Opportunity Issue 109

www.opportunityonline.co.za MAY/JUNE/JULY 2024 • ISSUE 109 

TECH TRENDS FOR ’24 

Small business owners 

are embracing the cloud 

BORDER MANAGEMENT 

AUTHORITY MARKS ONE- 

YEAR ANNIVERSARY 

WHEN TECHNOLOGY 

AND MINING MEET 

Interrogating IP issues in 

mining technology 

CONFERENCING 

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BOMBELA OPERATING 

COMPANY – A JOINT 

VENTURE LED BY RATP DEV 

Leveraging glocal expertise 

to innovate, reduce carbon 

footprint and deliver worldclass 

public transport systems 

TRANSFORMING SPACES, PEOPLE AND 

THE ECONOMY THROUGH MOBILITY 

THE GAUTRAIN MANAGEMENT AGENCY’S NEW CHIEF EXECUTIVE OFFICER, 

TSHEPO KGOBE, BELIEVES THAT HIRING GOOD PEOPLE IS THE ROOT OF SUCCESS

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Contents 

ISSUE 109 | MAY/JUNE/JULY 2024 

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EDITOR’S NOTES 

SACCI NEWS 

SACCI held a series of Post-Budget Speech events in conjunction with Mazars and has 

a busy programme of events ahead, including a first Absa-SACCI Women-in-Business 

Directors Training Programme and the organisation’s Annual Convention. 

TRANSFORMING SPACES, PEOPLE AND THE ECONOMY THROUGH MOBILITY 

The Gautrain Management Agency’s New Chief Executive Officer, Tshepo Kgobe, believes 

that hiring good people is the root of success. 

LEVERAGING GLOCAL EXPERTISE TO DELIVER WORLD-CLASS PUBLIC 

TRANSPORT SYSTEMS 

Nthabiseng Kubheka, CEO of Bombela Operating Company (a joint venture led by RATP 

Dev) is proud that Gautrain can be used as a benchmark of what localised world-class 

public transport systems can look like. 

RAIL IS THE SUSTAINABLE SOLUTION 

A new report captures the socio-economic impact made in a financial year by Alstom, 

the group whose Gibela Rail Consortium is making the X’trapolis Mega Train from 30% 

lighter steel. 

HARNESSING PRIVATE EXPERTISE FOR WORLD-CLASS PUBLIC 

INFRASTRUCTURE 

The best way to tackle South Africa’s water woes is through public-private partnerships, 

says experienced P3-infrastructure developer, the Gap Infrastructure Corporation. 

UNITING EDUCATION AND EMPLOYMENT, A TRUE CATALYST FOR PROGRESS 

Jacques Farmer, Managing Director of Prisma Training Solutions, argues that 

for the country to really move forward, skills development must be a bridge to 

employment opportunities. 

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BUDGET EVENT 

Post-Budget Speech 

2024/25 event 

Mazars, in partnership with SACCI, hosted an exclusive and “new look” 2024/25 Budget breakfast event. 

From the discussions, several 

key takeaways emerged: 

• Insights into the Budget's implications 

for different sectors and industries. 

• Understanding the current economic 

environment and its impact on 

economic growth. 

• Exploring strategies for enhancing 

revenue collection efficiency and 

addressing supply-side constraints. 

• Assessing government strategies 

aimed at minimising expenditure and 

promoting fiscal sustainability. 

This gathering provided a deep 

dive into the National Treasury’s 

Budget, exploring the theme 

"Election Year: Balancing Rands 

and Sense." We delved into how the Budget 

proposals would affect both the country 

and attendees' businesses. 

The upcoming national elections were 

highlighted as pivotal moments shaping 

fiscal policy and the business landscape 

in South Africa. The Budget proposals 

outlined by the National Treasury 

reflected the government's priorities and 

challenges, as well as opportunities and 

risks for the private sector. Business leaders 

were urged to grasp the implications of 

these proposals and adapt accordingly. 

Our esteemed panel comprised a diverse 

group of prominent experts who shared 

invaluable insights on the Budget. They 

offered perspectives from various angles, 

including political, socio-economic, tax 

policy and business realms. 

These topics provided a rich foundation 

for further discussion and strategic 

planning among attendees, ensuring 

they were well-equipped to navigate the 

evolving economic landscape in the wake 

of the Budget speech event. 

www.opportunityonline.co.za | 5

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FACILITATING SKILLS DEVELOPMENT FOR SUSTAINABLE LIVELIHOODS 

The chemical industry’s sector education and training authority is pursuing partnerships 

based on innovation, collaboration, digitisation and transformation, says Yershen Pillay, 

CEO of CHIETA. 

EMPOWERING PROGRESS THROUGH DIVERSITY 

Gender inclusivity needs to be fostered in South Africa's energy transition, writes 

Maagatha Kalavadakken, Financial and Market Analyst for Wärtsilä Energy in 

Southern Africa. 

IF A MINING COMPANY TWEAKS A TECHNOLOGY TO SUIT ITS OPERATIONS, 

WHO OWNS THE IP? 

Hogan Lovells partner Deepa Vallabh speaks about the legal issues that arise when new 

technologies are used – and adapted – on a mine. Mining companies also have to find the 

right balance between efficiency and complying with social and environment guidelines. 

TECH TRENDS FOR ’24 

Small business owners are embracing the cloud, according to Xero’s State of Small 

Business report. James Bergin, Executive GM, Technology Strategy and Integration at Xero, 

describes the five top tech trends likely to have a big impact. 

A SURGE IN HYBRID AND REMOTE WORK IS FUELLING DEMAND FOR 

EXCEPTIONAL VENUES 

Nine things to look for when choosing a conference venue at a time when coming 

together is even more of a special occasion than it used to be, pre-Covid. Premier Hotels 

& Resorts lay out the most important factors to consider when booking a conference or 

exhibition venue that ticks all the new boxes. 

SOUTH AFRICAN BUSINESS RANK INFRASTRUCTURE BLACKOUTS AS 

BIGGEST RISK 

The Allianz Risk Barometer 2024 asses the top risks to business in South Africa. Critical 

infrastructure blackouts, cyber security and disruptions to business operations such as 

supply chains top the list of the concerns. 

ECONOMIC DATA 

The latest economic data issue by SACCI: Business Confidence Index (BCI) and Trade 

Conditions Survey (TCS). 

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EDITOR'S NOTE 

Civics, voting 

and taxes 

In the old days schoolchildren were subjected to something called “Youth 

Preparedness”. Depending on how committed, bored or crazy the teaching 

staff might be, children would either be marched up and down a sports field 

in cadet uniforms, lectured on the evils of communism or shown movies on 

the evils of smoking. 

The modern South African school pupil is taught “Life Orientation”, a broad subject 

that is intended to address a range of issues that include the self, the environment and 

career choices. With South Africa voting in an important election on 29 May, young 

South Africans can express through the ballot box what they learnt in Life Orientation 

(LO) classes devoted to the part of the curriculum called “responsible citizenship”. 

However, voter apathy among young people is growing. In the 2019 national and 

provincial election 20% fewer voters exercised their democratic right than in 1994. All 

indications are that this trend is set to continue in 2024. Attempts to get young people 

to register have largely failed and even then, less than half of those registered to vote 

actually turn up to vote. 

Perhaps “responsible citizenship” can be deployed to persuade young people to vote 

when they get the chance. But then the message from this Civics class needs to be clear: 

voting is about deciding who gets to spend the tax money that you give to the state. 

Modern politics at home and abroad is often framed as being about identity and social 

issues. The reality is that politicians who win majorities get to decide how tax revenue 

is spent. That simple fact should be drummed home to young people – and adults. 

In this issue 

Several of the interviews and articles in this issue deal with infrastructure, which is what 

a significant portion of tax money is spent on, or should be. The Gautrain Management 

Agency’s new CEO, Tshepo Kgobe, has vast experience in the private and public sectors 

and speaks passionately about what one should expect from a rail service. His thoughts 

on consequence management for non-performance help to explain why the Gautrain 

has become such a successful operation. 

Water and education are two subjects that often are discussed purely in terms of the 

public sector. Roelof van den Bergh of the Gap Infrastructure Corporation argues that 

public-private partnerships are the best way of tackling water infrastructure problems 

and Jacques Farmer, Managing Director of Prisma Training Solutions, contends that 

for the country to progress, skills development must be a bridge to employment 

opportunities. 

This topic is expanded on by Yershen Pillay, CEO of the Chemical Industries Education 

and Training Authority (CHIETA) in an insightful interview. Aiming to be fully digitised, 

CHIETA is also firmly focussed on bridging the digital divide for young people living in 

rural areas. Maagatha Kalavadakken, Financial and Market Analyst for Wärtsilä Energy 

in Southern Africa, provides insights into progress being made in terms of gender 

inclusivity in South Africa's energy sector while Xero’s James Bergin unpacks the 

company’s State of Small Business report. The Allianz Risk Barometer 2024 asseses the 

top risks to business in South Africa. Hogan Lovells partner Deepa Vallabh speaks about 

the legal issues that arise when new technologies are used – and adapted – on a mine. 

Premier Hotels & Resorts lay out the most important factors to consider when 

booking a conference or exhibition venue that ticks all the new, post-Covid, boxes. 

John Young, Editor 

8 | www.opportunityonline.co.za 

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

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

FINANCIAL PSYCHOLOGY 

Prying through the 

frontiers in financial 

psychology 

Professor Prince Sarpong, associate professor at the School of Financial Planning Law at the University 

of the Free State, outlines some of the key features contained in a new book on financial psychology. 

Frontiers in Financial Psychology, published by LexisNexis 

SA, brings together insights from leading practitioners 

and researchers in South Africa, taking into consideration 

unique financial challenges and cultural factors to provide 

a unique perspective to the field of financial psychology. 

In this book, we cast our gaze beyond conventional boundaries, 

drawing from research and practical strategies to help advisors 

connect with clients on a deeper level where advice provided is 

in harmony with clients’ unique life stories. Avoiding the danger 

of a single story [1] and the problem of speaking for others [2], 

the book transcends a singular perspective and ropes in the 

viewpoints and expertise of diverse contributors. I start off in 

Chapter 1 with an overview of the field of financial psychology 

and provide alternative viewpoints to financial well-being through 

the lens of African psychology. I cover the psychology of retirement 

in Chapter 7, and in Chapters 9 and 10, co-authored with Ayanda 

Sarpong, we explore the intersection of personal finance and 

various identities and tackle the complex topic of Black Tax and 

its financial implications. 

