collaboration’s strategic scope includes the Middle East and
Africa (EMEA), highlighting its relevance to the burgeoning, yet
logistically complex African market.
Both parties are committed to fostering compliant trade and
sustainable practices. DHL Group will support Temu through its
logistics expertise, including multimodal transportation solutions,
to provide more efficient and sustainable supply-chain services.
With its dense network and global presence, DHL Group is the
ideal partner to support Temu’s growth in both established and
new markets.
“Through our various DHL divisions, we are already providing a
wide range of logistics services and solutions, including air freight
and last-mile delivery. We are excited to elevate our partnership
with Temu to the next level. By combining our logistics capabilities
ABOUT DHL GROUP
DHL Group is the world’s leading logistics company. The Group
connects people and markets and is an enabler of global trade. It
aspires to be the first choice for customers, employees, investors
and green logistics worldwide. To this end, DHL Group is focusing
on accelerating sustainable growth in its profitable core logistics
businesses and Group growth initiatives. The Group contributes
to the world through sustainable business practices, corporate
citizenship and environmental activities. By the year 2050, DHL
Group aims to achieve net-zero emissions logistics. DHL Group
is home to two strong brands: DHL offers a comprehensive
range of parcel, express, freight transport and supply-chainmanagement
services as well as e-commerce logistics solutions.
Deutsche Post is the largest postal-service provider in Europe
and the market leader in the German mail market. DHL Group
employs approximately 602 000 people in over 220 countries
and territories worldwide. The Group generated revenues of
approximately €84.2-billion in 2024.
ABOUT TEMU
Temu is a global e-commerce platform connecting
consumers with millions of manufacturers, brands and
business partners. Operating in over 90 markets worldwide,
Temu is committed to providing affordable, high-quality
products that enable customers to live better lives. Founded
in 2022, Temu’s mission is to create an inclusive environment
where consumers and businesses can thrive.
34 | www.opportunityonline.co.za
PHOTO: jcomp/Freepik

I A N
P O R T S
A U T H O R
I B
N A M
I T Y
THE
ULTIMATE PORTS
EXPERIENCE
The Ports of Walvis Bay and Lüderitz lie on the West Coast of Africa. The Namibian Ports Authority is a body
corporate established by the Namibian Ports Authority Act, 1994 (Act 2 of 1994) as a state-owned enterprise.
Namport’s mandate is to exercise control and manage Namibia’s ports, lighthouses and other navigational
aids in Namibia and its territorial waters.
NAMPORT
ACTIVITIES
Vessel
Traffic
Container
Cargo
Import/
Export
Vessel
Repair
Fuel
Imports
Passenger
Traffic
Supporting
Fishing Industry
Warehouse
Facilities
COMMODITIES
Copper Cathode O Copper Concentrate O Zinc Concentrate O Sulphur O Lithium O Uranium oxide concentrate
Wooden Products O Fertilizer O Ammonium nitrate O Petroleum O Wheat O Machinery O Charcoal O Empty containers
Petroleum products O Wet fish O Machinery O Salt bulk O Copper O Lead concentrates O Marble and granite
Port of Walvis Bay Future Master Plan
Walvis Bay is set to become a key regional logistics hub, driven
by major port expansions and modern infrastructure.
Planned Developments Include:
O Modern liquid bulk terminals for petroleum products and green fuels
O Dedicated dry bulk facilities for minerals and agricultural goods
O Upgraded break bulk and multipurpose areas for diverse cargo types
O Enhanced railway marshalling yard for improved intermodal links
O Proposed shipyard with graving dock for regional maritime services
Multipurpose Terminal
Shipyard
Dry Bulk
Liquid Bulk
North Port Focus Areas:
Railway Marshal
O Oil and Gas Storage and Distribution
O Green Hydrogen facilities
O Multipurpose and logistics terminals
O Dry bulk handling zones
Terminals
Namport is investing in administrative and digital upgrades to boost efficiency and cement Walvis Bay’s role as a strategic trade gateway
for Southern Africa, while advancing the Port of Lüderitz master plan to expand capacity and support emerging industries such as oil, gas,
and green hydrogen.
To get customized shipping solutions, contact customercare@namport.com.na
Port of Walvis Bay
Port of Lüderitz
+264 64 208 2248
+264 63 200 2002
Africa’s Ultimate Ports Experience

AGRO-PROCESSING
Supporting food
security, empowering
local farmers and
promoting economic
resilience through
agro-processing
The CEO of Barloworld Consumer Industries,
Chris Wierenga, reports that Ingrain has become a
core contributor to Barloworld’s growth story.
Operational efficiency, optimised procurement, process
improvements and yield optimisation, along with
investments in sustainable energy and waste
management, are positioning Africa’s largest non-GMO
manufacturer to take advantage of the AfCFTA framework.
Chris Wierenga, CEO: Barloworld
Consumer Industries.
If the tariff regime proposed by US President Trump is carried
through and persisted with, what will the consequences be
for your business?
Ingrain is present in key international markets but does not export
any ingredients into the United States, therefore is not directly
impacted by the tariff regime. There may be some downstream
impact in other key sectors which Ingrain serves, for example
citrus exports, which may be affected by the tariffs. South African
citrus exports into the US have remained robust, which is
encouraging. While Ingrain’s primary focus is on Southern Africa
and select international markets like Australia and exports to Asian
markets, global policy shifts – including potential US tariffs – can
have ripple effects. These may manifest through input pricing
volatility, shifts in global maize trade flows or competitive pressures.
We remain alert and responsive, with scenario planning built
into our strategic planning. Our flexible sourcing model, diversified
market base and strong regional focus aids resilience amid
geopolitical uncertainty.
36 | www.opportunityonline.co.za

AGRO-PROCESSING
Kliprivier Mill is one of
four Ingrain mills in
two provinces.
And if South Africa’s AGOA contract is not renewed? Have you
done scenarios related to tariffs or AGOA?
Although Ingrain’s direct exposure to AGOA is limited, we
recognise its broader influence on regional trade confidence
and currency movements. We have developed internal scenarioplanning
models considering volume sensitivities and have
clearly understood the implications on our profitability. Just as
sectors impacted by AGOA are on an aggressive drive to explore
alternative markets through export diversification, so Ingrain
remains focused on filling volumes in key local as well as regional
markets outside of the US. Demand for starch and glucose in our
target markets remains stable.
To which African markets do you sell, and what products do
best in selected markets?
Ingrain currently exports to several African countries, with a
strong emphasis on Southern Africa. Our best-performing
products include starches and glucose tailored to the food,
beverage and industrial sectors. We see growing interest in
modified starches and specialty ingredients and continue to
Ingrain has developed a new R&D laboratory.

AGRO-PROCESSING
support customer growth through research and development
(R&D) and new product development.
Do you see AfCFTA making a big difference in the intracontinental
trading environment?
Yes, absolutely. The AfCFTA framework unlocks tremendous
potential for industrial growth, market access and regional
integration. As Africa’s leading non-GMO starch and glucose
manufacturer, Ingrain is well-positioned to support crossborder
food security, agro-processing and ingredient supply
into high-growth sectors across the continent.
How is Ingrain experiencing input costs over the past
three years?
Input costs have remained volatile due to global supply
chain disruptions, energy inflation and currency pressures.
Ingrain has responded by enhancing operational efficiency,
optimising procurement and investing in process improvements
and yield optimisation. Maize prices have moved in tandem
with weather patterns and global corn demand and supply
dynamics. Maize prices are easing supported by favourable
weather conditions, a marked improvement from the surge in
the 2024 season on the back of a dry El Niño cycle. We remain
focused on disciplined cost control and productivity gains
to better serve our customers at competitive prices. We
have dynamic pricing models to adjust to changing
market conditions.
alternative-energy solutions and aligning with the South African
Climate Change Act. These initiatives will also help safeguard
business continuity and cost stability.
Is the new effluent plant at Meyerton part of the company’s
sustainability drive?
It certainly is. The Meyerton effluent plant is a cornerstone
in our sustainability roadmap, aimed at improving water
quality discharged. This investment bears testament to our
commitment to environmental stewardship and strengthening
partnership with local municipalities. Furthermore, the
investment positions Ingrain for growth in the modified starch
segment, boosting local supply of these specialty products.
Five years on, how well has Ingrain bedded down within
Barloworld?
Ingrain has successfully integrated within Barloworld’s
Consumer Industries platform and has emerged as a strong,
agile business with a clear growth mandate. Our resilience over
the past few year – through market shocks and operational
shifts – has demonstrated the strength of the integration. We
Is Ingrain mitigating energy risks?
Yes. As part of our ESG strategy, we are investing in energyefficient
operations, alternative energy sources and plant
upgrades. Ingrain has invested in solar PV capacity over
the last year and remains committed to reducing our
environmental footprint through the exploration of longer-term
38 | www.opportunityonline.co.za

AGRO-PROCESSING
have aligned well with Barloworld’s strategic pillars of Fix,
Optimise, Grow, and are now positioned as a core contributor
to the Group’s diversified growth story.
Ingrain has adopted the Barloworld way of doing
business through the roll-out of the Barloworld Business
System (BBS). This lean approach focuses on strategy
deployment and problem solving anchored in continuous
improvement and respect for people. We have made significant
progress in our operational excellence capability, with certified
lean practitioners being deployed across multiple areas.
Ingrain moved office in 2023 and undertook a strategic shift in
2024: what was the goal and what has been achieved?
The office move in 2023 was a symbolic and practical step
towards Ingrain’s transformation. It aligned with our 2024
strategic focus on customer centricity, innovation and
new ways of working. The facility was designed to support
customer growth through our new R&D laboratory, foster
cross-functional collaboration through the spatial design and
support employee wellness through the built-in wellness
centre. This shift has already yielded results: customer satisfaction
has improved; we have developed new ingredients into key
consumer sectors and have also seen strong uptake in usage
of onsite wellness services. The move also catalysed a
cultural refresh – encouraging collaboration, agility and
future readiness.
How many staff does Ingrain employ?
Ingrain currently employs over 850 staff members across
various locations, including operational sites and our corporate
offices. This includes a blend of highly skilled technical teams,
R&D specialists, production engineers, commercial staff and
support functions. Our workforce is diverse and inclusive,
with a focus on fostering belonging in line with our
commitment to continuously making our workplace more
psychologically safe.
Do you have bursary schemes or support for educational
advancement?
Yes. We offer a range of bursary, learnership and graduate
programmes in food sciences, chemistry, engineering and
Chris Wierenga,
CEO: Barloworld
Consumer Industries.
related disciplines. Our Barloworld Siyakhula youth training
programme helps develop skills in agriculture and agroprocessing.
In addition, our training academy helps young
professionals gain practical, tech-enabled skills in operations
and engineering.
Does Ingrain support small businesses along the supply chain?
Very much so. Our inclusive sourcing model supports both
large-scale and emerging smallholder farmers, with about
500 000 tons of maize procured locally by Ingrain. Through
initiatives like the Vaal Youth Development Programme,
we’ve helped formalise and train 20 youth-owned businesses
with structured mentoring and incubation.
We also run a Youth Entrepreneurship Programme,
supporting 150 informal businesses, and contribute to
initiatives uplifting local communities, including special
needs homes.
Would you like to make any comment on the broader impact
that your company makes on society?
There are several ways in which we are making a significant
impact. These include:
• Being Africa’s largest non-GMO manufacturer: Ingrain is
the continent’s largest non-GMO starch and glucose
producer, with +820ktpa annual grind capacity, R6.6-billion
turnover (2024) and over 100 years of heritage.
• Local and global reach: We support food security and
industry across Southern Africa, export to Australia, East
Asia and other Deep Sea markets and align closely with
the national Agriculture and Agro-Processing Master Plan
(AAMP) and inclusive agricultural transformation goals.
• Alignment with national priorities: We invest over R3-billion
annually in maize procurement, empower farmers, support
industrial competitiveness and promote agro-processing
for economic resilience.
www.opportunityonline.co.za | 39

MANUFACTURING
Touching lives daily
Ingrain is a leading manufacturer and supplier of high-quality starch and glucose made from locally sourced
non-GMO maize.
Ingrain is a leading manufacturer and supplier of high-quality starch
and glucose ingredients in South Africa, utilising non-GMO maize
as its primary raw material. Ingrain is an internationally competitive
manufacturer and the largest producer of unmodified and modified
starch and glucose in Sub-Saharan Africa. Over more than 100 years,
Ingrain has built a reputation for offering excellent product quality to
its customers across Africa and the globe. Ingrain is an integral part
of the domestic supply chain for a diverse range of industries and the
products manufactured at Ingrain’s mills are essential ingredients in
a wide range of food and industrial products used by the everyday
consumer. This diversity of product applications bears testament to
Ingrain’s purpose, that we touch lives daily. Ingrain drives sustainable
growth and positively impact the livelihood of people through
innovative ingredient solutions.
AT A GLANCE
• Ingrain is the sole manufacturer of starch and glucose in South
Africa, supplying 89% of the South African market, and is a critical
ingredients supplier to a diverse range of local sectors.
• Workforce comprises 900 employees.
• Ingrain's Head Office is in Isando, South Africa, with an international
sales office in Australia.
FOUR KEY FACTS
Non-GMO: Ingrain processes non-GMO maize grown and harvested
by South African farmers with a strict Identity Preservation protocol
to ensure that we maintain our non-GMO status and meet our
customers’ needs.
850 000 tons: Ingrain is the largest corn wet-miller in Sub-Saharan
Africa, operating four wet-milling plants across South Africa, with
a combined total installed capacity of more than 850 000 tons of
maize per annum.
ISO 22 000: All Ingrain starch and glucose products are manufactured
to ISO 22 000 food safety standards.
700 000 tons: Sole manufacturer of maize starch and glucose syrups
in South Africa and the largest in Sub-Saharan Africa, converting
~670 000 to 700 000 tons of maize into starch, glucose and various
agri-products.
OPPORTUNITIES
Ingrain’s current spare wet-mill capacity gives it the capability to
undertake further modular investments to grow in new markets and
explore product-development opportunities.
FACILITIES
Ingrain’s manufacturing facilities are situated in two of South Africa’s
financial and manufacturing hubs, Gauteng and the Western Cape.
Ingrain operates four world-class mills.
Maize processed by Ingrain is non-GMO and products are manufactured
to ISO 22 000 standards.
EXPORTS
Ingrain exports its products into Southern Africa and the Deep Sea markets:
Unmodified starch
Modified starch
Liquid glucose (both acid and enzyme-converted)
Powdered glucose
Agri-products and animal nutrition ingredients
40 | www.opportunityonline.co.za