Across Chapters 3, 4, 5 and 6, Paul Nixon, Head of Behavioural 

Finance at Momentum Investments, dissects the science of financial 

decisions and unpacks the complexities of investor risk behaviour 

and the psychology behind risk profiling. Bringing his expertise 

in both research and practice to bear, Paul provides invaluable 

insights into understanding the cognitive biases and emotional 

Professor Prince 

Sarpong. 

factors that influence investment choices. In Chapter 8, Prof Liezel 

Alsemgeest, Director of the School of Financial Planning Law, 

explores the link between financial socialisation, money scripts and 

financial conflict. Drawing on the impact of financial socialisation 

and deeply ingrained money scripts, she unravels the root causes 

of financial conflict to help us better understand and address them 

with greater understanding and empathy. Fundhouse’s Head of 

Strategic Advisory Services, Rob Macdonald, in Chapters 11, 12 

and 13, emphasises the crucial role of effective communication in 

building trust with clients, explores the principles of sound financial 

counselling and coaching, and delves into the art of building 

trust – all essential skills for empowering clients and fostering 

lasting client-advisor relationships. In Chapter 14, renowned 

financial coach Hendrick Crafford focuses on sustainable financial 

planning. In this chapter, we learn how to navigate the increasingly 

intertwined financial, environmental and social considerations 

in financial planning and how to guide clients towards a more 

sustainable financial future. Finally, Kim Potgieter, Director and 

Head of Life Planning at Chartered Wealth Solutions, masterfully 

rounds up the book in Chapter 15 and advocates for a "life planning" 

approach that integrates financial planning with broader life goals 

and aspirations, the essence of financial psychology. This holistic 

perspective acknowledges the interconnectedness of various 

aspects of life and entreats financial planning professionals to 

guide clients towards a more fulfilling and meaningful financial 

future. Kim argues that financial 

planning professionals are in a 

unique position to guide people to 

live their lives to the fullest and in a 

way that does not compromise their 

balance sheet. Weaving together 

insights from practitioners and 

academics, the book makes 

an important contribution to 

literature in financial planning 

and equips financial planning 

professionals with the knowledge 

and tools to serve their clients 

effectively and holistically. 

[1] Renowned novelist Chimamanda Ngozi Adichie in her July 2009 TED talk “The Danger of a Single Story” warns that relying on a single, simplistic 

narrative about another person or culture leads to harmful stereotypes and hinders understanding. 

[2] Latin-American philosopher and professor of philosophy, Linda Alcoff, in her article “Problem of Speaking for Others” stresses the ethical complexities 

and challenges inherent in representing and articulating the experiences and perspectives of marginalised groups by people outside those groups. 

| 9

STRAPLINE 

News & snippets 

Industry insights from the past quarter 

Fuelling business with solar 

The Astron Ruhamah fuel station in Roodepoort, Gauteng, is now able to open at all 

hours after the installation of a hybrid battery system with 64.6kWp solar photovoltaic 

(PV), 48kW battery inverters and 60kWh of battery capacity. SolarSaver has connected 

over 500 businesses across the country through grid-tied rent-to-own solar solutions that 

reduce power costs as well as hybrid-battery installations that also provide a backup for 

when the grid is down. The hybrid nature of the installations gives customers like the fuel 

station the benefits of solar panels that remain connected to the grid and a backup battery 

system to store excess power. Ross MacGregor, representing the fuel station, says that the 

hybrid solar system from SolarSaver has had a massive impact on his business. "For a petrol 

station that runs a lot of HVAC equipment, refrigeration, ATMs and retail, consistent power 

is essential. From a business continuity perspective, it’s been wonderful," says MacGregor. 

Stellantis boost for Eastern Cape automotive sector 

Automotive manufacturer Stellantis has confirmed its intention to develop a greenfield 

manufacturing facility at the Coega Special Economic Zone in Gqeberha, with the 

Industrial Development Corporation (IDC) and the Department of Trade, Industry and 

Competition (the dtic). The Minister of Trade, Industry and Competition, Ebrahim Patel, 

and Samir Cherfan, Stellantis Middle East and Africa Chief Operating Officer, signed a 

Memorandum of Understanding at a meeting in Cape Town in September 2023. The 

manufacturing plant will boost the automotive component of the Coega SEZ and 

construction of the project is planned to be complete by the end of 2025. The first 

vehicle expected to roll off the assembly line in 2026 will be a one-ton pick-up truck 

with volumes expected to reach up to 50 000 completely knocked down (CKD) units 

annually, including vehicles which are intended for export. 

Reliable delivery 

Sasol and Transnet Freight Rail (TFR) have signed a public-private partnership to improve rail 

transport reliability in South Africa. TFR is an operating division of Transnet, the owner of South 

Africa’s railway, ports and pipeline infrastructure. Under the five-year agreement, Transnet will 

deliver ammonia from Sasol’s Secunda and Sasolburg facilities to the company’s customers 

through a dedicated fleet of 128 ammonia rail tankers. In turn, Sasol will fund Transnet’s 

maintenance and repair programme for the fleet. TFR and Transnet Engineering (TE), who will 

execute the Sasol ammonia fleet’s maintenance and repair work, expect additional revenue 

generation from anticipated increased haul volume and the Sasol-funded maintenance and 

repair work. The Transnet Freight Rail network and rail services provide strategic links between 

ports, freight terminals and production hubs. Sasol Chemicals produces and sells more than 

540 000 tons of ammonia annually. It is used to make a variety of fertilisers and industrial 

chemicals for the agriculture, mining, textile and metalworking industries. 

10 | www.opportunityonline.co.za

Joint energy conference 

set to attract investors 

The Middelburg Chamber of Commerce and Industry (MCCI) and the Steve 

Tshwete Local Municipality (STLM) are jointly hosting an Energy Conference 

designed to attract investors interested in green energy opportunities. 

SACCI MEMBER PROFILE 

What are the reasons for investing in Middelburg, 

Mpumalanga? Are there sustainable investment 

opportunities in the region? What can companies 

invest in? Discover green energy investment 

opportunities at MCCI and STLM's Energy Conference. 

Governments, NGOs and researchers sometimes disregard the 

Highveld economy. Insufficient information prevents accurate 

scrutiny of national and international activities whereas with the 

correct information, it soon becomes clear that there are rich 

potential investment opportunities. The Steve Tshwete Local 

Municipality in Middelburg is home to three Eskom power stations 

and over 150 mines within a 100km radius. One of many local 

manufacturers is a top South African exporter and also supplies 

local manufacturers, such the motor industry. Between 1996 

and 2020, companies in STLM contributed R48-billion to GDP, an 

increase of 2%. In 2022, the coal industry employed 90 977 people 

and generated a turnover of R252.3-billion with a production of 

231.2-million tons. 

The Just Energy Transition 

If you talk about electricity or coal mining in this region, people 

immediately dismiss it as a national responsibility, and it is 

assumed that people in the region should not have an opinion. 

The impact of the Just Energy Transition (JET) on the Highveld 

region in Mpumalanga is being ignored and is ineffective. JET 

projects continue. An example is the repurposing of the Komati 

power station. Government and big business have recognised that 

the repurposing of Komati has been a failure but JET organisations 

are failing to learn lessons from the Komati project. JET supports 

consultants and non-profit organisations in Mbombela, Gauteng 

and Cape Town through grants for research projects. These 

organisations have no interest in the Mpumalanga Highveld 

and their projects have limited effect. MCCI President Moeketsi 

Mpotu said at the AGM of the organisation in March 2024 that local 

businesses need to be the voice of reason. The current JET strategy 

will have a negative impact on STLM and Emalahleni businesses, 

including all businesses that supply, transport, export and provide 

services from the Gauteng region. 

What does STLM offer investors? 

Agriculture, manufacturing, mining and power generation are 

our strongest sectors. Creditors are better paid by Middelburg's 

businesses, with a rate of over 60%. Our per-capita reserve of 

technical skills is one of the highest in Africa. Skilled artisans and 

engineers are in abundance in our community. 

In addition, STLM has: 

• A designated economic zone in Mpumalanga 

• Available land for manufacturers (working on opportunities to 

serve new investors) 

• One of the top four performing municipalities in the country 

• Consistent economic growth for decades 

Infrastructure 

One hour's drive from the industrial areas of Gauteng. Airfield is 

able to (and does) host jet aircraft. Middelburg is at the junction of 

the N4, N12, N11, R104 and R555, bypassing any blockage on the 

N3 to Durban harbour or to the Zimbabwe border. The MCCI has 

a rich history since 1903 of engaging businesses worldwide and 

has insights into local business intelligence. 

Article by Anna-Marth Ott (CEO) and Moeketsi Mpotu 

(President) MCCI. 

We invite you to our conference on 25 July 2024 in the STLM 

Banquet Hall. Book your place: 

Tel: 013 243 2253 | Website: www.middelburginfo.com 

Moeketsi Mpotu, MCCI President. 


SACCI EVENTS 

SACCI’S UPCOMING EVENTS 

Absa-SACCI Inaugural Women-in-Business 

Directors Training Programme 

The objective of the Absa-SACCI Inaugural Women-In-Business 

Directors Training Programme is to identify qualifying women who will 

undergo a Board Training Programme aimed at equipping them with 

the knowledge and skills they need to thrive as business leaders. The 

four-day programme will include topics such as governance, strategic 

planning, financial management and leadership development. Two 

sessions will be in-person and another two sessions will be virtual. 

PHOTO: christina@wocintechat on Unsplash 

Absa Ambassadors 

Roundtable Breakfast 

We are organising a distinguished breakfast 

engagement aimed at strengthening 

and enhancing our relations with key 

ambassadors from the African continent, who 

serve as invaluable strategic representatives 

of their respective governments. 

SACCI regularly meets with international 

delegations. 

SACCI Annual Convention 

The SACCI Annual Convention is the highlight of the South African business 

calendar where a range of issues of importance to the South African 

economy and our 20 000 business members is debated. We anticipate an 

attendance of 150 delegates representing business, government, labour 

and the diplomatic corps and wide media coverage of the event. We are 

currently actively engaged in organising the logistical aspects of our 

eagerly anticipated event. Stay tuned for additional information, which will 

be promptly shared on the SACCI website, www.sacci.org.za, and through 

our various social media platforms. 

CEO Alan Mukoki addresses the SACCI Convention. 

Absa-SACCI National SMME Summit 

The Absa-SACCI National SMME Summit, 

themed “Empowering Entrepreneurs in the 

SMME Landscape”, is scheduled for 21 May 

2024, in Johannesburg. This significant event 

is designed to bring together entrepreneurs, 

industry experts and key stakeholders 

to discuss challenges, opportunities and 

growth strategies within the SMME sector. 

Absa is the main sponsor of the summit, 

which is designed to facilitate essential 

dialogues, presentations and networking 

opportunities, fostering a collaborative 

environment for knowledge sharing and 

innovation. This initiative reflects Absa’s 

dedication to empowering small businesses, 

contributing to national economic solutions 

and promoting a conducive environment for 

entrepreneurial success. Speakers will provide 

valuable insights into business development, 

market access, funding, the digital economy 

and sustainability. The summit will feature 

comprehensive presentations, Q&A sessions 

and networking opportunities, aiming to 

create collaboration, knowledge exchange 

and support for SMMEs. 

Small business needs a helping hand. 

PHOTO: Dan Burton on Unsplash 


Boosting continental 

trade via rail 

SOUTHERN AFRICAN RAILWAYS ASSOCIATION 

The 2024 Southern African Railways Association (SARA) Conference and Exhibition 

will focus on how rail can boost continental trade through investments in the African 

rail network, thus ensuring the sustainable development of the continent. 

EVENT SUMMARY 

The Southern African Railways Association (SARA) is pleased to 

announce the forthcoming annual Conference and Exhibition, 

scheduled for 20-23 August 2024 at the Sandton Convention 

Centre, Johannesburg. This year's event, themed "Boosting 

Continental Trade via Rail: Investments in African Railways for the 

Sustainable Development of the Continent”, aims to spotlight the 

critical role of railways in driving economic growth, enhancing 

trade and promoting sustainable development across Africa. 