MANUFACTURING
TOP SECTORS SERVED BY INGRAIN:
Alcoholic beverages
Coffee and creamers
Confectionary
Paper manufacturing
Prepared foods
Building materials/industrial
Pharmaceutical
Adhesives
INGRAIN MILLS
Klipriver Mill: Kliprivier is Ingrain’s largest mill, the technological
hub of Ingrain’s product development initiatives and is designed
to produce various grades of enzyme glucose, unmodified starches
and animal feed agri-products.
Germiston Mill: The mill manufactures higher-value derivatives
from corn starch such as maltodextrins, glucose-syrup solids and
dextrose monohydrate.
Bellville Mill: Bellville Mill’s main product types are enzyme glucose
syrups and unmodified starch.
Meyerton Mill: Produces acid converted glucose and a wide
range of modified starches, including acetylated, acid-thinned,
crosslinked and pre-gelatinised starches.
DO BUSINESS SUSTAINABLY
On 9 May 2025, Ingrain proudly launched the Effluent Plant at the
Meyerton Mill, a major step forward in our journey to Do Business
Sustainably. At Ingrain, our purpose is to touch lives in pursuit
of sustainable impact. We’re not just here to make a difference,
we’re here to create meaningful change with far-reaching,
lasting consequences. The Meyerton Effluent Plant is a powerful
expression of this – ensuring compliance with environmental
standards, enabling export market growth and elevating the
wellbeing of communities we serve, all in line with the Barloworld
Limited value of Sustainability. We believe that truly sustainable
impact is not created in isolation. It’s through collaboration across
our value chain that we amplify our efforts and unlock mutual
growth. This project represents just that – the result of many hands,
shared vision and a commitment to leave people and places better
than we found them.
PRODUCT SOLUTIONS
Ingrain offers technical advice and product support for your
applications across many sectors. We can assist in developing
starch and glucose ingredients to suit your specific productapplication
needs.
BUILDING THE FUTURE
We are a company that believes in growing together and building
together. Over the years our growth has been catapulted by
relationships that have led to who we are today as Ingrain. On 31
October 2020, Barloworld successfully concluded its landmark
acquisition of Tongaat Hulett Starch, which was subsequently
rebranded Ingrain. The transaction is a strategic pivot for
Barloworld in its journey of becoming a consumer-led industrial
company, with a balanced portfolio of enduring businesses across
emerging markets.
Ingrain’s new identity solidifies Barloworld as an industry
leader that is deeply rooted in its South African heritage. Similar
to how grains grow and sprout, Ingrain adds value across different
industries and will continue to have an impact in its new home
within the “One Barloworld” family.
Ingrain celebrated 100 years of being in the industry and
making a world of difference by touching lives in 2022. In
December 2023, Ingrain relocated its head office to Isando. This
strategic move marked a new chapter for the company, fostering
closer collaboration, improving accessibility and reinforcing our
commitment to innovation and growth in serving our customers
and stakeholders. A strategic shift was undertaken in 2024, with a
renewed focus on customer-centricity, it included sales realignment,
supply-chain investment and a 40% efficiency gain.
CONTACT DETAILS
Head office: 6 Anvil Road, Isando 1600
Tel: +27 11 458 5000
Email: info@ingrainsa.com
Website: www.ingrainsa.com
www.opportunityonline.co.za | 41

AGRICULTURE
The agricultural sector
can overcome the impact
of a potential AGOA exit
By Meluleki Nzimande and Megan Jarvis, partners at Webber Wentzel.
The hostile disposition of the United States President
Donald Trump towards South Africa raises serious
concerns about the possible exclusion of South Africa
as a beneficiary of the African Growth and Opportunity
Act (AGOA) which is set for renewal in 2025. With South Africa
consistently ranking as the top AGOA user, as well as the number
one African agricultural exporter under AGOA, we look at the
possible ramifications for agriculture.
A law implemented in 2000 by the US, AGOA establishes a
unilateral-trade-preference programme, allowing certain exports
from South Africa and many other eligible Sub-Saharan African
countries to enter the US market duty-free.
Under AGOA, two-thirds of South Africa’s agricultural exports
to the US benefit from tariff-free treatment. Since its inception,
South Africa has exported over $7-billion (R125-billion)
worth of agricultural products to the US. This is according to a
November 2023 United States Department of Agriculture (USDA)
Foreign Agricultural Service report, entitled “AGOA Supports
South African Agriculture”.
Impact of a potential AGOA loss
A November 2023 report published by the Brookings Institution,
a non-profit organisation based in the US, detailed the potential
impact of an AGOA exit for South Africa. The report found that
the impact of a loss of preferential market access under AGOA on
exports and gross domestic product (GDP) would be small.
Their model estimated that, at worst, South Africa’s total
exports to the US would fall by about 2.7%, with the biggest
losses felt by the food and beverages, the transport equipment
and the fruit and vegetable sectors. Yet, in total, a loss of AGOA
benefits would lead to a GDP decline of just 0.06%, the paper
argued. Agriculture would constitute just a percentage of that.
Nonetheless, while the impact as a percentage of total GDP
might not be excruciatingly large, it would affect provinces
where agricultural exports are a prominent source of income.
The Western Cape is by far the province that benefits most
from AGOA trade, according to figures from the National
Agricultural Marketing Council (NAMC). Between 2018 and 2022,
the Western Cape accounted for 49% of South Africa’s overall
agricultural exports to the US in terms of value.
Mpumalanga’s agricultural sector is AGOA’s second-largest
beneficiary, accounting for at least 15% of South Africa’s total
agricultural exports in 2022. Gauteng,
Eastern Cape and KwaZulu-Natal round
off the five provinces that most benefit
from AGOA in terms of agriculture.
Regardless, our overriding message is to keep calm and keep
moving in the face of a potential threat to AGOA. We are in the
same position as anybody else is in the world when it comes
to uncertainty around US economic relations as demonstrated
by the “liberation day” tariffs announced by President Trump.
Should South Africa lose access to AGOA benefits, doing proactive
groundwork should soften the blow.
Potential scenarios
We see three potential scenarios with regards to the future of
AGOA. The viability of these scenarios is seriously challenged by
the imposition of a 30% “liberation day” tariffs against all South
African imports into the US effective 5 April 2025 and the 25%
imposed earlier in respect of automotive vehicles.
1. South Africa loses the preferential treatment that it currently
qualifies for under AGOA, and its goods are traded with the
US in the same way as those of any other country outside
of the AGOA agreement. If our goods are then not as
competitive as those of other suppliers to the US market,
then we can expect a decline in the volume of our exports
to the US. If they are, it’s business as usual bar the impact of
liberation day tariffs. In practice, the South African producer
and US importer may bear a share of the duties’ costs, in
which case the US consumer will remain in a net-neutral
position. Alternatively, the consumer could shoulder a
portion too, splitting the burden three ways.
2. The US importer and the South African supplier absorb the
duty, and the US consumer continues to benefit from good
prices. Both the South African supplier and the US importer
will be less profitable, but trade will continue bar the impact
of liberation day tariffs. Or the South African producer
may choose to shoulder the entire burden in exchange for
remaining competitive in the US market, yet at a cost.
3. The full duty and its inflationary effect is passed onto the US
consumer. Trade continues and the South African producer
and US importer remain profitable. Yet they will lose a share
of the US market. With the imposition of liberation day
tariffs, this option seems unviable.
42 | www.opportunityonline.co.za

AGRICULTURE
The Western Cape accounts
for nearly half of South Africa’s
agricultural exports to the US.
Be prepared
To determine the best option, modelling these different scenarios
is advisable. South African suppliers should examine their
sectors, understand their tariff risks and talk to their importers
to negotiate deals. Regardless of which scenario plays out, the
agricultural sector should diversify and explore other markets – it
is always beneficial to grow the market for our goods.
The basket of goods we supply to the US is broad, made up
of raw materials, semi-processed goods and processed goods –
finished products. Therefore, on value-added goods, this means
there is a positive economic impact on South Africa, which is not
the case when trading with China to whom we supply primarily
raw materials.
Citrus and fruit, vines, nuts, avocados and beef are among
South Africa’s main agricultural exports to the US. Those
working with this produce should therefore know which tariffs
specifically apply to them. Liaising with importers is advisable to
ensure supply-chain agreements are in place and that they have
appropriate contractual arrangements giving them rights to exit
depending on which circumstances unfold.
Exploring other markets
With preferential market access in the US ending, South African
suppliers must examine opportunities in similar markets around
the world – namely, Canada, the European Union (EU) and the
United Kingdom (UK). South Africa has economic partnership
agreements with the EU as well as with the UK, both of which
provide a large range of our goods preferential market access.
On our continent, most of our agricultural and other exports
are value-added goods. It is therefore advisable to increase our
trade with other African countries to maximise the net-positive
economic impact.
Here, we can leverage regional agreements such as the SADC
Protocol on Trade as well as the Agreement Establishing the
African Continental Free Trade Area (AfCFTA), enabling us to trade
on preferential terms with other African states.
With Trump destined to ease sanctions on Russia, it could also
potentially become a workable market for the export of South
African agricultural products. Should the EU follow the US (which
seems unlikely in the short term), trade with Russia will be open.
Additionally, with Johannesburg as host of G20 Summit, we
could leverage the Business 20 (B20), the official G20 dialogue
forum with the global business community, potentially accessing
new markets.
The immediate opportunity, whether AGOA stays or goes, is to
start building new relationships while still strengthening existing
relationships with the US. Forging ties with the Canadian and
other markets as they navigate trade wars with the US may also
be a wise strategy.
Ultimately, agricultural exporters must safeguard their
positions. Build relationships with their importers and deal with
the relevant organisational bodies for products in the US and
South Africa to take a coordinated approach, so that there are
viable alternate scenarios. Diversification and competitiveness are
always a vital enabling mechanism.
ABOUT WEBBER WENTZEL
Founded in 1868, Webber Wentzel is a leading full-service law
firm providing clients with innovative solutions to their most
complex legal and tax issues across Sub-Saharan Africa. With
over 450 lawyers, its multi-disciplinary expertise is consistently
ranked top-tier in leading directories and awards, both in South
Africa and on the African continent. The collaborative alliance
with Linklaters and its deep relationships with outstanding law
firms across Africa provide clients with market-leading support
wherever they do business.
Meluleki Nzimande.
Megan Jarvis.
PHOTO: Michael Coghlan/Wikimedia Commons
www.opportunityonline.co.za | 43

MINING
Balancing environmental compliance
and critical mineral extraction
As South Africans search for sustainable mining
solutions, NSDV Law’s Dominic Varrie and Mandy
Hattingh unpack ways in which mining companies
can meet sustainability goals while minimising their
carbon footprints. Varrie is a Candidate Attorney and
Hattingh is a Legal Practitioner.
In the global pursuit of sustainable development and the
transition towards cleaner energy technologies, the demand
for critical raw materials (CRMs) has surged, casting a spotlight
on the impact of their extraction and processing.
For context, CRMs refer to raw materials that are
economically and strategically important for various industries,
particularly those related to technology, energy and defence,
but are at high risk of supply disruption due to their scarcity
or concentration in certain regions. These materials are essential
in the production of advanced technologies such as renewableenergy
systems (solar panels, wind turbines), electric vehicles
(EVs), electronics and military applications. Their critical nature
stems from the combination of their high demand and the
difficulty in securing reliable and sustainable supply chains.
Countries and jurisdictions like the United States and the
European Union have published specific lists of CRMs. South
Africa has not done so, although the Department of Mineral
and Petroleum Resources has identified minerals crucial to
the country’s economy and global supply chains, including
platinum group metals (PGMs), manganese, vanadium and
chromium. These minerals fall within the generally accepted
global definition of CRMs.
As global demand for CRMs rises – driven by factors such
as the growth of EVs, the adoption of renewable energy
and technological advancements – initiatives like the Lobito
Corridor are paving the way for sustained industry expansion.
The Lobito Corridor, a vital transportation route connecting
the mineral-rich regions of Central Africa, including the
Democratic Republic of Congo and Zambia, to the Atlantic
coast through Angola, provides more efficient access to export
markets. This, alongside South Africa's position as a leading
global producer of PGMs, manganese and significant reserves
of vanadium, is strategically positioning the region for longterm
growth, enhancing both supply chain efficiency and
resilience in response to increasing global demand.
However, while South Africa’s strategic role in the global
CRM market presents significant economic opportunities, these
come with the responsibility of managing the environmental
impacts that mining inevitably entails. As we explore the
economic opportunities presented by CRM investments in South
Failure to engage effectively with
communities can result in legal
setbacks, reputational damage
and project cancellation.
Africa specifically, interested parties must understand how to
navigate the intricate landscape of environmental and regulatory
compliance. To do so, it is first necessary to understand the
relationship between CRM mining and the environment.
CRM mining and the environment
Mining CRMs in South Africa plays a pivotal role in the global
supply chain, particularly for clean-energy technologies.
However, the extraction of these materials carries significant
environmental consequences that require careful management
to ensure sustainable development. Key environmental
impacts include land degradation, water pollution, air pollution
and large-scale energy consumption, all of which can have
lasting effects on ecosystems, the broader environment and
local communities.
Land degradation and habitat loss result when large tracts of
land are disturbed for mining purposes, leading to soil erosion
and the destruction of natural habitats. Although South Africa
mandates mine rehabilitation, ensuring that land is restored
to its original state remains a challenge. Additionally, water
pollution, particularly through acid mine drainage (AMD), poses
significant risks to the country’s already scarce water sources,
as mining activities often lead to the contamination of rivers
and groundwater with heavy metals and chemicals.
Air pollution from mining activities, combined with the
heavy reliance on coal for energy, further exacerbates the
environmental footprint of CRM extraction. Mining operations
and coal-fired energy production plants emit particulate
matter and greenhouse gases, contributing to both (welldocumented)
local health issues and global climate change. Waste
management is another pressing concern, with improper
disposal of tailings and other by-products posing the risk of
toxic spills and environmental contamination.
Despite these challenges, South Africa’s legal framework
provides mechanisms to regulate the environmental impact of
44 | www.opportunityonline.co.za
PHOTO: International Institute for Environment and Development