VENUE: Sandton Convention Centre, Johannesburg 

DATES: 20-23 August 2024 

EVENTS: 

19 August – Build up 

20-22 August – Conference and exhibition 

20 August – Gala dinner 

23 August – Golf day at Royal Johannesburg Golf Club 

ORGANISERS DETAILS 

For more information and to get involved, please contact the SARA team. 

Southern African Railways Association (SARA) 

Phone: +27 11 452 4991 | +27 84 516 6834 

Email: info@sararailconference.com 

Website: https://www.sararailconference.com/ 

LinkedIn: https://www.linkedin.com/company/sara-rail/ @ SARA Rail Facebook: 

https://www.facebook.com/Sararailconfere @ SARA Rail C 

X (Twitter): @SaraRail_Org 

About the Southern African Railways Association (SARA) 

Established in 1996 with its headquarters in Harare, SARA 

operates as a specialised subsidiary of the Southern African 

Development Community (SADC). The organisation is dedicated 

to promoting and enhancing rail transport services across the 

SADC region. SARA comprises a variety of railway operators, 

both public and private, along with rail-industry stakeholders 

from the Southern African region. It serves as a central hub for 

railway trade and regional integration. By providing a platform 

for collaboration, networking and knowledge sharing among its 

members, SARA coordinates rail stakeholder dialogues to advance 

the sector's interests. As the holder of the mandate for rail policy 

advocacy, SARA takes an active role in regional policy-making. Its 

efforts are centred on harmonising regulations across different rail 

systems, facilitating coordination of rail corridors and promoting 

infrastructure development. 

SARA is unwavering in its commitment to enhancing rail 

competitiveness and advocating for equitable intermodal 

competition. The core programmes of SARA are aimed at 

augmenting various aspects of rail transport. These include 

initiatives to improve operational efficiency and safety in 

corridors, promote rail investments and adapt to international 

best practices. By implementing these programmes, the 

association aims to ensure that rail transport is competitive, 

reliable and a fundamental part of the region's transport 

logistics chain. SARA's ultimate goal is to foster a robust and 

efficient rail network throughout Southern Africa. This objective 

is integral to stimulating economic growth, facilitating regional 

integration and promoting the socioeconomic well-being of the 

region's inhabitants. By enabling infrastructure development 

and enhancing rail competitiveness, SARA plays a vital role in 

bolstering regional economic development and trade.

URBAN MOBILITY 

Gautrain: pioneering 

towards innovation and 

future sustainability 

The new CEO of the Gautrain Management Agency believes that failures to deliver must 

have consequences. As he sets out to create “railtroplises” around Gautrain stations, Tshepo 

Kgobe is convinced that the public-partnership model where a “knowledgeable public party” 

ensures that high standards are maintained is the best model for mass public transit. 

What is your mandate? 

The mandate of the Gautrain as it stands now in the GMA Act is 

for us to implement the project, then manage the project and its 

assets and to ensure that we secure the finances of the entity itself. 

We need to ensure that we create financial sustainability over the 

long term and create jobs. Socio-economic development is a big 

part of what we do. To integrate with other transport modes the 

process allows the MEC to require us to assist on any projects that 

are public transport and rail related. Somebody might ask, ”Why 

are you building a taxi rank?” and I will tell them it is a mandate 

from the MEC, it’s public-transport related. We are assisting PRASA 

in some of their operations and in resuscitating their operations 

here in Gauteng and in other parts of South Africa, and that comes 

from that mandate. When we get asked to assist other entities, we 

do exactly that. 

To whom do you report? 

The MEC is the shareholder. We need to demystify this thing: the 

Gautrain as an entity and its assets are actually owned by the 

Gauteng Provincial Government. They are owned by GPG and 

they own those assets through the Department of Roads and 

Transport. The Gautrain Management Agency is the custodian of 

the assets on behalf of the Gauteng Provincial Government and 

the Department of Roads and Transport. 

So there are no private shareholders? 

No, none of the assets are privately owned. It is operated by a 

private entity, an operation where we contracted somebody 

privately to operate it but the assets are fully owned and paid 

off. Gautrain is a R45-billion asset that is owned by the Gauteng 

Provincial Government. 

Please tell us more about what you are doing 

related to integrated transport. 

The most interesting one is a partnership we have with the 

taxi industry. The taxi industry is contracted to provide lastmile 

services. Our distribution and feeder services in stations 

like Marlboro station in Alexandra and the surrounding areas 

are provided by them. In Centurion and other stations, they are 

provided by the Tshwane taxi industry. We contract the one part 

of the transport industry that nobody wants to touch, and it’s 

one of our most successful partnerships. We have integrated 

with the minibus taxi associations to provide scheduled services 

for the Gautrain. People always ask us whether taxi drivers 

do not fight with us over our taking their routes. They don’t, 

because we contract the taxi association that owns the route 

to operate on that route. We’ve been running this for 13 years 

and it runs like clockwork because we do our due diligence. 

We check through the registration system in the Department, 

we check with the cities, we get concurrence from both the 

provincial departments and authorities in various cities that 

that particular route is owned by this particular taxi industry. 

The lines are very clear. 

How are passenger numbers post Covid, are you recovering? 

We’re recovering but it took a while. With the work-from-home 

culture, it took a while for the numbers to recover. In the last 

week of February, we breached 60% and went onto 64% of our 

previous numbers. But the freeway is full. A lot of companies have 

instructed their employees to return to work on a full-time basis. 

We are seeing the effects of it but we want it to translate fully 

back to about 50 000 passenger trips per day and then we will be 

satisfied. Not happy, but satisfied. 

What does that represent in percentage terms? 

That will be about 94% of pre-Covid numbers and then at 55 000 

to 57 000 we will be back to 100% of pre-Covid numbers. 

Do you know the total numbers? 

A total of 175-million passengers have been carried on the Gautrain 

since its inception. 

What is the percentage of the airport 

traffic of your general traffic? 

Pre-Covid, the airport service carried about 10% of our ridership 

and the General Passenger Service carried 90% of our services all 



throughout the day. We have three services running over the 

line: the Airport Passenger Service runs from the airport 

directly into Sandton. Then the service that runs on the 

same line from Rhodesfield into Sandton and finally the 

North/South GPS service from Hatfield in Pretoria all 

the way to Park in the Johannesburg CBD. Passengers 

can transfer from one service to the other in whatever 

direction they’re travelling. 

How far advanced are the plans 

to expand the network? 

The Premier in his recent State of the Province 

address announced that all three planned new routes 

will be expanded to all corners of the province. We have a 

short-term plan, which is the Soweto line that takes off from 

Sandton and then goes out to Randburg and on to Cosmo 

Junction, through Little Falls, through the Roodepoort ridge 

into Roodepoort and all the way to Jabulani. That becomes the 

Phase 1 line. 

Are the finances in place? 

Part of the process is for us to be able to look at the structuring 

of the finances and the important part is that we will have to 

relook at the finances. We want to ensure that the government’s 

contribution to the building of the extension is reduced as 

compared to last time. We’re looking at the division of revenue 

at allocation coming down to being at most 30% to 33% and 

then we would have private investors being 33% and then land 

value and station optioning and property development making 

up the other 33%. We are intentionally developing properties 

or transit-related developments in and around our stations. You 

have the aerotropolis which is a city around an airport; we are 

setting out to develop a “railtropolis”. 

Property prices have gone up around 

Gautrain stations, not so? 

Yes definitely. In the last economic impact study, we showed that 

for properties within a 5km radius, property prices grew at market 



The concession has a fixed term? 

It has a 15-year term. The old concession had the construction and 

the development period included, so it was a 19-and-a-half-year 

term with four-and-a-half years for the development part. We are 

going into another 15-year concession at the end of March 2024. 

We have put the bid out into the market. 

GAUTRAIN IMPACT 

Typical construction year 

added to GDP 

Typical post-construction 

year added to GDP 

Median sales values within 

2km radius of stations 

R3.3-billion 

R6.6-billion 

Office: +45% 

Retail: +32% 

Residential: +52% 

You were involved in the engineering details of the 

foundation of the Gautrain. What were the biggest 

challenges that you and your teams faced back then? 

There were multiple challenges that we faced. In today’s context of 

looking at the extensions we are planning, it seems that sentiment 

towards public transport hasn’t changed in 20 years. When you say 

you are going to build a railway line, everybody says, “No, not in 

my backyard.” And then there are those who have experienced the 

Gautrain and you are getting a sentiment that says, “Why is it not 

coming into my backyard?” We are caught between the NIMBYS 

and the WIMBYS, as they now call the people who are asking, “Why 

not in my backyard?” As CEO, how do I work with this to satisfy 

everybody? The biggest challenge originally was the line location. 

Where my office is right now is not where the Midrand line was 

supposed to run. It was supposed to be on the western side of the 

freeway because that’s where the residential areas are but because 

there was such great fear of what kind of a system we were going 

to bring, that was the biggest challenge. It is the mental shift of 

being able to get people to understand that we are bringing a 

world-class system. A lot of businesses would now rather have 

their back wall being the Gautrain because they know that secures 

their businesses. 

plus 5% greater than any other sector. Even in the 10km radius, 

property prices still grew decently above the market growth. 

Are you buying new rolling stock? 

We are acquiring more rolling stock but we are acquiring it 

not as a standalone project but we are doing it as part of the 

re-concessioning of the system itself. 

Please unpack the concessioning system. 

A concession agreement allows the private operator to 

operate the assets on our behalf and for that we pay them 

some part and then they get part of that money from their 

revenue earnings. The question we have had to ask now that 

the Gautrain has been built is, are we going to operate the 

systems ourselves? 

We have the assets and we have had success in having the 

separation of duties. You have an asset owner who gives an asset 

out for operations and levies penalties on the person if they do 

not operate the system properly. Then you have an operator who 

earns a fee for operating the system itself. We thought this is the 

best method possible of being able to get the best practice out 

of operating railway lines. On most days we operate at 100% 

availability and 100% punctuality, which is unheard of in South 

African terms. 

Anyone who has travelled on the Gautrain can’t but be 

impressed. What are the key pillars to the Gautrain’s success? 

The fundamentals of a good transport system is that it must be 

functional. The availability of the system, the punctuality of the 

system, the punctuality of supporting systems such as the buses 

and the minibuses, the escalators and all of that, that basic product 

has to be functional before you add fancy technologies. The basic 

product – which is a train ride – must be safe and it must be reliable. 

A lot of things fall into what we call hygienic factors. When they 

are in the background rather than them being the issues we argue 

about, then you then can superimpose technology on it. A good 

ticketing system will enhance the customer experience because 

the customer has the ability to be able to manage their own access. 

They can reload their card on an app or on a website or even travel 

with their bank card. We recently upgraded the technology so that 

you don’t need to buy a ticket, you can just show up with your 

debit card or with your credit card and ride on the system. That 

ease of access is the next level. 

Gautrain is known for the professionalism of 

operations and staff who seem to care about what 

they are doing. How do you get that right? 

Under concessioning I raised the issue of the separation of duties. 

First and foremost, it is a fallacy that the private sector would 



do this on their own. You have the kind of system that we have 

now because there is a knowledgeable public party (an agency 

such as ours) that ensures that these things happen. You need an 

agency that without fear or favour will lay penalties on anybody 

who does not live up to the contract. Then you need a contract 

that is enforceable. Our contract is enforceable and the penalties 

are big if the services do not operate. We don’t want a contract 

that is penalty prone but it must be service prone, it is pro-service 

more than anything else. As I tell the team here, I am not in the 

business of penalties, I am in the business of providing services. 

The penalties have to incentivise service. 

So there are consequences? 

There are big consequences and expensive consequences. 

How do you maintain that kind of excellence 

within your organisation? 

I was told by an old mentor of mine, “Hire good people.” The 

rest of it takes care of itself. We hire the best. For our general 

interviews the minimum is a two-hour interview. We only bring 

the best to come and work with us. We source from both public 

and private but we only take the best in the market and that has 

always been my mantra. I will always hire for skill and capability 

and the rest of the things like employment equity come after the 

skill; the skill has to be there first and then we can talk about the 

other transformational issues. 

What are your short- and medium-term goals as CEO? 

The short-term goal is for us to be able to move the business 

with great speed to becoming self-sustaining. The operations 

of the entity have to completely come off the fiscus. We have to 

make our own money, so commercialisation is a big part of what 

we have to move with. We’ve already started with drivers’ licence 

and testing centres where you can get your new licence, you can 

register your car and you can get all sorts of other government 

services. That is turning out to be big business. I am meeting 

with Treasury to confirm additional funding for us to roll out 

these centres all around the province. We are an agency that is 

gearing itself to be of great use not only to transport people, 

but to the greater public. We are also looking at developing a 

lot of properties around our stations and bringing on additional 

services. We will be self-sustaining and from then onwards we 

will start clawing back the amount of subsidy that is paid by 

government to subsidise the commuter. I want to ensure that 

any money we get from the state goes directly into subsidising 

the commuter and maintaining the asset, not working to 

sustain the agency. 

And the expansion projects of the new 

lines form part of your plans? 

We have already started the process. I have had a meeting with the 

project steering committee and it is all at full speed. We also are 

looking at putting the new contract in place, another key issue. 

We also have to close out the current concession. The amazing 

thing is that in and around South Africa there isn’t anybody who 

has closed out a concession similar to ours. We are the first, so 

we are creating new knowledge and as we continue with that, 

we have to make sure that we manage the knowledge and we 

have it recorded so that it can be shared with other people when 

they do this later on. 

You have worked overseas and you’ve worked in 

the private sector. How have those experiences 

informed your approach to being CEO? 

When I left the private sector, I explained to people who questioned 

my decision that my idea is to build public companies that are 

similar to private companies out there. If I can do that, then I would 

have served my country well. That becomes important: how do you 

meld in the capability that comes from the private sector with the 

rigour of spending public money? We have done that well enough 

at GMA so that we had 11 clean audits and I have been involved 

in nine of those. 

BIOGRAPHY 

Tshepo Kgobe is an engineer with more than two decades of experience in managing 

complex projects and operations with diverse technical requirements in infrastructure, 

energy and mining. A graduate of UKZN and Henley Business School (BSc, Civil Engineering, 

and diplomas and certificates in business management), Kgobe has also worked on strategy 

related to BBBEE, transformation and corporate social investment and marketing. His 

experience in the private sector includes serving as an Executive Director on the board of 

Hatch Africa and a period in the UK with Corus Rail Consultancy. He also worked at 

Metrorail. Tshepo was responsible for the engineering and project management 

of the trackwork subsystem in the Gautrain Rapid Rail Link project. He then 

held the position of Senior Executive responsible for all technical and project 

services in GMA and was until recently the Chief Operating Officer of the 

Gautrain Management Agency, responsible for the everyday running of the 

agency. He assumed the role of CEO in February 2024. 

CEO of the Gautrain Management Agency, Tshepo Kgobe.

SMART MOBILITY 

Gautrain: More than just a train! 

Gautrain has been delivering passengers – and economic growth – since 2010. 

The 8th of June 2010 marked a historic moment for South 

Africa as the first Gautrain ride for commuters left Sandton 

Station for OR Tambo International Airport Station, just 

in time for the 2010 FIFA World Cup. Members of the 

Gautrain project and the public braved the cold to be present for 

this momentous journey. 

Fourteen years later, the Gautrain Management Agency (GMA), 

an agency established by the Gauteng Provincial Government to 

manage the implementation of the Gautrain Project, is recognised 

as a centre of excellence in the rail and public transport industry. The 

Gautrain has also proven to be more than just a transport project; 

it is an economic development project focusing on reaching the 

objectives of stimulating economic growth and job creation, 

promoting investment and new development. The system was 

a major employer of Gauteng residents in its construction stage 

and this has continued through to the operational phase. A total 

of 10 900 direct jobs and 61 000 indirect jobs have been supported 

during operations. 

Cleaner, greener public transport 

South Africa’s first and only rapid rail network is a forerunner in 

promoting smart mobility, helping to reduce road congestion, 

harmful carbon-dioxide emissions as well as noise pollution by 

providing a cleaner, greener public transport option. A 2018 

independent economic impact study commissioned by the GMA 

found that a commuter who uses the Gautrain every working day, 

to and from work between Johannesburg and Tshwane, saves 

around seven hours and R1 300 in petrol and car-maintenance 

costs a month. Furthermore, an average single trip on the Gautrain 

saves 2.8 kilograms of carbon dioxide (CO2) per passenger trip 

when compared to a private car. 

In the 14 years since the Gautrain first opened its doors 

for passengers, 125-million train passenger trips have been 

undertaken and every day there are fewer cars on Gauteng roads. 

The arrival of Gautrain stations in communities has influenced 

local development and commercialisation decisions; R46-billion 

has been added to the total gross domestic product (GDP) of the 

provincial economy due to property development induced by the 

Gautrain, further contributing to another 245 000 jobs. 

There has been a significant mushrooming of commercial 

and residential properties around Gautrain stations. The 

Gautrain route also breaks city boundaries and connects 

the metropolises of Johannesburg, Tshwane and Ekurhuleni, 

as well as linking to Africa’s largest airport, OR Tambo 

International Airport. This has not only led to the integration 

of communities but has also opened up opportunities for job 


SMART MOBILITY 

seekers, entrepreneurs and investors. Well-connected cities 

mean access to businesses, workers, residents and supply 

chains, reducing transaction costs, improving productivity 

and facilitating economic growth. 

Integrated transport system 

Alongside the railway operation, Gautrain has a Dedicated Feeder 

and Distribution Service, consisting of both dedicated buses and 

midibuses in partnership with taxi associations, provided to 

improve accessibility to the train stations and to limit road traffic to 

the stations. The Gautrain Midibus Service has been a critical game 

changer in unlocking the potential of the minibus taxi industry 

to operate scheduled, safe and reliable public transport services. 

In 2011, GMA formed an innovative contracting model with taxi 

associations operating in the Linbro Park area. 

Since 2022, more midibus routes have been introduced and are 

operating at Gautrain Marlboro, Centurion and Hatfield stations. 

Part of GMA’s mandate is to enhance the integration of the 

Gautrain system with other public transport services within the 

Gauteng province through initiatives such as the Midibus Service 

which commuters can use for just R12. The GMA continues to 

ensure that the Gautrain is an inclusive service and accessible 

for people living with disability. All Gautrain buses are equipped 

with electronic ramps to enable accessibility to persons living with 

disabilities and Gautrain bus drivers have been trained to assist 

passengers, including helping with boarding, disembarking and 

providing information about the journey. The Gautrain also offers 

discounts to students through the Gautrain Student Card and has 

a multi-tiered fare structure that offers favourable fares to frequent 

and off-peak travellers. 

It is evident that the Gautrain, a national strategic asset valued 

at R45-billion at replacement value, has not only changed the 

perception of public transport in Gauteng, but most importantly 

has enhanced economic growth in the province. As the first publicprivate 

partnership of its scale in South Africa, the Gautrain has 

also been commended internationally and much interest has 

been shown in the lessons learnt from this contractual form and 

its application to other projects throughout the world. 

For more information on Gautrain follow: 

X: @TheGautrain 

Instagram: @TheGautrain 

LinkedIn: Gautrain Management Agency 

Facebook: www.facebook.com/gautrain 

Website: www.gautrain.co.za 

Call Centre: 0800 42887246 

SMS alert line: 32693 


WORLD-CLASS TRANSPORT 

Leveraging global expertise 

to create local excellence 

Nthabiseng Kubheka, CEO of Bombela Operating Company (a joint venture led by RATP Dev), 

is proud that the Gautrain can be used as a benchmark of what localised world-class public 

transport systems can look like in the Southern Africa region. She discusses the importance 

of partnerships, building strategic leadership, economic inclusion and the commitment 

of employees to a vision of delivering on a dream of an efficient fast-train service. 

How did you come to be involved in the world of transport? 

My career spans over 27 years working mainly in energy, a key 

sector of South Africa’s economy, where I was overseeing the 

efficient and successful implementation of mega-infrastructure 

projects, initially for our power utility Eskom, and later for the 

Power business of General Electric (GE: NYSE). 

Both opportunities have afforded me the privilege of being 

mentored by industry leaders while actively contributing to 

building a better-resourced South Africa, which for me is a countryduty 

that I hold with the highest regard. The transportation sector 

is an equally important and strategic sector of our economy, 

one that is key to unlocking socio-economic development and 

contributing to a carbon-free world by 2050 through moving 

people and goods from road to rail in mass. 

When the opportunity to roll up my sleeves and lead BOC 

presented itself, I took it with both hands knowing that delivering 

on the efficient and successful day-to-day running of the Gautrain 

project would be a game changer for my career. 

I am a patriotic South African who wants to see us progress into 

a super economy in Africa and beyond. My decision to leverage 

the lessons and skills acquired in the energy sector to contribute 

to building much-needed capacity in the rail transportation 



sector was a no brainer. It made perfect sense. As a country we 

should take pride in building our economy from the bottom up 

by prioritising leading from the front while training and upskilling 

as many of our people to occupy strategic positions as possible. 

This is our country, we need to build it ourselves, no-one will do 

that for us. 

What previous experience have you found most useful to 

your role as CEO of BOC, a joint venture led by RATP Dev? 

At Eskom I learnt the project management of complex build 

projects; it taught me the importance of starting with the end in 

mind. Clarity of strategy and implementation ensures that you 

deliver on time and within costs as you have an immediate and 

long-term view of the impact of your day-to-day tasks. 

At General Electric I learnt the importance of partnering with 

the best in the world and localising global expertise to benefit 

your local context. Countries and companies that are globally 

recognised for making gigantic strides in their growth have done 

so by collaborating, partnering and in some instances developing 

“glocal” (global and local) best practices. 

Today we look back with pride at how we have leveraged our 

parent company RATP, the third-largest integrated transport 

leader globally and world leader in high-capacity rail networks. 

Today the Gautrain is globally recognised as a mode of transport 

that visitors and locals alike trust because of its predictability 

and consistency. 

Nthabiseng Kubheka, BOC CEO. 

All of which has been influenced by the lessons learnt from other 

RATP Dev operations across Africa and beyond. For example, some 

of the Gautrain’s achievements to date include: 

• 98% service availability and on-time performance. 

• Over 131.6-million passenger trips since inception, 1.3-million 

of which were connecting travellers to OR Tambo International 

Airport. 

• 24 200 fewer cars, contributing to reduced emissions and access 

to efficient public transport. 

• An estimated R1.7-billion contribution to economy year-on-year. 

• A R46-billion total contribution to GDP; 245 000 jobs added 

through property development. 