Embracing change while
delivering excellence
Kgarebana Civil and Structural Engineers is meeting and exceeding client expectations.
ENGINEERING
Keatlaretswe (Kea) van der Merwe is the sole director of
Kgarebana Civil and Structural Engineers. She is a Structural
Engineer with an MEng Structural Engineering from the
University of the Witwatersrand and has considerable
experience in consulting and construction engineering. She aims
to advance the role of women in engineering while providing
exceptional professional services.
Which of your divisions is receiving the most work lately?
Our Civil and Structural divisions are currently busy with projects
from our biggest client, SANRAL, from a contract awarded five
years ago. It is deeply concerning that there have not been any new
projects coming to market since 2022.
Is South Africa building enough infrastructure?
No, and current procurement practices are not helping the rate at
which new projects are coming to market.
Is the engineering sector a place where women can thrive?
Yes and no. Yes, because there is legislation in place that makes it
beneficial for companies to promote women in engineering. And no,
because in 2025 I still find myself as one of two or three women in
meetings and even less for technical meetings. A lot of our male
counterparts still struggle to accommodate
women, especially in more technical situations.
What is your style as a leader and where are
you leading the company in the next phase?
I believe as a relatively young woman that I
am a very easy-going, a lead-from-theback
and versatile leader. I never get too
comfortable, and I embrace change with ease.
Kgarebana Civil and
Structural Engineers
CEO, Keatlaretswe
van der Merwe.
I have ventured into other types of work so as to avoid limiting
our growing company to specific types of projects. As we speak,
we are looking at venturing into mining projects.
Please tell us about a recent project that gave you the most satisfaction.
The replacement of bridge-joints on the R34 over the Bloemhof
Dam in the North West. The project had many challenges, including
community issues as well as the acquisition of materials. The bridgefinger
joints were imported from overseas and at the time of our
project there was an issue with the ports and we had not anticipated
the long lead time. We had to disestablish the site and stop work
while we waited for delivery. We ended up taking much longer to
finish the work, but the final project came out beautifully, making it
all worth it.
COMPANY PROFILE
Kgarebana Civil and Structural Engineers is a
Qualifying Small Enterprise (QSE) that is 100%
black woman owned and a Level 1 BBBEE
contributor. Kgarebana is a member of the
Consulting Engineers South Africa (CESA) and
is ISO9001 certified.
Services include:
• Structural design of buildings
• Civil works
• Pavement design, management and
rehabilitation
• Hydraulics, hydrology and stormwater
management
• Bridge and structural design in concrete
and steel
• Civil engineering township services
• Project and construction management
As a company we are firmly committed to
partnering with our clients and each task is
undertaken with a view to establishing and
maintaining effective long-term relationships.
We pride ourselves in providing quality and
timely work to our valued clients, with safety
being one of our highest priorities on our work
sites.
We aim to fill the gap in engineering
consultancy as one of the best femaleowned
engineering companies and to
empower and advance women in
engineering. Kgarebana currently has a total
of 10 employees, some of whom are
permanent and others are on contract.
Memberships
The company is registered with the following
entities: Engineering Council of South Africa
(ECSA); South African Institute of Civil Engineers
(SAICE); South African Council for Project
and Construction Management Professions
(SACPCMP); CESA; NHBRC; Concrete Society
of Southern Africa.
Selected completed projects
Design and supervision of the Pretoria
Intermodal Facility (Rainbow Junction),
pictured, and secondment of Structural
Engineer and Resident Engineer; site
assessment for a shopping complex building
for PC BOU; a parapet repair at the Big Bird
interchange in Midrand; a culvert repair in
Grobblersdal; repairs to the Hans Schoeman
Bridge (Johannesburg), JV project; design
review of scaffolding for WBHO; Herbert
Baker house renovations including drainage
design; project planning and preliminary
design phase, Willow Ridge School.
Contact details
Head Office address: 623 Rubenstein Dr,
Moreleta Park, Pretoria 0181
Other offices in Middelburg, Brits and
Ga-Matlala
Tel: +27 12 004 0408 | Email: info@kcse.co.za
Website: www.kcse.co.za

MINING
mining preventing unacceptable damage while avoiding stifling
sustainable development. Compliance with these regulations,
along with innovations in greener mining technologies and
waste management, is critical to striking a balance between
economic growth and environmental protection. In addition to
legal compliance, advancements in mining technology – such
as the use of renewable energy in operations and innovative
waste management practices – are becoming crucial to
reducing the environmental impact of CRM extraction. These
innovations help mining companies meet global sustainability
goals while minimising their carbon footprints.
For mining operations, environmental compliance is not
just a regulatory obligation but a cornerstone in the ethical and
sustainable extraction of CRMs. Adherence to environmental
standards ensures that extraction processes are conducted
responsibly, minimising environmental disruption and mitigating
the potential for long-term damage while also encouraging
foreign investment and investor confidence.
Legislative framework and compliance requirements
South Africa’s environmental legal framework is governed by a
range of laws designed to protect both the environment and
the rights of people, while also promoting sustainable
development. Key legislation includes:
• Constitution of the Republic of South Africa, 1996: Guarantees
the right of all people to an environment that is protected,
for the benefit of present and future generations, through
legislative measures aimed at preventing pollution, promoting
conservation and ensuring sustainable development.
• Mineral and Petroleum Resources Development Act, 2002
(MPRDA): Regulates mining rights, prospecting rights and
mining permits, all of which must be obtained before any
mining activity can commence.
• National Environmental Management Act, 1998 (NEMA):
Along with specific environmental management acts (SEMA)
published thereunder, including the National Environmental
Management: Biodiversity Act, 2004; the National
Environmental Management: Protected Areas Act, 2003; the
National Environmental Management: Air Quality Act, 2004
(NEMAQA); and the National Environmental Management:
Integrated Coastal Management Act, 2008. Under NEMA,
an environmental authorisation (EA) is required before any
mining or prospecting activities can begin.
• National Water Act, 1998 (NWA): Governs water use in South
Africa. If a mining or prospecting activity involves water
use listed under section 21 of the NWA, a water-use licence
(WUL) must be obtained from the Department of Water
and Sanitation (DWS), which assesses the environmental
impacts of the proposed activity.
Before mining or prospecting, it is necessary to obtain various
rights or permits under the MPRDA, NEMA and other applicable
environmental statutes, depending on the environmental
impact of the specific operation under consideration.
From an environmental perspective, the key authorisation is
an EA under NEMA. A WUL under the NWA may also be required,
depending on the water uses associated with an activity.
Securing an EA involves the applicant conducting a Basic
Assessment (BA) or a full Scoping and Environmental Impact
Assessment (EIA), depending on the specific listed activities
triggered by the proposed development, which is determined
by the size of a prospecting or mining project.
Both the BA and EIA processes include requirements for
public consultation. Compliance with these obligations is critical
to ensure that communities and stakeholders are properly
informed and engaged. Failure to conduct meaningful and
adequate consultation can lead to legal challenges and project
delays. Recent high-profile cases, including the interdict
proceedings which prevented Shell/Impact Africa from
conducting seismic exploration along the Wild Coast and the
interdict proceedings and subsequent appeals against seismic
surveys off the West Coast have shown that communities and
environmental NGOs are increasingly vocal in their objections to
projects that pose significant environmental risks. In these cases,
the adequacy of public consultation was spotlighted, and in
the Shell/Impact Africa case, these objections were successfully
upheld by the High Court and the Supreme Court of Appeal.
This emphasises the importance of transparent, effective
engagement with affected communities, as failure to do so
can result in legal setbacks, reputational damage and even
project cancellation.
The way forward: promoting sustainability in the CRM sector
As the world transitions towards greener-energy solutions,
South Africa’s ability to incorporate sustainability into its
CRM mining sector will be crucial. In addition to adhering to
existing regulations, South Africa can adopt international best
practices to further promote sustainability. For example, the
International Council on Mining and Metals (ICMM) has developed
Mining Principles that encourage responsible environmental
stewardship, ethical business practices and transparent
community engagement. Similarly, the International Finance
Corporation (IFC) has outlined Environmental and Social
Performance Standards that apply to mining projects, including
those involving CRMs.
By promoting the use of these guidelines in its national
framework, South Africa can position itself as a global leader
in sustainable mining. This could involve encouraging the use
of renewable energy in mining operations, improving waste
management practices and fostering stronger community
relations through transparent consultation processes. By
promoting innovation and sustainable practices, South Africa
can ensure the long-term viability of its CRM sector while
contributing to the global transition towards cleaner energy.
As the world transitions towards greener energy solutions,
South Africa’s ability to extract CRMs responsibly will not only
bolster its own economy but also set a global standard for
environmentally conscious mining practices. By adhering to
stringent regulations and prioritising sustainability, the country
can ensure long-term benefits both for its people and the
global supply chain.
46 | www.opportunityonline.co.za

STEEL FABRICATION
Deepening impact
and creating jobs
For Financial Director Lebo Smith, investing in people
strengthens loyalty and innovation. Ceezas Mechanical Works,
which has a focus on metal pipes and welding in the steel
fabrication industry, wants to grow in a way that deepens
impact and creates jobs.
Please comment on the state of the steel fabrication industry.
The steel fabrication industry is facing a mixed environment.
There’s strong technical expertise locally, but business conditions
remain challenging due to rising input costs, low investment in
new infrastructure projects and competition from imported steel.
However, there is still steady demand in the mining, energy and
water sectors due to maintenance-based projects. Businesses that
focus on efficiency, quality and diversification are best positioned
to survive and grow.
There is talk of South Africa about to have an “infrastructure
boom”; do you see any evidence of that?
Most of our clients in the mining, energy and water industries
are still spending heavily on maintenance work versus new
infrastructure. The industry is also adversely impacted by the
closure of macro-manufacturing companies.
We remain optimistic that our government will soon commit to
an industrial boom where new infrastructure projects will be rolled
out and there will be more emphasis on enforcing the ruling that
components should be manufactured locally.
How did you come to start a business?
Our entrepreneurship journey started with significant personal
and professional pressures. My husband, a mechanical engineer,
worked in the energy sector for over 20 years. From 2010, he
worked outside the province which meant he only returned home
on weekends when he saw the children. We decided it was time to
start our own business and my husband saw a gap in the market
for a black-owned company providing the services that we are now
providing. We combined his industry knowledge and mechanicalengineering
expertise with my financial-management knowledge
to start Ceezas Mechanical Works, focusing mainly on metal pipes
and welding in the steel fabrication industry.
What were the toughest initial challenges you faced as a
new business?
The initial period was incredibly tough and we experienced many
“teething issues” when we became operational in 2015. To ensure
financial stability, I kept my job as an accountant while the company
took on various small jobs. Maintaining a steady cash flow was
tough. Our breakthrough came in 2019 when we secured our first
Lebo Smith,
Financial Director
of Ceeza
Mechanical Works.
maintenance and repair contract. Having to establish a site quickly
and with our cash-flow issues, it seemed like an insurmountable
task. We were fortunate to secure finance privately to fund our
working capital.
Were there particular challenges you faced as a woman?
This business is mainly male-dominated and as a woman, I
found it challenging due to my background in accounting and
finance. Therefore, I had to quickly hit the ground running and
upskill my technical knowledge. Luckily, I had a co-director, my
husband. Today, I can confidently sit around the table, argue
my point technically, contribute effectively and challenge my
team technically.
Were there mentors you could talk to?
The support we received through the Raizcorp Comprehensive
Enterprise Development programme, sponsored by Intasol
Tailings, was essential. The guides in the programme have been
tremendously helpful, acting almost like therapists to me. They
provided listening, understanding and assistance in working
through challenges on both a business and personal development
front. The programme also helped us connect with like-minded
people, offering comfort by showing that even though everyone
is doing different things, most business problems are similar. This
assistance has helped us implement better business processes and
expand our team.
How important is it to do a skills audit?
A skills audit is crucial for any growing business. It highlights gaps
in technical and managerial capability, allowing us to plan training
and succession properly. We actively support staff who want to
study or upgrade their qualifications. Investing in people not only
boosts performance but also strengthens loyalty and innovation.
Do you plan to expand your business?
Yes, we’re planning to expand into new markets and product lines.
We’re also looking to strengthen our footprint beyond our national
borders. Growth for us isn’t just about scale, it’s about deepening
impact and creating sustainable employment.
48 | www.opportunityonline.co.za

STEEL FABRICATION
CEEZAS MECHANICAL WORKS
Your trusted partner for ISO-certified welding, steel fabrication and mechanical plant maintenance.
Established in 2012, Ceezas Mechanical Works is a 100%
black-owned company, proudly serving the power
generation, water and mining industries. Our expertise
lies in delivering high-quality, customised steel fabrication
and mechanical solutions on time and with zero defects.
Our 700m² Germiston workshop is fully equipped with
advanced machinery, including an overhead crane, to handle
complex industrial projects.
KEY SERVICES
• Steel fabrication
We specialise in: pipe fabrication and installation, plate work
fabrication and installation, machining of components, site works
and structural steel.
• Welding and pipe installation
We supply steel pipes and fittings (flanges, reducers, elbow, teepieces,
etc) in carbon steel, stainless steel and exotic materials.
Our team comprises highly competent and qualified pipe
fitters, boiler makers and coded welders.
• Supply and refurbishment of industrial pumps and valves
This includes the supply and refurbishment of centrifugal pumps.
We refurbish and supply a wide range of valves from butterfly, gate
and diaphragm valves to ball, globe and safety valves.
• Mechanical plant maintenance
WHERE WE SEE OURSELVES
Our vision is to be the trendsetter in the steel fabrication industry
that resolves the client’s plant-related technical challenges with a
guarantee of ZERO defects.
WHAT DRIVES US
• Delivery of service and goods ON TIME and with ZERO defects.
• Continuously researching the latest technology innovations in the
market to recommend the best technical solutions to our clients.
• Having a sense of urgency to respond to our clients’ needs.
SUCCESSFUL PROJECTS
Modderfontein private hospital, Edenvale (subcontract):
Fabrication and installation of HVAC chilled piping (carbon steel)
British American Tobacco South Africa, Heidelberg (subcontract):
Fabrication and installation of chilled-water pipework
Rand Water: Panfontein Pump Station
Supply of safety valves
Eskom power stations, at different locations:
• pulverised fuel (PF) burner refurbishment
• plant maintenance
• cation vessel refurbishment
• ducting repairs
• weld repairs of a raw-water head tank
• fabrication and installation of service-water pipeline
• other projects
ACCREDITATIONS
We are an ISO 3834-2 accredited company. We therefore
give assurance that our welding processes are of the best
international standards.
We are an ISO 9001:2015 accredited company. We therefore
give assurance that our quality processes are of the best
international standards.
Proud to deliver high-quality customised steel fabrication
and mechanical solutions on time with zero defects.
We are a
B-BBEE
Level 1
company
CIDB gradings:
8ME PE and
7CE PE
Address
184 Galjoen
Road,
Wadeville,
Germiston
1422
Contact
Tel: + 27 10 110 7260
082 726 2090
Email: caesar@
c-mechworks.co.za
Website: www.
cmechworks.co.za
www.opportunityonline.co.za | 49