We are privileged to have been a part of the collective team 

that has delivered on the above. None of this would have been 

achieved without collaborating with all our other partners and 

without the unwavering commitment of our employees. 

Together this collective is flying South Africa’s flag high. To them 

we say Thank you, Enkosi, Siyabulela. 



If you were able to tell your 15-year-old self what position 

you have now achieved, would she have been surprised 

or would she have thought, “That’s about right”? 

Probably she would have thought “That’s about right” with a 

disclaimer that “There is still a whole lot more to do”. The country 

is not where we envisaged it would be by now, despite making 

significant gains in our 30 years of democracy. A fully fledged 

and integrated transport system, a lower carbon footprint and 

a reduction in unemployment, especially among the youth and 

women, not to mention a fully diversified energy mix, are now 

needed to take our economy to significant growth levels. 

Who have been inspirations to you along 

the path towards where you are now? 

First and foremost, I am inspired by the resilience of the human 

spirit. Secondly, my parents, who have imparted in me the values 

of hard work, respect and paying it forward. Lastly, throughout my 

career I have had colleagues and bosses who have encouraged me 

to stay focused and lift others while I rise. 

How would you describe your leadership style? 

I am a fair and a firm leader who is empathetic and believes in 

accountability and integrity. 

As an award-winning company in gender empowerment, 

please tell us what are the things you do or what is in your 

company environment that contributes to that achievement? 

Diversity, equity and inclusion are important for any country and 

for businesses operating in a market. For us in South Africa, this 

is further compounded by the need to fast-track the inclusion 

of more of our people into the economic value chain. Therefore, 

prioritising the segments of our population that are underrepresented 

in the economic value chain is an imperative that is 

at the heart of how we deliver value to South Africa. 

The concept of “Ubuntu” (I am because you are), is a reminder that 

we owe our existence to all South Africans and those that came 

before us. 

As part of our business strategy, we prioritise our communities 

and within them our youth, women, people with disabilities and 

the elderly. This we do through our corporate social investment 

projects, intentionally supporting their small and medium 

enterprises, the creation of quality and sustainable jobs and skills 

development programmes. 

• We employ over 500 locals, 35% of whom are the youth and 

50% are women. 

• We provide mentorship, 250 hours of tutoring per year and 

three-year scholarships to the youth of Alexandra township 

through our Sizanani mentoring programme. 

Who are the shareholders of BOC? 

The Bombela Operating Company’s shareholders are RATP Dev 

(63%) and our local partner SPG (37%). 

What is the main mandate of BOC? 

Bombela Operating Company (BOC) currently operates and 

maintains the Gautrain, which is a 160km-per-hour high-speed 

train that safely and efficiently connects Johannesburg and 

Pretoria in just 42 minutes. As part of the operations, we manage 

10 stations, associated parking spaces, security control centres, 

125 Gautrain buses, 23 midibuses and an adaptative Operations 

Control Centre, which is our centre of operational excellence. 

The Gautrain is a best-practice case study that may be used as a 

benchmark of what localised world-class public transport systems 

can look like in the Southern Africa region and beyond. 

To whom or what does BOC report? Or who is the client? 

BOC reports to the Bombela Concession Company who in turn 

report to the Gautrain Management Agency. 



What are you most proud of in terms of BOC’s operations? 

Serving our customers and seeing their satisfaction with every trip 

that we make. Also having an experienced local team that is willing 

and capable of meeting the demands of our operations. 

How many staff are employed at BOC? 

Over 500 directly and many more indirectly. 

Do BOC leaders engage in national, continental and 

international forums on issues relating to public 

transport (eg Africa Rail, the SARA Rail Conference)? 

We participate in industry events as part of adding our voice to 

building the sector and ensuring that we promote local expertise 

and capabilities. 

What role can RATP Dev play in supporting South Africa’s 

vision of building world-class cities in South Africa? 

The parent company RATP is 70 years old and RATP Dev has 

been in existence for 20 years. It is the third-largest provider of 

integrated transport systems and a global leader in high-capacity 

rail networks. It has 24 000 employees across 15 countries and 

makes over 3.8-billion travels every year. South Africa can leverage 

the experience that RATP Dev already has in the South African and 

African markets and globally to deliver on its vision of building 

world-class cities. For example, RATP manages the metro lines in 

Paris and the surrounding areas, which is one of the densest multimodel 

networks in the world, doing 10-million trips a day post- 

COVID. That massive scale means that there are lots of lessons and 

expertise that can be borrowed from this wealth of experience. 

In addition, as our leaders plan for the imminent extension 

of the current Gautrain line and for essential issues such as 

democratisation, RATP Dev can provide valuable insights on their 

experiences in this regard. For example: 

• Across various types of transit systems such as the automated 

metros which are currently being generalised in Paris in the 

context of the Olympic Games to a wide range of buses operated 

across Europe, the US and the MENA and Africa region. 

• Important topical issues such as the future of transport and 

the role it can play in climate-change mitigation; increased 

efficiency and operations through digitalisation and apps 

(helping to track fraud, improve security, etc); as well as predictive 

maintenance and improvement of working conditions for 

workers (exoskeletons, VR, etc). 

• Public Private Partnerships are essential in fast-tracking 

infrastructure development and growing the economy. This 

has been very evident with the success of the Gautrain project. 

What are some of the lessons you have learnt 

through delivering on the Gautrain project? 

Through the Gautrain project we have appreciated the learnings 

on the importance of partnering with a long-term commitment 

in mind, being agile and adaptive when the situation calls for 

it. For example, during the Covid-19 pandemic we had to adapt 

to the new reality of reconfiguring how we deliver our best 

service in a very challenging, fast-changing and very restrictive 

environment. The Gautrain serves as an example of how PPPs 

can effectively tackle transportation challenges and respond 

to the community’s expectations. While governments might 

not always have the expertise or funds to enhance transport 

infrastructure and service offering, setting clear objectives to 

private operators with a strong track record can be a powerful 

tool. Under the vigilance of strict performance metrics, operators 

can deliver an excellent service. 

What advice would you give to South 

Africa’s next generation of leaders? 

Prioritise education, humble yourself and be willing to learn from 

those who have been there before you and always do good at 

home, in the community and ultimately for your country. Good 

deeds attract good opportunities from people you may not have 

thought would notice you. 


ENERGY-EFFICIENT TRANSPORT 

Rail is the sustainable solution 

A new report captures the socio-economic impact made in a financial year by Alstom, 

the group whose Gibela Rail Consortium is making the X’trapolis Mega Train from 

30% lighter steel. Alstom is the majority shareholder in a further three joint ventures 

in South Africa: Alstom Ubunye, Bombela Maintenance and Alstom BTSA. 

Rail transportation is one of the most energy-efficient 

transport modes and will remain the backbone of mobility 

in a sustainable world. The average passenger cars in South 

Africa emit 148gCO2e/km, which is 18.9 times more than 

riding a train. 

The X’trapolis Mega Train being produced at Gibela for 

Passenger Rail Agency South Africa (PRASA) is made from 30% 

lighter steel than trains made of carbon steel. The stainless 

steel translates to less energy consumption which results in 

lower greenhouse gas emissions. In addition, 99% of the train 

components are recoverable and 96% of them are recyclable, thus 

decreasing the likelihood of end-of-life impact. 

Alstom, a global leader in sustainable and green mobility 

solutions, has released a report in collaboration with Ernst & Young 

(EY) capturing the company’s socio-economic contributions from 

April 2021 to March 2022. It highlights the support of over 9 000 

jobs and R3.9-billion injected into South Africa as Alstom continues 

to grow its local presence. 

“We have been in South Africa for at least 10 years now and our 

commitment to South Africa goes beyond the manufacturing of 

trains or railway components. We are a reliable local growth partner 

and are actively participating in the development of an inclusive 

and sustainable rail industry through localisation, job creation and 

skills development. This report creates a baseline understanding 

of the impact of our work to date and acts as a tool to measure our 

progress moving forward,” said Bernard Peille, Managing Director, 

Alstom Southern Africa. 

Alstom’s strategy in South Africa is illustrated by significant 

investments in the country, which include Alstom Ubunye, Gibela 

Rail Consortium and most recently with Bombela Maintenance and 

Alstom Rolling Stock South Africa. 

“Alstom’s commitment to eco-design is centred on minimising 

the environmental footprint of its solutions throughout the 

lifecycle. This approach is already applied to more than 50% of 

Alstom products globally with a target of having 100% of all new 

products by 2025,” says Peille. 


ENERGY-EFFICIENT TRANSPORT 

Supporting local industry 

“When we started our journey 10 years ago, the 

rail industry in South Africa was dormant and a 

significant effort was put into building Gibela’s 

supply chain which now consists of over 90 South 

African suppliers and 65% of the train’s content 

is supplied locally. Gibela also has over 1 000 

talented employees and has delivered more than 

100 locally made trains to PRASA," said Andrew 

DeLeone, President of Alstom in Africa, Middle 

East and Central Asia. Alstom’s actions also extend 

to freight; it is contracted to supply electric Traxx 

locomotives to Transnet, locomotives which will 

contribute to reducing heavy vehicle traffic on 

South Africa’s roads. 

ON TRACK 

Alstom has supported over 9 000 jobs in South Africa, according to EY 

• R3.9-billion GDP contribution to South Africa’s economy 

• 99% local hires, 35% women 

• 65% X’trapolis train content supplied locally 

• 91% less gCO2/passenger.km by train compared to cars 

for its customers but more importantly, to build 

local capability. 

World-class skills training 

In terms of skills and rail expertise development, 

Alstom invested in multiple skills transfer 

programmes and sent South African employees 

to various Alstom sites around the world including 

France, the United Kingdom, Sweden, Australia 

and India, among others. Alstom’s South African 

employees regularly undergo technical and 

behavioural skills training to ensure they operate 

at the same level as any Alstom employee at any 

site globally. In addition, Alstom also supports 

educational initiatives in South Africa focusing 

on science, technology, engineering and 

mathematics (STEM) subjects in high school and 

up to university level. Through its joint ventures, 

partnerships with universities are in place to 

advance railway-specific skills development, 

expand scientific and research capacity and 

attract and retain excellent researchers, students 

and scientists. 

Employees at Alstom Ubunye. 

“In 2022, we expanded our manufacturing 

capabilities and can now produce locomotive car 

body shells in South Africa. Growing these unique 

locomotive skills locally is in line with our longterm 

growth strategy to introduce much-needed 

state-of-the-art freight solutions to the rest of the 

Southern Africa market. Reduced heavy vehicle/ 

truck traffic on our roads also leads to less carbon 

emissions and improved safety,” added Peille. 

Enhancing the local economy 

According to the report, Alstom South Africa 

purchased R3.6-billion of goods and services 

over the reporting period, 79% of which are from 

South African suppliers. The company’s dedication 

to local economic development has resulted 

in increased partnerships and support for local 

business enterprises. Alstom collaborates with 

over 500 suppliers in South Africa, who provide 

components for Alstom trains and services to 

projects across the country. Fully 99% of Alstom’s 

new employees have been local hires in South 

Africa, of which 90% are black Africans and 45% 

fall into the youth category. The company is 

committed to gender diversity and inclusion. 