MINING INDABA
Turning conversations
and commitments into
measurable change
Mining Indaba 2026 will see sustainability move out of a silo to be embedded across all programmes.
Laura Nicholson, Product Director, Mining Indaba, Hyve Group Limited, is looking forward to a
Downstream Buyers Programme providing a sharp focus on Africa’s critical resources. The Indaba will be
held at the Cape Town International Convention Centre (CTICC) from 9 to 12 February 2026.
Mining Indaba has long been the definitive platform for
Africa’s mining sector. What is the clear goal of MI26?
Our goal for MI26 is to position Mining Indaba as the place
where transformative ideas and collaborations come to life.
With the theme “Stronger Together: Progress Through
Partnership”, we want to move the conversation beyond
investment alone and into the realm of innovation,
sustainability and shared prosperity. Africa is central to global
decarbonisation and industrialisation and MI26 will be the
platform where the continent speaks with one united, forwardlooking
voice.
Why is innovation and disruptive technology such a strong
focus for MI26?
The mining sector cannot afford to operate in silos. Disruptive
technologies from AI to automation to renewable integration
are not just tools, they are catalysts for resilience and growth.
At MI26, we are expanding our technology showcase across
CTICC 1 and 2, creating a dedicated space for global tech
leaders, startups and innovators. This ensures that technology
isn’t seen as an add-on but as central to Africa’s mining future.
How is Mining Indaba creating opportunities for Africa’s
youth and emerging professionals?
The next generation of mining professionals aren’t just
the future of mining; they are the game-changers who are
shaping its evolution today. Through the Young Professionals
Programme, in partnership with the Minerals Council SA, we’re
giving emerging talent a platform to learn, experiment and
articulate bold new visions. PhD students will play an active role
50 | www.opportunityonline.co.za

Dineo Stiyana,
MD of Peuneo.
Accredited training, skills
development and consulting
Peuneo offers complete solutions that are specific to your industry and focused on your
organisational processes and challenges.
Peuneo is a Level 1 BEE company which provides multisector
skills development and training, project management,
publishing and supply. Our training is QCTO/SETA accredited
across different fields and sectors.
Our solutions are not just about technical skills transfer; they are
about providing an experience that ignites sustainable change,
growth and success. From construction, mining and corporate to
environmental careers, Peuneo is equipped to elevate your skills.
Peuneo has a management team with expertise in running
organisations in various sectors and spearheading transformational
programmes and projects provincially and nationally. We understand
the government’s needs and have the right complete solutions for
each area of capacitation required.
OUR SERVICES
Training
Under the standards set by the South African Qualifications
Authority (SAQA) and the Sector Education and Training Authorities
(QCTO/SETAs), we have designed all of our courses to be fully aligned
with outcomes-based principles.
Recruitment
As a proud member of APSO, our goal is to help you secure the right
talent to drive your business forward while ensuring a seamless and
efficient hiring process. We align our recruitment strategies with
industry best practices and South African employment regulations.
Sectors
Since 2015 when we opened our doors, we have become active in
many sectors. We are growing in sectors that include: power
generation, SETAs/education, mining, health, including optometry,
service, manufacturing and engineering, ICT, construction, online
training with global skills in mind.
Solutions
Peuneo offers a suite of smart-business tools designed to streamline
growth and operations. From client management to impactful
communication, skills development and seamless learning delivery,
we help businesses scale efficiently. Peuneo offers a powerful suite
of integrated business solutions designed to help organisations
streamline communication, enhance customer engagement
and drive growth through smart technology. From bulk email
campaigns with PeuMail, to customer relationship management
via PeuCRM, workforce upskilling through PeuSkills and scalable
digital learning with PeuLMS, Peuneo provides the tools businesses
need to thrive in a fast-changing world.
AWARDS
‐ Gold Category International Award in Excellence and Quality
(IAEQ) at Business Initiative Directions
‐ Top 50 Icons: Panache, an international publication
‐ Standard Bank Top Women Leaders
‐ Women Of Wonder Award, Qatar
OUR PHILOSOPHY
The confidence to do something comes from the knowledge that
you can.
WHAT MAKES US DIFFERENT?
Peuneo provides holistic solutions that are specific to your industry's
goals, with the focus on your specific processes and challenges.
Our solutions not only provide a theoretical, practical and technical
skills transfer but we provide experiences and partnerships that
ignite sustainable change, growth and development.
SOME CLIENTS
National Union of Mineworkers, ZEISS, Eskom, Raubex (KZN),
Independent Development Trust (idt), Silverton Engineering.
WHY CHOOSE PEUNEO?
Peuneo’s non-generic approach to all sectoral programmes means
that we acquire accreditation and expertise for the root-cause
dilemmas of any given organisation. Since 2015, we have trained
more than 4 000 people. The National Development Plan is a policy
that is very close to our hearts. We continue to see immense
positive change in the organisations we serve, as well as in the
learners sponsored by these organisations. In reporting on these
changes, attempts are often made to measure the difference in
the trajectory of the individuals positively affected by our
upskilling programmes. Still, though it’s estimated that for every
single skilled learner, a family of up to 10 could be positively
impacted, it is likewise acknowledged that the change is way more
far-reaching when the entire community is taken into account.
The trickle effect of an individual’s increased employability, to
their positive role-modelling capacity and knowledgeable
mentoring is immeasurable.
We absolutely enjoy walking the change and growth path with
our clients and learners. It will be a pleasure and honour to
continue doing this and have the opportunity to do the same
for more.

MINING INDABA
aerospace and renewable sectors directly. Importantly,
sustainability won’t sit in a siloed category. It will be embedded
across all programmes so it’s relevant to every attendee, from
miners to policymakers to buyers.
In today’s shifting geopolitical and economic landscape,
why is Mining Indaba more important than ever?
Africa is no longer just a supplier of raw materials. It holds
the keys to global decarbonisation, industrialisation and
energy security. With new trade blocs forming and resource
nationalism reshaping supply chains, MI26 will be the
place where Africa asserts itself as a strategic partner, not a
passive participant. The convening power of Mining Indaba
is unmatched as governments, investors, miners, buyers,
communities and innovators are all in one room, shaping the
future of mining together. And the future starts now.
in discussions, ensuring that fresh perspectives drive ingenuity,
resilience and ambition across the sector.
Collaboration is at the heart of MI26’s theme. How will this
be brought to life during the event?
Partnership is the golden thread that runs through every
programme. Governments will be harmonising regulations,
communities will co-create solutions with miners, investors will
connect with downstream buyers and innovators will showcase
cutting-edge technologies. Our Ministerial Symposium will
again unite heads of state and ministers with industry leaders
to shape a minerals strategy for the continent. By centring
dialogue on transparency and inclusivity, we can ensure Africa’s
mineral wealth becomes a catalyst for justice and prosperity.
How does MI26 ensure that conversations move beyond
the conference and create real impact on the ground?
We see Mining Indaba as more than a four-day event – it’s a
year-round movement. Through platforms like MITV, the Digital
Mining Pulse and community engagement programmes,
we keep the dialogue alive. The goal is not just to talk about
transformation but to track progress, showcase best practice
and hold ourselves accountable as an industry. It’s about
turning conversations into commitments and commitments
into measurable change.
Can you share some of the new developments attendees
can expect at MI26?
We are expanding CEO participation with leaders from
Harmony, Exxaro, Valterra and Thungela. The Critical Minerals
Committee, in partnership with the Department of Mineral
and Petroleum Resources (DMPR), will provide a sharper
focus on resources critical to Africa’s future. We’ve created a
Downstream Buyers Programme to engage the automotive,
The theme “Stronger Together” speaks to unity. What does
genuine partnership in African mining look like to you?
True partnership means moving beyond token consultation.
It’s governments, investors, communities and innovators sitting
at the same table as equal voices. It’s recognising that the
success of a project is not measured only in output produced,
but in jobs created, ecosystems preserved and futures
secured. At MI26, we’re challenging the industry to embrace
partnerships that are deep, inclusive and transformative.
What lasting impact do you hope Mining Indaba 2026
will have?
I want MI26 to be remembered as the year African mining set
a new course. Where collaboration replaced silos, where youth
voices reshaped the conversation and where technology and
sustainability were not side notes but the headline. If delegates
leave feeling they were part of a turning point – that’s when we
know we’ve succeeded.
Laura Nicholson, Product Director, Mining Indaba
52 | www.opportunityonline.co.za

ENGINE PROTECTION
EQUAL ELM TRADING
Locally manufactured solutions for maximum efficiency.
Equal ELM Trading designs and manufactures engineprotection
systems for diesel engines, offers fleet
management solutions and produces high-precision
components using computer numerical control (CNC)
technology.
Our client base includes OEM mining-equipment suppliers,
fleet owners and the users of construction excavators, dump
trucks, stationary fuel tankers, generators and light-duty vehicles.
We are committed to providing high-quality solutions that
enhance operational efficiency, safety and precision for our clients
across various industries.
OUR VALUE PROPOSTION
At Equal ELM Trading, we provide reliable, innovative and locally
manufactured solutions that help our clients enhance their
operational efficiency, minimise downtime and achieve longterm
cost savings.
Our engine protection systems, vehicle management
technology and component manufacturing are designed to meet
the unique needs of clients in the mining, logistics, construction
and automotive sectors. We pride ourselves on offering 24/7
comprehensive after-sales support 365 days a year, ensuring that
our clients receive the highest level of service throughout the
lifecycle of our products.
By focusing on local production, we reduce lead times and
offer cost-effective alternatives to imported parts, delivering
high-quality, durable solutions that thrive in even the most
challenging environments.
OUR SERVICES
ENGINE PROTECTION SYSTEMS
Our core business is designing and manufacturing engineprotection
systems for diesel engines. These systems are tried and
tested and have been in the industry for more than 30 years. They
are designed to cut off engines before critical engine failures
occur, through constant monitoring of the engine temperature
and oil pressure as well as the coolant level. Expert knowledge of
internal combustion engines and their failures have led to the design
of a range of heat sensors that react to various possible heat-related
BIOGRAPHY
Lozien Jarvis’s bold leap of faith
in acquiring the company she
once worked for in 2018 led to
it being transformed into Equal
ELM Trading and becoming a
champion of local manufacturing
as a proudly South African,
female-owned enterprise with
BBBEE level 1 status. What began
as a bold step grew into a purpose-driven mission to preserve
jobs and retain decades of technical expertise, which was
achieved with the support of the IDC. The long-term vision is to
export into Africa, expansion which will create jobs, empower
communities and contribute to South Africa’s industrial and
economic development.
failures within an engine. Due to the leading technology of its heat
sensors, it is the only engine-protection system that is suitable for
air-cooled diesel engines.
CNC ENGINEERING SERVICES
Our CNC Engineering Division is equipped with cutting-edge
technology and skilled technicians, providing precise and
innovative solutions. Two CNC machines, a lathe and a milling
machine enable us to produce our own components required in our
systems. We do custom machining (high-precision components),
prototyping and production and our experienced team offers design
insights, consultation and support. We employ rigorous quality
control processes to ensure that every component meets exact
specifications and industry standards.
FLEET MANAGEMENT SOLUTIONS
Our Fleet Management Division focuses on optimising the
performance and productivity of vehicle, yellow-metal mining and
machinery fleets. We provide comprehensive services, including
telematics and GPS tracking. Advanced tracking systems allow
for real-time monitoring of vehicles, enhancing route efficiency,
driver accountability and fuel management.
Our engine protection systems (EPS) are revolutionising fleet
management and the Equal Management System (EMS) covers
everything from basic tracking to advanced monitoring. The system
indicates that the EPS has picked up a problem and has cut off
the engine before further damage occurs. Our fleet management
solutions include fuel-level monitoring systems, real-time tracking,
real-time notifications every few seconds, detailed routing and
engine-protection monitoring.
CONTACT DETAILS
Address: Unit 4, Yellowwood@209, No 33 Apex Road, Apex Industrial, Benoni, Gauteng 1540 • Tel: +27 11 908 5690 • Email: sales@equalelm.co.za
Website: www.equalelm.co.za • LinkedIn: https://www.linkedin.com/company/equalelmtrading
www.opportunityonline.co.za | 53

OPTICAL FIBRE
A hub of
excellence in
optical fibre
Yangtze Optics Africa Cable has expanded its
optical-fibre manufacturing facility at the Dube
TradePort in KwaZulu-Natal.
Yangtze Optics Africa Cable (YOA Cable) has solidified
its position as the largest optical-fibre manufacturer
in Africa following a significant expansion investment of
R160-million at its 14 000m² optical-fibre manufacturing
facility, located at the Dube TradePort in KwaZulu-Natal.
The company’s total investment now stands at over
R320-million, marking a significant milestone in local optical-fibre
manufacturing and innovation.
Speaking at a launch event held in March 2025, Pieter
Viljoen, Chief Executive Officer of YOA Cable, said, “Our journey
began with an initial investment of R150-million which helped
to establish a local presence in optical-fibre cable manufacturing
in South Africa. This latest strategic move is set to transform
our operations, significantly increase production capacity
of locally manufactured optical-fibre cable and explore new
opportunities for growth across the Southern African region.”
Viljoen added, “Working with other strategic partners, we
are now able to localise the supply of natural polyethylene. This
is the first locally produced polyethylene product used in the
manufacturing of optical-fibre cable in South Africa in more than
20 years. This is an example of impactful localisation of opticalfibre
supply chain.”
The facility’s expansion directly responds to the growing
demand for high-speed connectivity, fuelled by the rapid digital
transformation across industries, including education, healthcare,
e-commerce and government services. It will be crucial in
supporting Southern Africa’s growing digital economy.
“With the rapid expansion of 5G and AI-driven technologies,
the demand for high-speed connectivity has never been
greater. With this increased scale, YOA Cable will now be at
the forefront of this digital transformation in South Africa,”
Viljoen noted. He further highlighted that this development
will not only enhance scalability but also strengthen the
company’s competitive edge in an increasingly
evolving market. “The growth initiative will enable YOA
Cable to tap into new opportunities beyond South
Africa, including neighbouring countries where it has
previously seen success and further enhance efforts
to contribute towards the country’s skills development efforts in
this highly specialised sector.”
The South African government has welcomed YOA Cable’s
investment in the country’s digital infrastructure. According
to Yunus Hoosen, Head of Invest SA within the Department
of Trade, Industry and Competition (the dtic), “This expansion
marks a pivotal moment in the country’s push towards
achieving digital inclusivity and strengthening local
manufacturing capabilities.”
54 | www.opportunityonline.co.za

OPTICAL FIBRE
Hoosen noted that the South African government views
this investment as an integral part of the country’s broader
digital transformation strategy. The ongoing collaboration
between the private sector and government through initiatives
like this is helping to create a more connected, inclusive and
innovative economy for all South Africans.
Localisation and skills development
Viljoen says, “This is a game-changer for driving manufacturing
localisation in the country. Local optical-fibre cable
manufacturing and expertise will enable direct collaboration
with telecom operators and fibre-network owners to develop
fit-for-purpose products supplied cost-effectively. In turn, this
will be important in expanding broadband access, bridging
the connectivity gaps and particularly in providing connectivity in
remote and rural areas to enable greater economic participation.”
The cable industry in South Africa is a designated sector,
recognised by the dtic as essential for economic growth and
sustainability. As a result, the industry faces direct competition
from international suppliers, particularly where large-scale
manufacturing enables cost advantages.
Viljoen noted that, “As we expand, our goal is not just to
compete locally but to match or exceed the affordability and
efficiency of imported optical-fibre cables to ensure that our
products remain competitive.
“The successful deployment of local optical-fibre infrastructure
depends not only on our expertise but also on skilled professionals
in optical-fibre technology,” Viljoen said.
YOA Cable currently employs 155 people. The expansion is set
to create additional employment with the company set to employ
just over 210 staff in 2025. Approximately 25% of these positions
will be dedicated to learnerships and internships through YOA
Cable’s Learnership and Internship Programme, which directly
supports the Youth Employment Programme.
“Through these internships, we have been able to absorb
young people into different departments within the business,
in both technical and non-technical roles. In turn, we have the
opportunity to upskill, create employment and drive skills
development to create a pool of technical expertise for the
country,” Viljoen concluded.
www.opportunityonline.co.za | 55

INFORMATION TECHNOLOGY
Greg Strydom, TTS Managing Director.
How IT leaders
can achieve
more with less
Greg Strydom, the Managing Director at Think Tank Solutions, explains
how it’s possible to shift from IT management to IT mastery.
IT leaders today are confronted with a paradox. They are
expected to drive business innovation, ensure cybersecurity
resilience and deliver seamless digital solutions – yet
they must achieve all this with shrinking budgets, limited
resources and an overburdened workforce.
The traditional IT model – where a larger budget equals
better outcomes – is no longer sustainable. Instead, the most
effective IT leaders today are redefining success not by how
much they deploy but by how intelligently they operate.
The new IT reality: high expectations, low resources
For years, enterprises have addressed IT challenges by
investing in additional technology, hiring more personnel
and increasing operational complexity. However, this
approach has now reached a tipping point:
• Global IT budgets are tightening yet the demand for digital
transformation is at an all-time high.
• Cybersecurity risks are rising, but IT security teams remain
understaffed and reactive.
• Service expectations have evolved – employees and
customers now anticipate seamless IT experiences – yet
outdated systems hinder response times.
This rigidity is compelling IT leaders to reconsider their
approach. The future of IT is not merely about managing
technology, it is about mastering it through automation, AI
and operational intelligence.
The three shifts that define high-impact IT leadership
ONE: From IT operations to IT intelligence
Most IT departments remain caught in a reactive mode –
extinguishing fires, troubleshooting issues and managing
legacy systems. However, the best IT leaders are transitioning
towards proactive, AI-driven IT intelligence that anticipates
and prevents problems before they arise.
Old IT model: Addressing issues post-incident, resulting in
downtime, inefficiency and frustrated employees.
New IT model: Utilising AI-driven automation to selfdiagnose
and resolve issues before they affect operations.
A leading South African enterprise achieved a 70% reduction
in IT system downtime by implementing automated monitoring
and self-healing technology, enabling IT teams to concentrate
on strategic initiatives instead of continual troubleshooting.
The lesson: IT leaders who depend on reactive models will
perpetually be catching up. Adopting predictive automation
will transform IT from a cost centre into a strategic advantage.
TWO: From security as a barrier to security as an enabler
In many organisations, security is viewed as a necessary but
restrictive function. Security protocols slow down operations,
create frustration for employees and lead to resistance against
compliance measures. However, in the modern IT landscape,
security cannot be an afterthought, it must be the foundation
of business agility.
Old IT model: Security measures that hinder productivity
and frustrate employees.
New IT model: AI-driven security frameworks that integrate
seamlessly into workflows while enhancing protection.
Companies implementing AI-driven threat detection
witnessed a 40% reduction in cybersecurity risks, enabling
faster, more secure digital transformation.
The lesson: Security should no longer be considered a
gatekeeper. It should act as a business enabler that accelerates
digital adoption rather than hinders it.
THREE: From IT support to IT empowerment
Traditional IT service models depend on slow, ticket-based
systems that require employees to wait for resolutions.
56 | www.opportunityonline.co.za

INFORMATION TECHNOLOGY
The IT universe is changing fast.
However, in a world where employees expect instant access
to IT solutions, the most effective IT leaders are transitioning
to self-service models driven by AI and automation.
Old IT model: Centralised IT support, overwhelmed service
desks and prolonged resolution times.
New IT model: Decentralised, AI-powered service platforms
that allow employees to resolve IT issues immediately.
One organisation enhanced IT response times by 90% and
boosted employee satisfaction by 87% by implementing a
seamless, automated IT support system.
The lesson: IT leaders who persist with manual ticketing
systems will lag. Those who empower self-service IT will foster
more agile, empowered workplaces.
The future of IT leadership: smarter, not harder
The old IT mindset was about keeping systems running. The
new IT mindset is about enabling business innovation.
High-impact IT leaders will not be defined by the size of
their budgets or teams but by their ability to:
• Automate intelligently, removing manual processes and
unnecessary complexity.
• Secure proactively, embedding security into the core of
digital operations.
• Empower employees, shifting IT from a support function to a
business accelerator.
At Think Tank Solutions, we help IT leaders seamlessly
transition by equipping them with the tools, insights and
technology needed to drive smarter IT strategies.
The question isn’t whether IT will evolve, it’s whether IT
leaders will embrace the shift or be left behind.
For more insights on the future of IT leadership, visit
www.thinktanks.co.za
ABOUT THINK TANK SOFTWARE SOLUTIONS
Think Tank Software Solutions (TTSS) is a leading
provider of enterprise-software solutions that has
been providing solutions since 2010. Specialising in
Ivanti products, Think Tank Software Solutions helps
businesses automate IT operations, enhance digital
experiences and improve business outcomes. With a
focus on tailored, strategic guidance and end-to-end
support, TTSS collaborates with clients to create custom
solutions that align with their goals. As South Africa’s
only Ivanti Premier Partner, TTSS offers exclusive
expertise and industry-leading solutions that empower
businesses to stay competitive and efficient in an
evolving digital landscape.
PHOTO: Alex Kotliarskyi on Unsplash

TELECOMMUNICATIONS
Delivering highly
specialised, high-quality solutions
Letsema Telecomms has an unwavering commitment to delivering reliable, high-quality telecommunications
solutions, says CEO Norica Thamae.
How does the name of your company reflect its values?
The SeSotho word “Letsema” signifies a group of people working
together towards a shared goal, which embodies the company’s core
values of collaboration, unity and collective effort. These principles
shape every aspect of Letsema’s work, from project execution to client
partnerships, and drive the company’s unwavering commitment to
delivering reliable, high-quality telecommunications solutions.
What is your core service offering?
We offer comprehensive telecommunications solutions, delivered
across the full value chain. This includes: design, construction and
maintenance of fibre-optic networks (FTTH, OSP, Powerline); fibrelink
commissioning (CD and PMD); supply of fibre-optic cable and
accessories; consultancy (telecommunication policy and regulatory
framework); training (OSP and Powerline Fibre Optic Installation);
design and commissioning of FO networks.
What sets Letsema apart from competitors?
With over 20 years of experience in the telecommunications industry,
we bring both expertise and a deep understanding of client needs.
While we serve the broader sector, our core specialisation lies in
infrastructure – with a dedicated focus on fibre networks. This niche
positioning differentiates us in the market, allowing us to deliver highly
specialised, high-quality solutions.
Furthermore, our strong foundation of capacity, combined with
effective resource planning, allows us to execute projects efficiently
and reliably. Our track record speaks for itself; the lasting relationships
we have built with clients demonstrate the trust and confidence
placed in us. This combination of experience, niche expertise and
trusted service delivery sets us apart.
How did you get into telecommunications?
My entry into the telecommunications industry began when I joined
Letsema Telecomms as a Finance Administrator while pursuing my
BCom degree in Strategic Management. This role provided me with
valuable exposure to the inner workings of the business, the wider
industry and encouraged my growth, exploration and practical
engagements. I was able to merge academic grounding with hands-on
experience to contribute meaningfully. My eagerness to learn,
together with the company’s supportive environment, propelled me
beyond my initial role and ultimately to my current position as CEO.
Have you faced obstacles in your career as a woman?
As a new entrant in the telecommunications industry, I have not
Biography
Norica Thamae is a
telecommunications
professional specialising in strategic
management, operational efficiency
and digital transformation. As an
emerging leader in the sector, she
integrates business acumen with a
strong focus on service delivery and
innovation. Currently enhancing
her expertise through an MBA at
Johannesburg Business School, she
applies a structured, results-driven
approach to both projects and
client engagements.
Norica Thamae, CEO of
Letsema Telecomms.
personally encountered major obstacles in my role as a female leader.
However, I have observed that women are overlooked in the actual
execution of technical work – for example, tasks such as climbing
pylons to repair defects. This perception stems from the long-standing
association of infrastructure builds with physical manpower, which
often directs such opportunities and conversations towards male
counterparts.
The best advice I have received in navigating these dynamics is
to focus on capability, innovation and problem-solving rather than
being constrained by traditional perceptions. These insights have
encouraged me to think critically about how female employees can
be better integrated into technical roles, and I am encouraged that our
company is actively exploring innovative solutions to bridge this gap.
This gives me confidence that, as the industry evolves and embraces
inclusivity, greater opportunities will emerge, and new heights will
be achieved.
Are there opportunities to be had in the South African
telecommunications space?
The telecommunications industry presents numerous opportunities,
particularly in the areas of policy and regulation that support a prodigital
era. These opportunities extend beyond South Africa and into
the broader African market, where digital transformation continues
to accelerate. In addition, there is consistent demand for the
maintenance and repair of existing telecommunications infrastructure,
as well as the development of new infrastructure builds to meet
growing connectivity needs. While challenges remain, the South
African market has proven resilient and continues to innovate practical
solutions to overcome them.
58 | www.opportunityonline.co.za

TELECOMMUNICATIONS
Letsema Telecomms
Letsema Telecomms is committed to innovation, reliability and excellence in telecommunications.
ABOUT LETSEMA TELECOMMS
Founded in 2003, Letsema Telecomms is a South African, black-owned
and empowered telecommunications and power-engineering company
(B-BBEE Level 1). We deliver end-to-end fibre-optic solutions, including
planning, installation, commissioning, maintenance, consultancy and
after-sales support for security and telecommunications networks. As
FOA-approved fibre-optic contractors, we operate nationwide across
powerline and underground infrastructure. Our dedication to innovation,
reliability and safety has earned us a strong reputation as a trusted
industry leader. We are equally committed to social impact (corporate
social responsibility), supporting organisations in and around our
community and investing in local development.
FOUNDED ON PASSION
Letsema Telecomms has built a strong reputation through collaborations
with leading organisations such as Telkom SA, NEPA and Eskom SA. As
experts in the telecommunications field, Letsema Telecomms is driven by
quality, speed and efficiency – ensuring that all projects are completed
seamlessly from start to finish. The company remains committed to
delivering the highest standard of service and consistently upholds a
"Standard of Excellence" to meet the needs of its valued clients.
OUR VISION
Letsema Telecomms envisions becoming the preeminent leader in the
construction and maintenance of fibre-optic networks and renewable
power infrastructure. The company strives to uphold its reputation
as an employer of choice and a sustainable empowerment leader,
while delivering the exceptional service that clients have come to
expect. Letsema Telecomms remains firmly committed to progress
and innovation.
OUR MISSION
Letsema Telecomms’ mission is to provide reliable products and
consistently high-quality service delivery that adds value for all
stakeholders. The company offers innovative, cost-effective and rapid
solutions through a full turnkey approach.
OUR VALUES
Letsema Telecomms is driven by a passion for delivering value to its
clients. The company is committed to continuous learning, constantly
enhancing and expanding its knowledge base. Team members,
clients, partners and suppliers are treated with mutual respect and
sensitivity with a strong appreciation for the importance of diversity.
Letsema Telecomms upholds the highest level of integrity in every
aspect of its operations and strives for excellence in quality and
performance across all areas of the business.
OUR SERVICES
• Design, construct and maintain fibre-optic networks (FTTH, OSP,
Powerline), fibre-link commissioning (CD and PMD)
• Design, construct and maintain copper networks
• Design, construct and maintain tele-control systems
• Design, construct and maintain security and surveillance systems
• Design, construct and maintain renewable-power systems
• Supply of fibre-optic cable and accessories. Mechanical testing of
fibre-optics cable
• Consultancy (telecommunication policy and regulatory framework)
• Training (OSP and Powerline fibre-optic installation, design of FO
networks, splicing and testing of FO networks, commissioning of
FO networks, report preparation and handover of FO networks)
GOING GREEN
As global sustainability and the preservation of the planet become
increasingly important, Letsema Telecomms embraces its role as a
community leader by implementing recycling systems, utilising solar
and eco-friendly products and promoting greenhouse vegetation.
CONTACT DETAILS
Address: 101 Fourth Avenue,
Walkerville, Johannesburg
Tel: +27 11 949 4016
Email: info@letsematelecomms.co.za
Website: www.letsematelecomms.co.za
www.opportunityonline.co.za | 59