Women compete equally for all roles and as 

a result 35% of the workforce is now female 

and this number will grow in the coming years 

through deliberate efforts. Alstom is committed 

to developing greener, smarter and safer mobility 

Alstom’s outlook for South Africa 

By 2025, Alstom will grow its employee base by 

10%, increase female representation up to 40% 

in the management, engineers and professionals 

category; optimise manufacturing to produce 62 

X’trapolis Mega Trains per annum and intensify 

operational capacity to produce up to 50 

locomotives per annum. 

ABOUT ALSTOM 

Leading societies to a low-carbon future, Alstom 

develops and markets mobility solutions that 

provide sustainable foundations for the future 

of transportation. From high-speed trains, 

metros, monorails and trams to turnkey systems, 

services, infrastructure, signalling and digital 

mobility, Alstom offers its diverse customers the 

broadest portfolio in the industry. Over 150 000 

vehicles in commercial service worldwide attest 

to the company’s proven expertise in project 

management, innovation, design and technology. 

In 2021, the company was included in the Dow 

Jones Sustainability Indices, World and Europe, 

for the 11th consecutive time. Headquartered 

in France and present in 70 countries, Alstom 

employs more than 74 000 people. The Group 

posted revenues of €15.5-billion for the fiscal year 

ending on 31 March 2022. 

Website: www.alstom.com 


SECURITY SOLUTIONS 

Armscor, your strategic 

partner of choice for defence 

and security solutions 

Delivering innovative defence solutions. 

The Armaments Corporation of South Africa SOC Limited 

(Armscor) is an acquisition agency for the South African 

Department of Defence (DOD) and other organs of state 

and entities. Armscor's mandate is to provide the armed 

forces with state-of-the-art defence matériel, delivering innovative 

defence solutions efficiently and effectively. The organisation 

manages the strategic capabilities of the DOD, producing research 

and vanguard technological solutions required to provide safety 

and security for South Africa, its citizens and the continent. 

Armscor’s core businesses 

Acquisition 

One of Armscor’s core businesses is acquisition. Its key functions 

include requirements analysis, technology development, design 

and development of products and product systems and the 

industrialisation and manufacturing of mature products and 

product systems that fully meet user requirements. It also entails 

procurement of existing and qualified products, as well as the 

acquisition of product-system support for user systems during 

the operational lifetime of the systems. 

Research and development 

Armscor, through its Research and Development, is able to 

conduct defence research and scientific research, test and 

evaluation services, technology management, analysis and 

industrialisation and intellectual property management services. 

The organisation has the capability to perform independent, 

centralised coordination and fulfil a management role for 

technology acquisition and technology commercialisation. 

Naval dockyard 

The dockyard provides repair and maintenance services to the 

SA Navy on various product systems from tugs to small craft, 

frigates and submarines. Maintenance and repair services 

cover both planned and ad-hoc projects. It is one of South 

Africa’s strategic national capabilities, where the country’s 

naval defence maintenance, repair and overall capabilities 

are housed. 

For more information contact 

Corporate Communication Division 

370 Nossob Street, Erasmuskloof X4, Pretoria 

Tel: +27 12 428 1911 

Email: info@armscor.co.za 

Website: www.armscor.co.za

BORDER SECURITY 

Preventing threats while 

stimulating trade and 

legitimate movement 

The Border Management Authority (BMA) is celebrating its one-year mark since inception with 

a mandate to tackle security threats, streamline migration processes, enhance safety measures, 

alleviate congestion and mitigate long transit times at South Africa’s ports of entry. 

With its inaugural year marked by significant strides, 

the BMA is intensifying its efforts to stimulate 

trade activities and facilitate legitimate movement 

of persons and goods across the region while 

preventing serious threats against the Republic of South Africa. 

Since the deployment of the Border Guards in 2022, more than 

300 000 people have been intercepted across the various ports 

of entry. 

The notion of consolidating border management under a single 

authority faced initial resistance. Not everyone was convinced 

that it was the right approach. However, since the BMA became 

operational in April 2023, there appears to have been a notable 

turnaround. Initially, there was some uncertainty and even some 

anxiety about the entity, its purpose and the government's 

intentions behind it. The BMA had to invest significant time 

engaging with the private sector to ensure clear communication 

about the BMA's mandate and role. The establishment of the 

organisation has facilitated greater coordination and collaboration 

among various government departments and agencies involved 

in border management. 

Collaborative effort 

The BMA Act mandates a collaborative effort with various 

government departments and agencies involved in border 

management, including the South African National Defence 

Force, South African Police Service and South African Revenue 

Service (SARS), responsible for customs. During operations, 

as we collaborate and coordinate efforts with a multiplicity 

of agencies, local traffic authorities across the country play a 

significant role for managing corridor movement towards the 

port of entry. For the effective management of the movement 

of children across the ports, the BMA cooperates with the 

Department of Social Development. All BMA activities are 

overseen by members of the Border Technical Committee (BTC), 

who are heads of entities and Directors General, as well as the 

Inter-Ministerial Consultative Committee (IMCC) on border 

management. The approach of contextual collaboration is 

making a major difference at our ports. The BMA has undeniably 

brought stability and certainty to border posts and we remain 

committed to making further strides moving forward. 

Where we come from 

The BMA has been focusing on its capacitation and undertaking 

final processes for the integration of staff members from the four 

government departments operating at the ports of entry (DHA, 

Agriculture, Health and the Environment). 

The BMA has applied all critical departmental policies and 

procedures. 

The formative year of the BMA’s existence was sealed by its 

official launching by his Excellency, President Cyril Ramaphosa, 

in October 2023. 

In this period, the BMA actively reached out to various 

stakeholders to ensure that there is a grasp of the functions and 

objectives of the BMA. Considerable progress was made and 

there is now a much greater sense of certainty. Our operations 

in this first year adopted an approach of not solely managing 

this from the top down and this has been pivotal. The BMA has 

dedicated significant time on the ground, first-hand witnessing 

border operations, understanding challenges and brainstorming 

solutions. Additionally, our continuous collaboration and dialogue 


BORDER SECURITY 

with the private sector has played a crucial role. By actively seeking 

their input, the entity was able to address their needs effectively 

and ensure the delivery of viable solutions. 

Congestion solution 

One example is at the Lebombo border post between South Africa 

and Mozambique where persistent congestion had been causing 

delays and increasing costs. In response, the BMA partnered with 

SARS to implement a joint-processing system under canopies on 

a bypass at the border post. This innovation streamlined truck 

movement by allowing officials to process trucks without drivers 

needing to disembark. By bringing the processing directly to the 

trucks, rather than having drivers navigate various buildings for 

cargo clearance and immigration, the BMA significantly reduced 

truck turnaround times. 

The 2024/25 financial year signifies the first year of BMA’s 

full operation as an autonomous schedule 3(A) public entity. It 

is crucial to recognise that coming to border management and 

addressing issues at the various ports of entry, there is no one-sizefits-all 

solution for the challenges at ports. Each port of entry differs 

in layout, infrastructure and volume of traffic, making it essential 

to tailor solutions accordingly. Central to finding these solutions 

is the understanding that addressing issues cannot be done 

solely from an office in Pretoria. Over the past year, the BMA has 

prioritised on-site visits to border posts, gaining insights into their 

unique layouts and identifying infrastructure gaps. This approach 

emphasises addressing problems directly from the ground level. 

The Lebombo border post solution underscored the need for 

innovation, collaboration and location-specific solutions. 

Ports of entry cannot be treated as isolated entities; a corridor 

approach is essential for effective trade facilitation. This means 

considering the entire route, not just the individual border points. 

Specifically focusing on ports of entry, the first step is to address 

infrastructure to create environments conducive for lawful trade 

while curbing illicit activities. South Africa's ports of entry, originally 

designed for security during apartheid, now need revamping 

to facilitate regional and international trade more effectively. 

To achieve this, the BMA initiated requests for proposals for the 

redesign and development of six ports: Beitbridge, Lebombo, 

Maseru Bridge, Ficksburg, Kopfontein and Oshoek. Through this 

initiative, the aim is to enhance cross-border movement efficiency, 

promote regional economic integration and provide better 

support for the African Continental Free Trade Area (AfCFTA). 

The establishment of a single entity for industry to engage 

with, rather than multiple government agencies, has yielded 

positive results thus far and has significantly streamlined border 

operations. The BMA has sought to strike a balance between 

security imperatives and the facilitation of lawful movement of 

people and goods. 

Modernising infrastructure 

In the near future, the BMA will be modernising border 

infrastructure and deploying advanced technology to improve 

border management capabilities. Investments have been made in 

biometric systems that will provide us with detailed travellers data. 

Automated clearance processes, body cameras, drones and hi-tech 

surveillance equipment will also enhance border surveillance, 

identification and processing procedures. 

The celebration of the BMA’s first anniversary coincides with a 

momentous time of the 30-year anniversary of our freedom and 

democracy. The BMA continues to demonstrate a commitment 

to upholding the rights and dignity of individuals crossing South 

Africa’s port of entry, including refugees, asylum seekers and 

vulnerable groups. By ensuring that border control activities are 

conducted in accordance with national and international laws, the 

BMA has worked hard to adhere to constitutional principles. 

A happy one-year anniversary to the BMA! 

Dr NM Masiapato, 

Commissioner 

and CEO, BMA 

Ms MJJ Thupana, 

Deputy 

Commissioner: 

Corporate 

Services, BMA 

Major General 

David Chilembe, 

Deputy 

Commissioner: 

Operations, BMA 


WATER INFRASTRUCTURE 

Harnessing private 

expertise for world-class 

public infrastructure 

The best way to tackle South Africa’s water woes is through public-private partnerships, 

says experienced P3 infrastructure developer, the Gap Infrastructure Corporation. 

Water infrastructure is under pressure. 

South Africa’s taps are at risk of running dry as its watersupply 

infrastructure comes under mounting pressure. As 

millions go without reliable in-home water connections 

and water supply infrastructure buckles under the 

pressure of population growth, urbanisation and industrialisation, 

the 2023 World Water Day theme of “accelerating change” was 

especially relevant for South Africans and the Gap Infrastructure 

Corporation (GIC). 

The lack of access to clean water in many rural areas is 

becoming increasingly critical as water scarcity grows, leading to 

overcrowding at communal water taps and increased reliance on 

dirty or contaminated groundwater sources. 

According to the last General Household Survey by Statistics 

South Africa, an alarming 12.2% of households used a public tap as 

a source of water; 1.9% used a neighbour’s tap; 1.8% used flowing, 

stream or river water; 1.7% made use of a water-tanker; 1.6% used 

a water vendor; and 1.5% used a rain-water tank, among other 

alternative sources. 

Adding to the country’s water scarcity woes is below-average 

rainfall. South Africa’s annual precipitation is almost half that of the 

global average at just 497mm per year. “Given the high demands 

on South Africa’s water resources, it is crucial that we prioritise 

the development of sustainable and easily accessible water 

infrastructure such as boreholes or rainwater harvesting systems, 

and invest in upgrading existing water supply systems,” says Roelof 

van den Berg, CEO of GIC. 

Community education on water conservation and efficient 

water use is also vital. Through teaching households water-wise 

habits, community education can help reduce the burden on 

shared water sources and ensure that more people have access 

to safe and clean water in their homes. 

“World Water Day called for increased efforts to promote 

water conservation, efficient water use and sustainable water 

management practices. It also emphasises the importance of 

innovative solutions and technologies to ensure that water 

resources are used more sustainably. 