G20 SUMMIT
B20 South Africa delivers
recommendations to G20 Summit
The Global Business Forum for G20: B20 South Africa brought together business representatives from the G20
countries, selected invited countries and international organisations, marking the first time the B20 has been
hosted on African soil, in anticipation South Africa’s November 2025 hosting of the G20 Summit.
In September, B20 South Africa formally handed over 30
recommendations to the G20 Presidency, marking a transformative
moment for the continent and a significant development in global
economic cooperation. The handover preceded South Africa’s
hosting of the G20 Summit this November, positioning the country
at the centre of international dialogue on inclusive growth and
sustainable development.
Cas Coovadia, B20 South Africa Sherpa, described the handover as
“a turning point for Africa and the Global South”, emphasising that the
recommendations are evidence-based, backed by key performance
indicators and ready for implementation.
The proposals, developed across eight task forces, are structured
around five strategic themes and three enabling mechanisms. These
include capital access for infrastructure investment and industry,
food security through enhanced agricultural value chains, climateresponsive
economic systems, digital and skills transformation and
industrialisation via Africa’s critical minerals. Supporting mechanisms
focus on business resilience, public-private investment partnerships
and the empowerment of women and small businesses.
Representing the G20 Presidency, South African Minister of
International Relations and Cooperation Mr Ronald Lamola said the
recommendations reflect that Africa can be a leading voice in the
world in energy, agriculture, digital innovation and industrialisation.
“They are not just African priorities, they are global imperatives and
can be achieved only if we all meaningfully pursue solidarity, equality
and sustainability,” he said. “There is a need to challenge narrow,
extractive and self-interest driven economics. We should all strive
for inclusive growth.”
The B20 South Africa calls on the global business community to
take the lead in the advocacy phase. Coovadia urged the private sector
to present financing models, data and demonstration projects that
can bring the proposals to life, stressing that integrity, transparency
and strong governance are essential.
“Sherpas” are
representatives
from each country
who oversee
negotiations and
discuss the points
that form the
summit’s agenda
and coordinate
most of the work.
This is the first time the B20 has been hosted on African soil,
following recent presidencies in Indonesia, India and Brazil. The
theme, “Inclusive Growth and Prosperity through Global Cooperation,”
underscores South Africa's commitment to shaping a connected and
more equitable global economy. The B20 South Africa has also set a
benchmark for gender equity, with 50% women representation in
key leadership roles.
In the lead-up to the G20 Summit, B20 South Africa engaged
governments, multilateral institutions and business leaders to build
momentum around the recommendations. The objective was to
ensure the proposals were not only acknowledged but acted upon.
Minister Lamola extended the G20 Presidency’s congratulations
to the B20 South Africa for reaching this important milestone,
acknowledging the team for their dedication and vision. He also
expressed the Presidency’s gratitude to the host, Business Unity SA
(Busa), B20 South Africa Sherpa, Cas Coovadia, the Task Force leaders,
their teams and the sponsors who believed in the transformative
power of an African-led B20. “The success of B20 South Africa is a
testament to what collaboration, commitment and shared purpose
can accomplish,” he said.
“This is Africa’s global moment,” Coovadia said. “We invite the
world to engage with these recommendations, collaborate with us
and join us in leading change.”
For access to the policy recommendations, visit https://www.
b20southafrica.org/final-task-force-papers/
Working groups gathered all over South Africa in preparation for
the G20 Summit. The Labour and Employment Ministers Meeting
(LEMM) was held in George.
60 | www.opportunityonline.co.za
MORE ABOUT B20 SOUTH AFRICA:
• The Global Business Forum for G20: B20 South Africa brings
together business representatives from the G20 countries.
• The B20 Task Forces are the strategic engine of B20 South Africa,
responsible for developing business-driven, actionable policy
recommendations to be presented to the G20. Each Task Force is
comprised of global business leaders, entrepreneurs, academics
and civil society representatives, collectively committed to
advancing inclusive growth and sustainable development.
PHOTO: DIRCO/Flickr

2025
OPPORTUNITY EDUCATION GUIDE

2025 EDUCATION GUIDE – Introduction
South African tertiary education
A differentiated and fully-inclusive post-school system that allows South Africans to access
relevant post-school education and training is the goal of the country’s educational administrators
and policy-makers.
The tertiary education sector in South Africa is a dynamic
landscape in which huge changes have occurred since
the dawn of democracy in 1994.
Massive achievements in terms of rolling out basic
education at schools have been matched by an explosion in
numbers of young South Africans gaining access to tertiary
education. Finding the funding for this admirable accomplishment
has been difficult and the National Student Financial Aid Scheme
(NSFAS), set up in the early 2000s to support students at tertiary
institutions, has struggled to keep up.
The Department of Basic Education (DBE) is responsible for
schools in South Africa and for bodies such as the South African
Council for Educators (SACE) and Umalusi Council for Quality
Assurance in General and Further Education and Training. In
2024 there were 24 850 schools in South Africa, of which 22 381
were public schools and 2 469 were independent (DBE).
The Department of Higher Education and Training (DHET) is
responsible for the post-school education and training sector
and consequently has many institutions which report to it:
• Since 1998, South Africa has had Sector Education and
Training Authorities (SETAs). These vocational-skills-training
organisations were established by an act of parliament
and there are currently 21 of them, including those which
oversee banking (BANKSETA), chemical industries (CHIETA),
construction (CETA) and energy and water (EWSETA). SETAs
create and manage internships learnerships, internships,
Sol Plaatje University, Kimberley.
PAGE 62

2025 EDUCATION GUIDE – Introduction
University of Mpumalanga, Mbombela.
short-course skills programmes and apprenticeships.
Registered employers with an annual payroll above a certain
threshold must pay the Skills Development Levy, which is
collected by SARS and funds SETAs. The levy is calculated at
1% of the total payroll. Employers must submit a Workplace
Skills Plan to the relevant SETA. SETAs are well placed to act
as the linking factor between tertiary institutions and private
companies or to ensure collaboration between NGOs and
industry. Every industry is covered by the SETA network.
This occurs within a National Skills Development Strategy.
Some SETAs are also engaged in proactive programmes, such
as the Chemical Industries Education and Training Authority
(CHIETA), which has begun to roll out SMART Skills Centres.
The initial focus is on rural areas as a key goal is to bridge the
digital divide between country areas and cities. The model
involves partnerships, for example with the South African
Forest Company Limited (SAFCOL) in Mpumalanga, where
forestry is a vital sector.
• 50 TVET colleges (on 364 campuses) which offer vocational,
occupational and skills training. Qualifications include the
National Certificate (Vocational), NATED / Report 191, NQF
Full Time and Learnerships. Short courses are also available
at TVET colleges.
A key element of TVET colleges is to deliver relevant priority
skills to South Africa's labour market, with an emphasis on
partnerships with other tertiary institutions and the private
sector. To boost skills training and to increase the number
of artisans in the country, the DHET introduced Centres of
Specialisation at Technical Vocational Education and Training
(TVET) colleges around the country. They aim to produce
a skilled and capable workforce, increased availability of
intermediate-level technical skills and increased delivery of
qualified artisans in priority trades.
The National Skills Authority directly funds bursaries, helps
fund infrastructure at training institutions such as TVET colleges
and also supports training programmes and research initiatives.
PAGE 63

2025 EDUCATION GUIDE – Introduction
Private tertiary sector
Three large companies are listed on the JSE. Curro has grown
rapidly since its establishment in 1988 and continues to operate
purely within the primary and secondary school market. A
number of acquisitions has seen the Curro offshoot Stadio
expand its presence in the tertiary and online education sector.
AdvTech is a seasoned participant with several divisions.
Stadio has more than 50 000 students across three institutions
(December 2024). Milpark Education is the online offering, AFDA
offers accredited degrees and higher certificates in film,
performance, entertainment, business and technology while
Stadio Higher Education is the result of the merger of Southern
Business School, Embury Institute for Higher Education, LISOF
and Prestige Academy. Stadio’s revenue for 2024 was R1.6-billion.
AdvTech runs four divisions, which garnered income in
2024 of R8.5-billion. Apart from Schools, AdvTech International
and a Resourcing Division, the Tertiary Division is large and
diverse. Within the Tertiary Division, the Independent Institute
of Education (IIE) has a total of 25 sites registered with the
DHET, of which Rosebank College and Varsity College are the
most widespread brands. In addition, AdvTech has three non-IIE
brands, including a catering school, which has seven campuses.
Nelson Mandela University is an example
of a comprehensive university.
• 26 universities, of which 11 are traditional universities
(academic in focus, degrees are awarded), nine are universities
of technology (vocational emphasis, diplomas and certificates
are awarded), six are comprehensive universities which offer
a combination of both types of qualification and can confer
degrees and diplomas.
With the establishment of Sol Plaatje University in the Northern
Cape and the University of Mpumalanga, every South African
province now has a university. The Sefako Makgatho Health
Sciences University in 2014 became the country’s most recently
certified university, having previously been a campus of the
University of Limpopo.
• Other bodies such as Council on Higher Education (CHE),
National Skills Fund (NSF), National Student Financial Aid
Scheme (NSFAS), Quality Council for Trades and Occupations
(QCTO) and the South African Qualifications Authority (SAQA).
Other entities
Other state agencies such as the Council for Scientific and
Industrial Research (CSIR) play a key role in educational
initiatives of all sorts. For example, it has established a Learning
Factory to support companies in training staff in relevant and
up-to-date skills. The training is offered free and via a variety
of methods: online, virtual, hybrid and practical training on
the CSIR campus in Pretoria. Among the subjects covered are
the Internet of Things, Digital Lifestyle Management, Additive
Manufacturing and Big Data Analytics.
All of South Africa’s larger companies engage in training.
As noted above, any sizeable operation is required to have a
Workplace Skills Plan but many do much more, running their own
academies relevant to the skills required for their operations.
There are a large number of private initiatives catering to
specific markets, for example, the Southern African Wildlife
College located near to the Kruger National Park and
Skipper Training SA which operates out of the V&A Waterfront,
Cape Town.
Most South African universities have business schools.
The South African Business Schools Association (SABSA) has
23 members.
PAGE 6 4

SOL PLAATJE UNIVERSITY: A BEACON OF GLOBAL EDUCATION AND
SOCIAL SOL PLAATJE IMPACT - UNIVERSITY: CHANGING LIVES A BEACON AND ENABLING OF GLOBAL BRIGHTER EDUCATION FUTURES AND
SOCIAL SOL PLAATJE IMPACT - UNIVERSITY: CHANGING LIVES A BEACON AND ENABLING OF GLOBAL BRIGHTER EDUCATION FUTURES AND
SOCIAL IMPACT - CHANGING LIVES AND ENABLING BRIGHTER FUTURES
In the heart of South Africa, located in Kimberley, Sol Plaatje University
(SPU) is rapidly emerging as a dynamic beacon for global education
In and the social heart justice. of South A Africa, young located university in Kimberley, that isn’t just Sol Plaatje about educating University
students; (SPU)
In the heart
we’re is rapidly
of
actively emerging
South
shaping as
Africa, located
the a next dynamic
in
generation beacon
Kimberley,
of
Sol
leaders, for global
Plaatje
innovators, education
University
and and
(SPU)
changemakers social justice.
is rapidly
deepening A young
emerging
our university
as a
footprint that
dynamic
on
beacon
the isn’t African just about
for global
continent educating
education
and
beyond. students; we’re actively shaping the next generation of leaders, innovators,
and social justice. A young university that isn’t just about educating
and changemakers deepening our footprint on the African continent and
students; we’re actively shaping the next generation of leaders, innovators,
Strategically beyond.
and changemakers located deepening within the Southern our footprint African on Development the African continent Community and
(SADC) beyond. and adjacent to international borders, SPU is a niche institution
with Strategically ambitious located global aspirations. within the Southern We’re projected African Development to grow to an Community estimated
10,000 (SADC)
Strategically
students and adjacent
located
by 2028 to international
within
yet
the
maintain borders,
Southern
a
African
focused SPU
Development
approach is a niche that institution
Community
ensures
a with
(SADC)
deeply ambitious
and
enriching global
adjacent
and aspirations.
to
personalized We’re
international
educational projected
borders, SPU
experience to grow to an estimated
is a niche
that
institution
offers
students 10,000 students by 2028 yet maintain a focused approach that ensures
with ambitious
a rare blend
global
of
aspirations.
intimate learning
We’re projected
and vision
to grow
encapsulated
to an estimated
in the
theme a deeply enriching and personalized educational experience that offers
10,000
“Changing
students
Lives
by 2028
and Enabling
yet maintain
Brighter
a focused
Futures”.
approach that ensures
students a rare blend of intimate learning and vision encapsulated in the
a deeply enriching and personalized educational experience that offers
Our theme “Changing Lives and Enabling Brighter Futures”.
students mission a rare is blend clear; of intimate to cultivate learning graduates and vision who encapsulated are not in only the
academically theme “Changing proficient Lives and but Enabling also socially Brighter conscious, Futures”. environmentally
responsible, Our mission economically is clear; to enabled, cultivate technologically graduates who empowered, are not and only
entrepreneurially academically proficient but also socially conscious, environmentally
Our mission is capacitated. clear; to cultivate We believe graduates in a holistic who education are not that only
prepares responsible, economically enabled, technologically empowered, and
academically students proficient to lead and but innovate also socially in Africa’s conscious, evolving environmentally
landscape and
contribute entrepreneurially capacitated. We believe in a holistic education that
responsible, meaningfully economically a global enabled, scaletechnologically empowered, and
prepares students to lead and innovate in Africa’s evolving landscape and
entrepreneurially capacitated. We believe in a holistic education that
contribute meaningfully on a global scale
prepares students to lead and innovate in Africa’s evolving landscape and
Our contribute Strategic meaningfully Pillars on a global for scale Global Impact
Our Strategic Pillars for Global Impact
Our Strategic Pillars for Global Impact
As SPU embarks on its exciting new strategic cycle for the period 2025
-2029, our commitment to excellence is more resolute than ever. Our robust
strategic As SPU embarks pillars are on seamlessly its exciting new translated strategic into cycle operational for the period strategies 2025
aligned -2029, our
As SPU with commitment
embarks South Africa’s to excellence
on its exciting national new internationalisation is more resolute than
strategic cycle for policy ever.
the designed Our robust
period 2025 to
build strategic
-2029, a future-oriented pillars are seamlessly
our commitment institution to excellence that translated
is enhance into
more resolute performance operational
than ever. and strategies
Our ensures robust
long-term aligned with South Africa’s national internationalisation policy designed to
strategic sustainability.
pillars are seamlessly translated into operational strategies
build a future-oriented institution that enhance performance and ensures
• aligned with South Africa’s national internationalisation policy designed to
long-term Research, sustainability. Innovation, and Postgraduate Excellence: We are
build pushing a future-oriented the boundaries institution of knowledge that enhance with groundbreaking performance and research ensures
long-term • and Research, nurturing sustainability. Innovation, the next generation and Postgraduate of academic Excellence: and professional We are
pushing the boundaries of knowledge with groundbreaking research
• leaders. Research, Our Innovation, focus is on and developing Postgraduate African Excellence: solutions to We global are
challenges, and nurturing the next generation of academic and professional
pushing the providing boundaries a fertile of knowledge ground for with postgraduate groundbreaking studies. research
leaders. Our focus is on developing African solutions to global
and nurturing the next generation of academic and professional
challenges, providing a fertile ground for postgraduate studies.
leaders. Our focus is on developing African solutions to global
Join us in shaping a brighter future for Africa and beyond.
challenges, providing a fertile ground for postgraduate studies.
Join us in shaping a brighter future for Africa and beyond.
Join us in shaping a brighter future for Africa and beyond.
www.spu.ac.za | +27 53 491 0000
www.spu.ac.za | +27 53 491 0000
www.spu.ac.za | +27 53 491 0000
@sol_plaatje_university
• Academic Quality and Growth: Our focus is on meticulous academic
planning, strategic student enrolment growth, and an unwavering
• commitment Academic Quality to quality and Growth: management Our focus across is on all meticulous faculties, academic ensuring
•
a planning,
Academic
world-class strategic
Quality
educational student
and Growth:
standard enrolment
Our focus
and growth,
is
a
on
prudent and an
meticulous
approach unwavering
academic
attracting commitment
planning, strategic
international to quality management
student
students
enrolment
for across a
growth,
more all diversified faculties, ensuring
and an unwavering
student
population. a world-class educational standard and a prudent approach in
commitment to quality management across all faculties, ensuring
attracting international students for a more diversified student
• Community a world-class educational standard and a prudent approach in
population. Engagement Student-Centricity: We believe
in attracting education international that serves students society. SPU for a actively more diversified engages with student its
• surrounding population. Community communities, Engagement fostering and Student-Centricity: impactful partnerships, We believe and
•
placing education
Community
the student that serves
Engagement
experience society.
and
at
Student-Centricity:
the SPU heart actively of everything engages
We
we with
believe
do its –
providing surrounding
in education
real-world communities,
that serves
context fostering
society.
and invaluable impactful
SPU actively
hands-on partnerships,
engages
experience and
with its
while placing
surrounding
monitoring the student
communities,
international experience
fostering
reputation the heart
impactful
and of rankings everything
partnerships,
over we time. do –
and
providing real-world context and invaluable hands-on experience
• A placing the student experience at the heart of everything we do –
while Technologically monitoring international Advanced reputation Environment: and rankings Embracing over time. the
future, providing SPU real-world is committed context to providing and invaluable a cutting-edge hands-on technological experience
• environment while A Technologically monitoring that empowers international Advanced learning, reputation Environment: research, and rankings and Embracing administrative
over time. the
•
efficiency, future, SPU
A Technologically
equipping is committed graduates to providing
Advanced
with
Environment:
vital a cutting-edge 21st-century technological
Embracing
skills and
the
developing environment
future, SPU strategic that empowers
is committed partnerships learning, research, and administrative
to providing and a cutting-edge networks technological for virtual
collaborative efficiency, equipping graduates with vital 21st-century skills and
environment experiences that empowers across learning, geographical research, barriers and administrative
and reach a
global developing strategic partnerships and research networks for virtual
efficiency, audience. equipping graduates with vital 21st-century skills and
collaborative experiences across geographical barriers and reach a
• Sustainability developing strategic partnerships and research networks for virtual
global audience. and Operational Excellence: We are building
a collaborative financially experiences sustainable across institution, geographical driven barriers by and operational reach a
• effectiveness, global Sustainability audience. empowered and Operational human capital, Excellence: and a supportive, We are enabling building
a financially sustainable institution, driven by operational
• institutional Sustainability culture, and guaranteeing Operational a stable Excellence: and progressive We are learning building
environment effectiveness, empowered human capital, and a supportive, enabling
a financially and sustainable at the same institution, time redress driven historical by operational disparities
and institutional culture, guaranteeing a stable and progressive learning
effectiveness, implementation empowered of Broad human Based capital, Black and Economic a supportive, Empowerment enabling
imperatives environment and at the same time redress historical disparities
institutional within culture, South guaranteeing Africa. a stable and progressive learning
and implementation of Broad Based Black Economic Empowerment
environment and at the same time redress historical disparities
Through
imperatives within South Africa.
and our implementation purposeful internationalisation of Broad Based Black strategy, Economic SPU envisions Empowerment itself
as a research-driven imperatives within institution South Africa. equipped with cutting-edge infrastructure
and Through a dynamic our purposeful and diverse internationalisation academic community. strategy, SPU envisions itself
as a research-driven institution equipped with cutting-edge infrastructure
We Through our purposeful internationalisation strategy, SPU envisions itself
and offer a dynamic a truly and unique diverse and academic transformative community. educational experience where
potential as a research-driven is unleashed, institution perspectives equipped broadened, with cutting-edge and impact amplified. infrastructure
and We offer a dynamic a truly and unique diverse and academic transformative community. educational experience where
potential is unleashed, perspectives broadened, and impact amplified.
We offer a truly unique and transformative educational experience where
potential is unleashed, perspectives broadened, and impact amplified.

2025 EDUCATION GUIDE
Advancing economic
development, employment
and entrepreneurship through innovative
and progressive approaches
The Technological Higher Education Network South Africa (THENSA) is a catalyst consortium
that supports member institutions through technology-focused teaching and learning, applied
research, innovation and entrepreneurial ecosystems enabling societal transformation.
Under the supervision of the THENSA Board and the CEO,
Professor Henk de Jager, THENSA’s critical focus is on
advancing economic development, employment and
entrepreneurship through innovative and progressive
approaches that address both economic and social transformation.
“Through our educational and entrepreneurship programmes
aimed at bridging the gap between academia and industries,
we aim to ensure that the qualifications, skills, research and
innovation emerging from our member institutions are not only
relevant and impactful but also globally competitive. By aligning
education with real-world needs, we prepare our graduates to
lead change and drive sustainable growth across South Africa,
Africa and the world,” says Prof De Jager.
Through strategic partnerships with government, business,
industry and higher education institutions both locally and
internationally, such as the Department of
Science, Technology and Innovation (DSTI),
the European Commission’s Education and
Culture Executive Agency under the
Erasmus+Programme and the Irish Embassy
in South Africa, THENSA works to ensure that
African higher education contributes directly
to building a vibrant and sustainable economy.
The consortium recognises that in a rapidly
evolving global landscape, higher education
must not only keep pace with change but also
drive it through thought leadership, innovation
and practical solutions.
The aim of THENSA is to strengthen and
enhance member universities to meet the
demands of the future global workforce.
THENSA continues to play an active role in
Professor Henk de
Jager, THENSA CEO
skills enhancement required for the future World of Work
through highly employable and entrepreneurial graduates
and creativity and innovation for the public good, who can
serve the needs of the people of South Africa and our continent,
thereby catalysing the transformation of technologicalfocused
higher education that promotes economic, social
and environmental sustainability.
THENSA, in collaboration with its national and international
partners, developed and successfully implemented a range of
capacity-building programmes and interventions, benefiting
not only THENSA’s member universities but also other public
universities in South Africa and Africa. Each project is designed
with a dual purpose: to address current challenges directly
and to anticipate the future needs of society, ensuring that
graduates are equipped with the skills and mindset necessary
to excel in a complex world.
Supporting the core mission
Working within a five-year timeframe, THENSA
intends to enhance capacity development
programmes in research, entrepreneurship,
technology transfer and commercialisation to
grow the innovation ecosystem of member
universities. Other goals include upskilling and
reskilling of member university staff so that
they can effectively utilise and contribute to the
enhanced innovation ecosystem and enhancing
participatory action research.
Partner with THENSA for mutual benefit,
creating a positive impact, and bringing
about change.
Website: www.thensa.co.za
PAGE 66

empower

2025 EDUCATION GUIDE – Coding and robotics
Code for the future
It’s time to reimagine South Africa’s education
through coding and robotics, writes Felix Spies.
In a world increasingly shaped by rapid technological change,
embedding Coding and Robotics into South Africa’s national
curriculum is not just educational reform – it’s a strategic
necessity. As digital transformation surges across economies,
the skills required to thrive are shifting dramatically. The World
Economic Forum’s Future of Jobs Report 2023 projects that by
2027, nearly half of workers’ core skills will have changed, with
analytical thinking, creativity and technological literacy leading
the list. For South Africa – tackling persistent socio-economic
challenges and youth unemployment – the integration of digital
skills into basic education is urgent and transformative.
A necessary disruption
Despite progress since apartheid, South Africa’s education
system continues to struggle. Research from the 2030 Reading
Panel reveals that around 80% of Grade 3 learners cannot
read for meaning. This learning deficit is mirrored in Grade
4 assessments, with approximately 78% to 80% failing to
comprehend grade-appropriate text. These stark statistics
illustrate how foundational failures in literacy and numeracy
limit learners’ ability to benefit from later curricular innovations
– including digital education.
The World Bank emphasises that quality early-grade learning
can drive inclusive growth. But resources remain constrained:
basic education budgets have declined in real terms, even as
enrolment is predicted to rise by 1.2-million learners by 2030.
This complex landscape makes every initiative – from literacy to
tech fluency – both essential and challenging.
In response, the Department of Basic Education (DBE)
launched a pilot for Coding and Robotics, aimed to be fully
implemented by 2028. Endorsed by Umalusi, the curriculum
progressively introduces computational thinking, programming,
artificial intelligence and robotics – from basic sequencing in
Grade R to algorithmic logic in higher grades.
The government’s vision is clear: instead of passive users,
learners must become digital creators – problem solvers
capable of shaping technological solutions for local and
global challenges. The DBE believes the new subject will equip
students with critical thinking, collaboration, digital proficiency
and the ability to use ICT tools effectively.
Yet adoption remains uneven.
While urban schools may quickly
integrate coding labs, rural and
township contexts often lack
reliable power, Internet, devices
and educator expertise. To close this
divide, the DBE has trained provincial
and district subject advisors, working
with higher-education partners to
build teacher capacity. Partnerships
between private companies, teacher
unions and civil society groups
are needed to support and bolster
infrastructure, training and access.
PAGE 68
PHOTOS: Siyafunda

2025 EDUCATION GUIDE – Coding and robotics
Nevertheless, systemic inequity persists. Nearly 40% of South
African teachers will retire by 2030, raising concerns about
continuity and quality. And although most learners attend school,
educational outcomes remain low, highlighting that mere access
is insufficient without quality and relevance.
The revised approach: literacy before coding?
In 2025, the Department of Basic Education confirmed a shift
in priority. According to its updated Annual Performance
Plan, Coding and Robotics will not become mandatory in the
near future. Instead, emphasis will be placed on improving
foundational literacy and numeracy outcomes in Grades R to
3 – seen as prerequisites for successful engagement with STEM
subjects, including Coding and Robotics.
This policy shift highlights a critical tension: how can South
Africa integrate both foundational and digital skills when
resources are scarce and the challenges so complex?
Digital-skills education has economic significance, particularly
in a nation with unemployment hovering above 30% and youth
unemployment around 60%. Coding and Robotics education not
only readies learners for digital roles but fuels entrepreneurship.
Coding bootcamp graduates and STEM entrepreneurs are
already launching businesses and participating in the fourth
industrial revolution.
While the DBE’s phased approach reflects practical constraints,
the need to simultaneously build digital readiness has spurred
innovation elsewhere. Non-profit organisations, edtech startups
and mobile-learning labs are experimenting with low-cost,
scalable models to bring Coding and Robotics to underserved
communities. Such programmes also foster critical links between
education and employment. Graduates of these community-led
initiatives often go on to participate in global coding bootcamps,
freelance in digital services or enter vocational IT pathways
– showing that with the right support, learners from all
backgrounds can thrive in the digital age.
Balancing priorities: integration, not competition
This dual strategy – strengthening foundational skills
while introducing age-appropriate digital concepts – requires
careful alignment.
To meet both priorities, a cohesive strategy must align teacher
development, curriculum content, infrastructure deployment
and career pathways. Education stakeholders have called for
a national implementation plan with a clear timeline, funded
benchmarks and shared accountability. Without this, the current
risk is that Coding and Robotics becomes a privilege of the few,
rather than a universal platform for growth.
Equally important is investing in data-driven evaluation.
Regular monitoring of foundational learning outcomes and
digital competency can help adjust policies in real time and
identify models worth scaling. South Africa’s education system
cannot afford to rely on intent alone; it must follow through with
agile, inclusive execution.
South Africa’s decision to include Coding and Robotics in
its curriculum is a bold investment in human capital. But its
implementation must evolve to reflect fiscal and foundational
realities. There is wisdom in prioritising literacy and numeracy,
without which digital learning may fail to take root. But there is
also risk in delay.
South Africa does not face a binary choice. The challenge is
integration, not competition. With vision, commitment and
collaboration, South Africa can empower its youth to become
active participants in the global digital economy.
PAGE 69

2025 EDUCATION GUIDE
Investing in potential
Bridging the gap: Siyafunda Education Foundation’s
commitment to STEM access in rural South Africa.
education and giving back to his community exemplifies SEF’s
belief: invest in one learner, and you begin to shift generations.
Access to quality STEM (Science, Technology, Engineering
and Mathematics) education remains a defining
challenge in South Africa. While urban schools often
benefit from the tools, technology and infrastructure
needed to prepare learners for a digital economy, many rural
and township learners are still left behind. Their potential is
immense but the barriers are real.
Siyafunda Education Foundation (SEF) was established to
address this divide, not through lofty promises, but through
authentic, long-term engagement with learners and communities
that have historically been excluded. Our model is simple: focus on
quality, consistency and developing individuals who will become
catalysts for change in their environments.
A story of access: Nguzo Saba Institute
A recent example of this mission in action is our support of two
learners from the Nguzo Saba Institute in Khayelitsha. These
exceptional learners are preparing for their IGCSE exams, a key
milestone en route to A-Levels with a focus on engineering.
Growing up in a township, their access to internationally
accredited education is rare and their ambition speaks volumes
about the power of opportunity.
With bursary support and mentorship from SEF, we’ve seen
these young people grow in confidence and purpose. Their success
goes beyond personal achievement, and becomes a signal to
their peers that global aspirations are within reach.
From learner to leader: the story of Mr Kolberg
Another powerful example is Mr Kolberg from Postmasburg,
pictured, a former SEF Coding and Robotics
Academy participant. His journey from
exposure to robotics to pursuing further
Authentic, trackable impact
At SEF, we don’t chase big numbers – we pursue real change.
Our work doesn’t reach hundreds of thousands overnight.
Instead, we focus on tangible, trackable transformation, one learner,
one school, one community at a time. Every success story contributes
to a growing pipeline of learners ready to take on the world.
This grounded, transparent approach sets SEF apart. Our
partners know that each learner we support has been guided
not only academically, but through mentorship and resiliencebuilding
support.
An invitation to educational partners
South Africa’s tertiary institutions – universities, TVETs, SETAs
and private colleges – have a key role to play in building the
country’s future. But many struggle to find learners who are both
academically capable and resilient.
That’s where SEF adds value. Our pipeline brings learners
who have been tested, nurtured and supported over time. From
Khayelitsha to Kuruman, SEF learners are high-potential individuals,
prepared to thrive in higher education and beyond.
By partnering with SEF, institutions can reach deeper into
underserved communities, knowing the talent they find is ready
for opportunity.
Looking ahead
SEF remains committed to opening doors to quality STEM
education where it’s needed most. Our pipeline ensures that
today’s learners become tomorrow’s engineers, teachers and
leaders. While our scale may still be modest, the sustainability and
depth of our impact ensure long-term returns.
In a country where talent is universal, but opportunity is not,
SEF proudly serves as a bridge, connecting learners to pathways
that lead to dignity, growth and generational change.
Be part of this journey. Your support can turn potential
into possibility and possibility into progress. Every contribution
and partnership helps SEF unlock access to quality STEM
education, nurture future leaders and create opportunities that
transform communities for generations to come.
Donate today and help us build the bridge to a brighter future.
For more information or to partner with SEF connect with Felix Spies at felix@siyafundaef.org.za
PAGE 70