“Finally, the topic of ‘accelerating change’ was particularly 

relevant for GIC as a trusted construction partner in the drive 

to roll out reliable water infrastructure for the benefit of all 

South Africans.” 


WATER INFRASTRUCTURE 

technologies and conducting feasibility studies and environmental 

impact assessments. 

Large numbers of South 

Africans use public taps as a 

source of water. 

Harnessing private expertise for 

world-class public infrastructure 

In the ongoing quest to improve infrastructure development 

nationally, public-private partnerships have emerged as an 

invaluable tool. These successfully bring together the expertise 

and resources of both private construction companies and 

government to deliver enhanced services. 

THE FOUR BIG BENEFITS THAT COMPANIES CAN 

BRING TO THE PROCESS ARE DIVERSE: 

Enhanced infrastructure roll-outs 

Public-private partnerships are an effective way of increasing 

capacity, ensuring that more projects are undertaken 

simultaneously at a high-quality standard. By utilising these 

partnerships in the development of water infrastructure, South 

Africans can enjoy the benefits of new water-treatment plants 

and upgraded water-supply systems, while stimulating job 

creation, small business growth and increased investment in 

new technology and innovations for world-class water and 

sanitation systems. 

Professional project management for maximum returns 

The private sector can supply government with the required 

expertise as well as the qualified and experienced staff needed 

to ensure the success of large-scale projects. Infrastructure 

development companies can manage construction contractors 

and sub-contractors, liaise with numerous suppliers and control 

operations to ensure that projects are completed on time and 

within budget. 

Community education and partnerships 

Private companies can assist in launching and managing important 

learning and awareness programmes with communities, sharing 

responsibility with public entities for education and upliftment. For 

example, companies involved in water infrastructure development 

may roll out programmes teaching community members about 

water conservation and efficient water use and provide technical 

training and upskilling to local workers in the construction, 

operation and maintenance of water and sanitation infrastructure. 

Many of our country’s water issues, current and future, can be 

resolved in large part by upgrading the country’s ailing water 

system and constructing new infrastructure in previously underserved 

areas. Public-private partnerships are the most suitable, 

sustainable and beneficial way to ensure that quality infrastructure 

is developed sooner rather than later. 

Expert planning and design 

Through proper planning and design, infrastructure development 

companies help to ensure that projects are initiated and managed 

in environmentally sustainable and cost-effective ways. Drawing 

on deep infrastructure development expertise and experience, 

companies such as GIC further work to ensure that projects meet 

the needs of specific communities. This includes developing 

comprehensive water and sanitation plans, identifying appropriate 

Roelof van den Berg, CEO of GIC 

PHOTOS: GIC www.opportunityonline.co.za | 31

WATER SECURITY 

Collaboration and co-creating 

sustainable solutions 

Coca-Cola Beverages South Africa believes in collaboration to ensure water sustainability. 

We are focused on delivering on our purpose, to 

accelerate our collective action to address challenges 

that impact our business and the communities we 

serve. Our approach is centred around people. While 

the focus must be on how best to achieve key sustainability goals, 

as a collective we need to be mindful in our responses of the varied 

needs and changing circumstances of communities around us. 

The answer lies in collaboration and co-creation of sustainable 

solutions. As the Coca-Cola system, we use our industry leadership 

to be part of the solution to achieve positive change and to build 

a more sustainable future for our planet. Importantly, we want 

to create greater shared opportunity for the business and the 

communities we serve, across our value chain. 

Water 

Water is a priority for the Coca-Cola system because it is essential to 

life, our beverages and the communities we serve. The Coca-Cola 

Company’s 2030 Water Security Strategy focuses on increasing 

water security by investing in water initiatives that benefit nature 

and communities. This includes projects that provide benefits 

to local watersheds that supply water for drinking, agriculture 

and manufacturing, restore and conserve habitats for plants and 

animals and offer opportunities for local economic development. 

As part of this work, we collaborate with partners to understand 

the complex link between water, climate, agriculture and 

biodiversity. In addition, many of our water replenishment projects 

have additional co-benefits such as helping to improve soil health, 


WATER SECURITY 

The Graaff-Reinet Cokeville megaproject will supply 

between 27-million and 30-million litres of water every 

month. 

sequester carbon, conserve water, restore degraded 

lands, contribute to biodiversity and mitigate climate 

change. We are focused on accelerating the actions 

needed to increase water security where we operate, 

source ingredients and touch people’s lives. We do 

that by contributing towards sustainable, clean water 

access that improves livelihoods and wellbeing while 

protecting against water-related disasters. 

We continue to replenish the water we use in 

our finished beverages to nature and communities. 

We have set three key goals designed to achieve 

our vision: 

• Achieve 100% regenerative water use across our facilities in 

areas identified as facing high levels of water stress by 2030 

• Improve the health of watersheds identified as most critical for 

our operations and agricultural supply chain by 2030 

• Continue to return water to nature and communities. Ensuring 

the health of watersheds is a major part of this. 

For example, as CCBSA we successfully implemented Project 

Lungisa in Grabouw in the Western Cape, where the municipality 

was losing a significant amount of its potable water due to leaks and 

failing infrastructure. Through this partnership, we trained young 

community members in plumbing to support the rehabilitation 

of water infrastructure, including fixing leaks in informal areas. 

In response to a looming Day Zero in parts of the Eastern Cape, 

CCBSA launched an ambitious project to work with the local 

municipality and other key stakeholders to assist vulnerable 

and distressed communities. Since 2020, CCBSA deployed an 

off-grid, solar-powered groundwater harvesting and treatment 

initiative called Cokevilles. In the region, a total of nine systems, 

or boreholes, have been deployed in Gqeberha with a potential 

of replenishing a minimum of 

90-million litres per annum at no cost to the beneficiaries. Last 

year the company unveiled a R12-million groundwater harvesting 

Cokeville project, to supply the entire town of Graaff Reinet in the 

Eastern Cape with potable water. The Cokeville mega project was 

installed to feed directly into the municipality’s infrastructure and 

is able to supply between 27-million and 30-million litres of water 

every month to the town and surrounding communities. Since the 

inception of our borehole groundwater harvesting programme, we 

have managed to replenish hundreds of millions of litres of water 

in Limpopo, KwaZulu-Natal, Gauteng, Free State and the Eastern 

Cape provinces, benefitting thousands of households. 

Building resilience through partnerships and innovation 

We understand that no entity can solve the water challenges 

alone. We believe in collective action and partnership to tackle 

development issues. It is important that all relevant stakeholders 

have a voice, an investment and a shared understanding of the 

outcomes to ensure we deal with the lack of access to safe water. 

As CCBSA we believe in and are committed to solution-driven 

conversations for a better future for all. 


“Transformed into a sought-after craftsman.” Limpopo 

resident Lucky Ndou qualified as a diesel mechanic 

through Murray & Roberts Cementation's training 

initiative at the De Beers Venetia Underground Project. 

Uniting 

education and 

employment, 

a true catalyst 

for progress 

As South Africa votes in national elections 

for the seventh time since the democratic 

dispensation began, Jacques Farmer, 

Managing Director of Prisma Training 

Solutions, argues that for the country to really 

move forward, skills development must be 

a bridge to employment opportunities. 

As the 2024 national election draws near, South 

Africa stands at a crossroad. The air is filled with a 

sense of expectation, where hope for a better future 

mingles with anxieties about the challenges ahead. 

Citizens are hungry for leaders who will confront the man on 

the street’s most pressing challenges – unemployment and 

the skills crisis. 

The nation grapples with a staggering unemployment rate 

of 33.9%. These figures aren’t just numbers; they represent 

the harsh reality endured by millions, leading to widespread 

poverty, social unrest and a deep-seated sense of despair. 

To break free from this crippling stagnation a revolution is 

needed, not just political, but a revolution of education, 

skills and opportunity. 

Bridging the gap between 

education and employment 

Such a revolution demands a concerted 

effort from both the government 

and the private sector. Investments 

in education must be intensified, 

ensuring quality learning reaches 

every corner of the country and 

vocational programmes must be 

given a complete overhaul. Gone are 

the days of generic qualifications. 

PHOTO: De Beers

RELEVANT EDUCATION 

The modern, digital-first economy demands precision skills. But 

education alone is not enough, experience is necessary. Here, 

businesses must be geared to provide the right environment 

for learned theory to find practical application, to maximise 

opportunities for skills growth and development. 

However, the government alone cannot orchestrate this 

revolution and the private sector, particularly industries like mining, 

must be used as a potent catalyst for change. Companies should 

look towards expanding employment opportunities through 

targeted training and development initiatives. For example, mining 

houses collaborating with local communities, nurturing the talent 

hidden within through multi-skilling programmes that equip 

locals to operate machinery, coupled with dedicated channels to 

integrate them into the workforce, would be a transformative step. 

To get to this point, it is crucial to move beyond skills 

development being a just tick-box exercise to garner points that 

only have corporate worth. We must transition to a mindset in 

which skills development becomes about igniting passion and 

fostering an entrepreneurial spirit. This could be in the form of 

mentorship programmes led by industry veterans who share their 

wisdom and experience with eager young minds, or business 

incubators sprouting up in mining towns, nurturing the seeds of 

local innovation and enterprise. 

Skills development as the catalyst for unity 

The union of education and employment must be seen not 

merely as a transactional exchange, but rather a powerful force for 

progress. Imagine a young woman from a rural village equipped 

with the skills to operate a drone, mapping mineral deposits 

with precision. Imagine a young man, once struggling to make 

ends meet, transformed into a sought-after craftsman due to 

his welding capabilities. These are not just stories, they are the 

building blocks of a brighter future when the right skills meet the 

right opportunities. 

This is the future we must strive for, a future where skills 

development acts as a bridge, connecting education to a fulfilling 

professional life in which individuals are empowered to provide 

for themselves and their families. As a result, poverty will recede, 

replaced by the dignity of economic self-sufficiency. Crime rates 

will plummet and communities, once fractured by despair, will 

find unity in their shared prosperity. As is clear, this isn't just an 

economic imperative, it's a moral one. An opportunity is presented 

to build a South Africa where dignity and hope are not luxuries but 

fundamental rights. 

Partnerships between communities and corporates 

The 2024 election acts as a watershed opportunity. Let us choose 

leaders who understand this fundamental interplay between 

education and employment, leaders who will champion the 

skills revolution, who will invest in our youth, equipping them 

to become the architects of our tomorrow. To this end, training 

providers in every sector can make a significant difference by 

embracing this philosophy wholeheartedly and manifesting such 

a commitment through the provision of tailored training that 

Jacques Farmer, Managing Director of 

Prisma Training Solutions. 

recognises the importance of forging strong partnerships between 

corporates and communities. Training providers can turn boxticking 

exercises into initiatives that are specifically designed to 

empower individuals, transform lives and ignite a brighter future 

for all. Training providers can achieve this by dispensing the tools, 

providing guidance and delivering a platform for communities to 

take charge of their own path towards growth and prosperity. 

Investing in the future of our country 

As we stand on the cusp of change, ready to cast our ballots, 

let us remember – the seeds of progress can only be sown in 

education, nurtured by skills development and reaped in the 

fertile ground of employment. Let us make the 2024 election 

a catalyst for real, lasting change, a moment where South 

Africa embraces the transformative power of the integration 

of education and employment. 