2025 EDUCATION GUIDE – Research
Turning research into local economic impact
The Technology Stations Programme of the Technology Innovation Agency is a strategic
enabler that drives local impact as it closes the gap between academia, industry and the
commercial world.
South Africa’s economic landscape is shaped by persistent
challenges – unemployment, poverty and inequality –
that disproportionately affect graduates who are seeking
meaningful employment and a foothold on the ladder to
economic prosperity. The Technology Innovation Agency (TIA)
leads the charge in addressing these challenges.
At the heart of this mission is the Technology Station
Programme (TSP), a dynamic initiative led by TIA, as an entity of
the Department of Science, Technology and Innovation (DSTI).
Through the TSP, high-level research graduates are funded in
designated niche areas through the Technology Stations network
in science, engineering and technology areas. More than just a
skills development programme, the TSP is a strategic enabler
that drives local impact as it closes the gap between academia,
industry and the commercial world.
As a catalyst for innovation enablement, the TIA acts with
intent, accelerates solutions that translate research into
commercial impact, empowers entrepreneurs and creates a more
inclusive economy. By doing this, it unlocks innovation-led growth
for SMMEs.
Hosted at universities of technology across South Africa, the
TSP transforms institutions into hubs of applied innovation,
equipping entrepreneurs, startups, SMMEs and co-operatives
with the expertise, infrastructure and real-world insights they
need to succeed. There are 15 Technology Stations based at 11
higher education institutions in South Africa.
Technology Stations serve as local active
knowledge-transfer platforms, connecting
students and researchers to industry
while fostering economic impact. Through
Work Integrated Learning and Graduate
Internships, young professionals gain access
to world-class equipment, cutting-edge
research applications and market-driven
projects – ensuring they graduate with
more than just academic qualifications, but
industry-ready capabilities.
InnoVenton incorporates the Downstream
Chemicals Technology Station.
BrewSpoon is one of many innovative products developed with
the help of TSP.
“We don’t just support SMMEs. We enable them to become
globally competitive through access to high-end technology,
market intelligence and commercially viable innovations. The
impact of the TSP isn’t just in developing products, but in securing
and protecting jobs, creating new industries and strengthening
South Africa’s economic resilience,” says Vusi Skosana, Head of
the Technology Stations Programme at TIA.
Between 2020 and 2024, TSP backed over 11 166 beneficiaries,
catalysing innovation in sectors such as agro-processing, green
industries, advanced manufacturing and textiles. The programme
delivered over 85 000 hours of advanced skills training, rolled out
115 short-learning programmes and provided 264 postgraduates
with invaluable industry exposure – turning theoretical knowledge
into actionable solutions.
Coffee product goes global
One such success story is BrewSpoon, a simple innovation
funded through the TIA SEED Fund and developed at the Product
Development Technology Station (PDTS) situated at the Central
University of Technology in Bloemfontein. BrewSpoon has blown
the market away through the innovative solution it offers. This
100% food-safe polypropylene and stainless-steel product enables
single-cup barista-quality filter coffee in a few easy steps.
PHOTO: BrewSpoon, InnoVenton
PAGE 71

2025 EDUCATION GUIDE – Research
The final BrewSpoon version was launched in November
2020. The product was commercialised and is being sold at
retailers nationwide, including Takealot. The product has also
been exported to the USA and the company is in discussions
with US distributors to expand their market share.
Supported by the TSP, BrewSpoon showcases how practical
innovation can transform local ideas into commercial success.
InnoVenton at Nelson Mandela University celebrated its 20th
birthday in 2025.
“The TSP opened doors for us that otherwise would have
remained shut and helped our product get to market and made
our bold dream become a reality. Today our innovation is on sale
at retailers across the world and the feedback from customers
has been overwhelmingly positive and supportive,” says Allan
Kinnear, Director: MyBrew Innovations.
The Agri-food Technology Station at the Cape Peninsula
University of Technology focuses on assisting SMMEs in the food
and beverage sector to improve their production processes,
enhance food safety and develop new products. Another
example is the Institute of Advanced Tooling (IAT) at Walter
Sisulu University. The IAT supports the manufacturing sector
with advanced tooling design. Its clients include SMMEs that
manufacture automotive components.
Through its localisation and export readiness focus, TSP isn’t
just empowering entrepreneurs – it’s shaping the future of South
Africa’s manufacturing sector.
Chemical innovation
Also supported by the TSP programme is InnoVenton, a Research
Institute at Nelson Mandela University, whose principal research
focus is on Product and Process Development. The year 2025
marks 20 years of InnoVenton’s existence. In celebration of this
milestone, the institute, which incorporates the Downstream
Chemicals Technology Station (DCTS), is looking forward to
making further impact on the local industry and forging more
partnerships and collaborations. DCTS is part of the infrastructure
TIA makes available to SMMEs and industry including high-level
research, technological services and training.
By facilitating the development of 218 commercially viable
solutions, including prototypes, technology packages and pilot
production models, TSP has driven nearly 4 000 competitive
improvements across various industries.
A demographic breakdown shows that 56% of the TSP
beneficiaries are youth under the age of 35 and 45% of enterprises
are led by women. The TIA is ensuring that South Africa’s innovation
landscape is not just expanding – it’s becoming more inclusive.
The R157-million in supplementary income generated by the
TSP underscores its role in securing funding, assisting businesses
win new contracts, and fostering sustainable economic growth.
The Technology Station Programme cements South Africa’s
position as a global innovator by transforming research into
commercially viable solutions, driving entrepreneurship and
positioning local industries for global competitiveness.
ABOUT THE
TECHNOLOGY INNOVATION
AGENCY (TIA)
The TIA is a national public
entity that serves as the key
institutional intervention
to bridge the innovation
chasm between research and
development from higher
education institutions,
science councils, public
entities, the private sector
and commercialisation.
ABOUT THE TECHNOLOGY STATIONS PROGRAMME (TSP)
The TSP was initiated in 2000 by the Department of Science, Technology and Innovation (DSTI).
The intention was to establish an intermediary system that would service the technological needs of
sector-specific SME manufacturers. Implementation started in May 2001, with German Development
Cooperation support in the form of strategic advice and technical assistance to establish the systems, as
well as facilitating working relationships with Transfer Centres in Germany for targeted capacity building
and international benchmarking. The Tshumisano Trust was established in 2002 as an Implementation
Agency of the DSTI to provide technical and financial support to the Technology Stations, which in turn
provided technical support to SMEs in the form of customised technology solutions, services and training.
The launch of the TIA in 2010 was to further the DSIT’s mandate identified in the National
Research and Development Strategy (NRDS) adopted in 2002 to contribute to innovation
and technology transfer to SMEs. The TIA took over the role of the Implementation
Agency from Tshumisano in 2010, with DSIT funding for the TSP ring-fenced in TIA.
Website: www.tia.org.za
Website: www.tia.org.za/programmes/
PAGE 72

Economic data
SACCI Business Confidence Index – September 2025
The SACCI Business Confidence Index (BCI)
2020 = 100
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 Research as the research partner. For more statistics,
October
November
see www.sacci.org.za and www.bmr.co.za
Month 2018 2019 2020 2021 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 112.8 106.1 103.9 108.7 110.5 111.3 114.7 123.5
April 111.0 108.3 89.9 109.5 108.3 107.1 108.9 114.9
May 108.7 107.5 81.0 112.1 103.2 106.9 107.8 115.8
June 108.3 107.9 94.1 111.2 108.5 108.8 109.0 113.2
July 109.5 106.4 95.7 107.7 110.3 107.3 109.1 116.7
August 104.6 103.0 99.2 106.2 105.6 108.6 111.5 120.0
September 107.9 106.8 99.1 105.2 110.9 108.2 110.2 121.1
110.8 106.0 106.4 109.7 109.4 108.6 114.2
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
BUSINESS CONFIDENCE INDEX
Broadening the base of business confidence
The business climate improved over the short term as well as the medium
term, with the SACCI BCI increasing month-on-month by 1.1 index points and
year-on-year by 10.9 index points to 121.1 index points in September 2025.
The most positive short-term impacts on business sentiment in September
were made by more overseas tourists, the rising global price of gold and
platinum, an increase in the volume of merchandise exports, an increased
number of new vehicles sold and share prices on the JSE rising beyond the
medium-term trend. The decrease in merchandise export volumes was the
only noteworthy negative impact.
South Africa has been affected by the discontinuation of the AGOA
agreement and a tariff of 30% levied on South African exports to the USA.
The trade tariff regime and the imposition of reciprocal tariffs have not yet
entirely found their way into recent economic data. The SACCI BCI confirms
the financial stability that underpins the improved level of business sentiment.
South Africa is experiencing a financially stable opportunity that has to find
its linkages to real economic activity and employment. The objective should
remain to revisit some outdated and inappropriate approaches to economic
policy and implementation. Improved business confidence should serve
as a catalyst for increased fixed investment levels in support of sustainable
economic growth, employment and broader participation in the value-added
process or output of the economy.
SACCI TRADE CONDITIONS SURVEY
Trade conditions deteriorate
The uncertain global trade climate, the restrained real local economic
performance and excessive unemployment represent a compounded
negative effect that has led to the deteriorating trade conditions. The reality of
the real economy under considerable stress and its effect on trade resurfaced
strongly in August. Whereas respondents experienced positive conditions in
March, April and July 2025, a reality check kicked in during August 2025 with
only 40% of respondents to the SACCI Survey having a positive overall trade
experience. In August 2025 only 58% of respondents were positive about
trade in the six months ahead. Expectations on sales volumes weakened
notably along with rising input costs on the cards. Lower interest rates and
trade activities like increased new vehicle sales, rising volumes of merchandise
imports, increased inward overseas tourists, increased real value of building
plans passed and rising share prices on the JSE all contributed to positive
business sentiment. However, a serious reminder should be noted of the
encompassing real economic performance and global business and investor
sentiment. Worrying trends of merchandise export volumes and real retail
sales that declined, however, imply that the business environment and global
trade may become exceedingly perplexing. Notwithstanding the unstable
and varying trade conditions, respondents did not indicate adjustments to
employment of staff, now or in the next six months.
% Positive
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 112.8 106.1 103.9 108.7 110.5 111.3 114.7 123.5
April 111.0 SACCI 108.3 Trade Conditions 89.9 2109.5 Survey 108.3 August 2025 107.1 108.9 114.9
May 108.7 107.5 81.0 112.1 103.2 106.9 107.8 115.8
June 108.3 107.9 94.1 111.2 108.5 108.8 109.0 113.2
July 109.5 106.4 95.7 107.7 110.3 107.3 109.1 116.7
August 104.6 103.0 99.2 106.2 105.6 108.6 111.5 120.0
Trade Conditions Survey
September 107.9 106.8 99.1 105.2 110.9 108.2 110.2 121.1
October 110.8 106.0 106.4 109.7 109.4 108.6 114.2
November
August 2025
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
100
90
80
70
60
50
40
30
20
10
0
Jan-15
Index
Jun-15
Nov-15
Apr-16
Sep-16
Feb-17
Jul-17
Dec-17
South African Chamber of Commerce and Industry
May-18
Sales prices
40
Six month expectations
30
SACCI Business Confidence Index
Currently
20
Six month expectations
Oct-18
Mar-19
Aug-19
SACCI Business Confidence Index – September 2025
The SACCI Business Confidence Index (BCI)
2020 = 100
Month 2018 2019 2020 2021 2022 2023 2024 2025
Jan-20
Jun-20
Nov-20
Apr-21
Sep-21
Feb-22
Jul-22
Dec-22
May-23
Oct-23
Mar-24
Aug-24
Jan-25
Jun-25
% Positive
100
90
80
70
60
50
10
0
Jan-15
Jun-15
Nov-15
Apr-16
Sep-16
Feb-17
Currently
Jul-17
Dec-17
May-18
Sales Volumes
Average 110.4 107.1 100.0 108.5 109.6 109.6 112.6
Index
160
150
140
130
120
110
100
90
80
70
60
160
150
140
130
120
110
Jan-15
Current Trade Conditions Index (TAI)*
Activity Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25
Sales 100 volumes 63 57 54 50 63 36
New orders 90
60 55 47 44 46 36
Backlog on orders received Downward
80
the 32business cycle34 32 33 30 31
phase of
Supplier deliveriesBCI 2020 = 100 53 52 49 48Source: SACCI 43 44
70
Inventory level 50 45 43 46 46 50
Selling prices 60
57 50 51 54 61 58
Jan-15
May-15
May-15
Sep-15
Sep-15
Jan-16
Jan-16
May-16
May-16
Sep-16
Sep-16
Jan-17
Jan-17
SACCI Business Confidence Index
Downward phase of the business cycle
BCI 2020 = 100
May-17
May-17
Sep-17
Sep-17
Jan-18
Jan-18
May-18
May-18
Sep-18
Sep-18
Jan-19
Jan-19
May-19
May-19
Sep-19
Sep-19
Input prices 68 71 71 71 70 72
Employment 40 34 37 38 41 44
TAI 55 49 47 45 49 40
TAI seasonally adjusted 56 53 46 46 52 42
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 Mar-25 Apr-25 2 May-25 Jun-25 Jul-25 Aug-25
Sales volumes 78 80 79 71 67 61
New orders 73 73 74 69 63 61
Backlog on orders received 35 34 32 31 28 36
Supplier deliveries 60 68 63 54 59 58
Inventory level 58 59 59 58 59 58
Selling prices 77 77 69 65 61 67
Input prices 80 75 75 71 67 78
Employment 53 57 57 52 50 50
TEI 67 69 69 62 60 58
TEI seasonally adjusted 64 70 65 65 62 59
* 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
Jan-20
Jan-20
May-20
May-20
Sep-20
Sep-20
Jan-21
Jan-21
May-21
May-21
Sep-21
Sep-21
Jan-22
Jan-22
May-22
May-22
Oct-18
Source: SACCI
Sep-22
Mar-19
Sep-22
Jan-23
Aug-19
Jan-23
Jan-20
May-23
Jun-20
May-23
Sep-23
Nov-20
Sep-23
Apr-21
Jan-24
Sep-21
Jan-24
May-24
Feb-22
May-24
Sep-24
Jul-22
Dec-22
Sep-24
Jan-25
May-23
Jan-25
May-25
Oct-23
May-25
Mar-24
Sep-25
Aug-24
Sep-25
Jan-25
Jun-25