About Prisma Training Solutions 

With over a decade’s experience in the mining industry, Prisma 

offers customised and sustainable education, training and 

organisational development solutions that ensure that clients 

can realise their return on investment with increased productivity 

and efficiency through qualified and trained staff, while operating 

within the most competent and safe environment. 

As the leader in professional training and a fully MQA-accredited 

specialist training service provider to the mining sector, Prisma 

have centres of excellence that provide the very best learning 

and development solutions customised to clients' exact needs. 

Strategically positioned in the North West, Mpumalanga and 

the Northern Cape, Prisma is ideally placed to respond to clients’ 

training needs anywhere within Africa including South Africa, 

Namibia, Botswana, Ghana, Sierra Leone and Tanzania. 


SKILLS DEVELOPMENT 

Facilitating skills development 

for sustainable livelihoods 

The chemical industry’s sector education and training authority is pursuing partnerships 

based on innovation, collaboration, digitisation and transformation, says Yershen Pillay, 

CEO of CHIETA. This forward-looking SETA aspires to be a fully digitised entity that goes 

beyond skills to promote sustainable livelihoods and improve the quality of life. 

What is the mandate of the Chemical Industries 

Education and Training Authority (CHIETA)? 

CHIETA is a statutory body that was established by the Skills 

Development Act in 1998. CHIETA’s role in the sector is to 

facilitate skills development as well as to ensure that skills 

needs are identified and addressed through various training 

initiatives in the chemical and manufacturing industries. 

As a trusted partner in skills development and training for 

the chemical sector, CHIETA funds the industry for various 

occupational programmes as well as certain Technical 

Vocational Education and Training (TVET) sector and higher 

education programmes. Our mission is to facilitate skills 

development, education and training through innovative 

solutions for sustainable livelihoods. 

How do you empower South Africa’s youth? 

CHIETA offers learnerships and other youth programmes to 

unemployed youth to promote employability in line with 

government policy as per National Skills Development Strategy 

(NSDS III) objectives. 

CHIETA has entered partnerships with various parties to drive 

innovation, skills development and training in Africa. Our role 

includes sourcing corporate entrepreneurs in the chemical sector 

to upskill them and identifying Fourth Industrial Revolution-linked 

programmes. The impact of this is that it will help provide youth 

with skills to combat unemployment. 

We offer a wide range of discretionary and mandatory grant 

funding directed towards women, youth and people living with 

disabilities. One major programme launched during 2023 was the 


Smart Skills Centres, in which rural learners are taught digital skills 

to keep abreast of artificial intelligence (AI) developments. The 

authority intends to establish these centres in all nine provinces. 

Another project that stands out is the AlgoAtWork Robotics 

Academy in Richards Bay, in which children are taught essential 

skills for an AI-driven workplace in the future. Numerous bursaries 

flow into learning support and programmes for retrenched 

employees, a fundamental way CHIETA supports the Economic 

Reconstruction and Recovery Plan (ERRP). 

Through its various programmes, including the upcoming 

Discretionary Grant Funding Windows and working with 

corporations, CHIETA provides potential opportunities for 615 

internships, 1 085 leadership, 1 395 skills programmes and 1 285 

TVET students for Work Integrated Learning. 

CHIETA offers unique training programmes providing practical 

skills for matric graduates’ employability. Please tell us more. 

CHIETA offers graduates or students looking for workplace 

experience, work exposure or work-integrated opportunities in 

the chemical sector. They also have programmes such as work 

readiness and job preparedness programmes, entrepreneurship 

development programmes, mentorship and market access 

programmes to support employability. 

Please provide an overview of the learnerships 

and apprentices that you offer. 

CHIETA will also continue to support fundamental skills focus 

areas including artisan training, learnerships, work-integrated 

learning and coherent skills training programmes (also 

known as part-qualifications) that allow for immediate job 

mobility while leaving the door open for candidates to 

further enhance their learning to obtain the remaining 

parts of the qualification incrementally using the lifelong 

learning principle. The apprentice career fields include 

boilermaker, draughtsman, electrician, fitter and turner, 

industrial machinery mechanic, instrument mechanic, 

millwright occupational instructor, refrigeration 

mechanic, rigger, truck driver and welder. 

Learnerships are directly related to occupations 

in the various fields of science, engineering and 

business. 

Please tell us about CHIETA’s 

industry collaboration. 

The organisation has adopted a partnership mode 

informed by the four strategic pillars (innovation, 

collaboration, digitisation and transformation). The 

strategic value of this approach is the contribution 

of these partnerships towards consolidating the 

organisational capacity to deliver stakeholder value 

and achieve the desired social impact. 

TVET college sector partnerships and Community 

Education & Training Colleges (CET) partnerships play a critical 

role in the supply of skills: 

Yershen Pillay, CHIETA CEO


Coded Welding (pilot project) with TVET colleges: A 

pilot project on blended learning to explore e-learning 

using the Coded Welding Skills Programme to curb youth 

unemployment, improve livelihoods and support economic 

development. The lessons and best practices would be 

shared towards the implementation of e-learning in the 

chemical sector. 

Sefako Makgatho Health Sciences University: CHIETA 

funded Sefako Makgatho Health Sciences University to partner 

with pharmaceutical companies to offer work-integrated 

learning for undergraduate students who are studying 

pharmaceutical-related qualifications. 

Trade unions in the chemical sector: Reskilling of the 

chemical industry’s retrenched workers. 

CHIETA/CHEMIN Innovation Hub: The programme supports 

entrepreneurs in developing ideas into profitable businesses 

through incubation programmes. 

CHIETA/UJ Multi-SETA Project: Grow collaboration among 

SETAs (envisioned partnership with EWSETA, ETDPSETA, Services 

SETA, AgriSETA and INSETA). The collaboration with the other SETAs 

for cross-sectoral SMME development will enable competitiveness 

and increased productivity of SMMEs participating in this 

programme for them to survive in the ever-changing business 

environment. These SMMEs will be the catalyst of job creation 

and economic growth. 

CXI African Strategic Projects and Youth Media Movement: 

The digital skills gained from these projects will provide the youth 

with an opportunity to enter occupations in high demand and 

contribute significantly to the digital revolution and economy in 

South Africa. 

China Europe International Business School (CEIBS): 

Support for corporate entrepreneurs within the chemical sector 

to grow the economy. 

Smart Skills Centres: Smart Skills Centres will be established 

in all nine provinces. 

CHIETA/MICT SETA/INSETA: Partnering on strategic projects 

that are aligned with the organisations’ mandates and will 

contribute to: 

• Economic empowerment 

• Youth employability 

• Food security 

• Entrepreneurship and business support 

• Digitisation and 4IR. 

The SETAs are partnering to identify the priority research areas 

and conduct research to support the CHIETA, INSETA and MICT 

sector skills plans. 

How does CHIETA use innovation in its training initiatives? 

We not only use and encourage the support of e-learning and 

blended learning methods as we forge ahead, but it is imperative 

to strengthen our existing partnerships with both the private and 

public sectors. Concomitantly, we must cement new and lasting 

partnerships that will allow us to put the chemical industry on the 



fast track to adopting 4IR and to continue to innovate in our quest 

to eliminate poverty, reduce inequality and spur the economic 

development of the country. We aspire to be a fully digitised, 

innovation-driven SETA that is not just about skills development, 

but about sustainable livelihoods and improving the quality of 

life. We want to support the end-to-end value chain of sustainable 

livelihoods. We conduct virtual reality-based training and promote 

the use of AI in education and training. We want to impact 100 000 

livelihoods by 2025. 

What is CHIETA’s perspective on tackling unemployment? 

We can improve the agility of educational and training institutions. 

When the economy needs new skills, how fast can the country’s 

training providers react? An essential pillar of CHIETA’s vision is to 

overcome the difficulty that many communities in South Africa, 

predominantly in rural areas, have in accessing digital skills and 

opportunities. Therefore, bridging the digital divide is crucial if 

the country is to address the challenges around skills. The impact 

of upskilling people in 4IR-linked programmes is that it will help 

provide youth with skills to combat unemployment. 

What are some of CHIETA’s success stories that 

illustrate the tangible impact of your initiatives? 

CHIETA received a clean audit, met 100% of its targets and grew levy 

income year-on-year from R592-million to R621-million. CHIETA is 

determined to continue making a difference and working on the 

hydrogen economy for which it has gained a growing reputation 

as a leader in the green economy. 

We take comfort from the fact that we are putting resources 

behind dozens of young girls interested in science – at least 217 

last year – with positive results to boot. 

The Eastern Cape Department of Education recognised hardworking 

matriculant Liyabona Ncanywa as one of the province’s 

top achievers in the 2023 national senior certificate examinations. 

CHIETA assisted her with tuition and school fees through its 

science, technology, engineering and mathematics (STEM) fund 

that supports 1 000 learners nationwide. 

Through its various programmes, including the upcoming 

discretionary grant funding windows and working with 

corporations, CHIETA provides potential opportunities for 615 

internships, 1 085 learnerships, 1 395 skills programmes and 1 285 

TVET students for work-integrated learning. 

• These have yielded positive strides and evidence of success 

since inception. 

• CHIETA’s role in the implementation of an innovation, skills 

development and training programme in Africa includes 

sourcing corporate entrepreneurs in the chemical sector to 

upskill them and identifying 4IR-linked programmes. 

How do we start building an innovative and 

employable workforce for South Africa? 

We can improve the agility of educational and training institutions. 

As an innovation leader in education, skills development and 

training we don’t want to train for the sake of training. Our broader 

goal is to improve the quality of life by focusing on sustainable 

livelihoods. We focus on reskilling and upskilling people to ensure 

they can have sustainable livelihoods. As industries like ours and 

others digitalise, we see a demand for what one could call crossover 

skills, skills that are as valuable in mining or retail as they 

are to our industry, which means that we must broaden how we 

interpret our remit. 

Bridging the digital 

divide is crucial if the 

country is to address the 

challenges around skills. 

Please discuss CHIETA’s role in addressing high 

unemployment rates among the Class of 2023. 

In the past year, CHIETA supported the Economic Reconstruction 

and Recovery Programme (ERRP) of the government through three 

programme initiatives, namely: 

• Occupationally directed programmes 

• The STEM programme to grow the number of women and 

people with disabilities entering the chemical industry 

• Support programmes for co-operatives, SMMEs, nongovernmental 

organisations and community-based 

organisations in both rural and urban areas 


EDUCATIONAL SUCCESS 

A beacon of excellence 

The Mankwe Campus of ORBIT TVET College is committed 

to providing accessible education and practical training, 

says Welheminah Molapi, Acting Campus Manager. 

Please describe the community 

or communities served by Mankwe Campus. 

The campus is located next to the Pilanesberg Game Reserve in 

a rural environment. It is 10km from Sun City and based on the 

locality, appropriate infrastructure and the objectives of the 

Provincial Growth and Development Strategy. Hospitality and 

Tourism were identified as niche areas for the Mankwe Campus. 

It serves local communities comprising 107 villages and the two 

formal townships of Mogwase and Madikwe with an estimated 

population of 242 553. Our campus forms part of the Moses Kotane 

Local Municipality which is mainly characterised by tourism, 

mining and agriculture. Industries and social services also form a 

critical part of the local economy. 

What are the skills which are most relevant 

to the needs of the communities? 

ORBIT TVET College Mankwe Campus stands as a beacon of 

educational excellence in the Moses Kotane Local Municipality. 

Its commitment to providing accessible education and practical 

training empowers students to pursue their dreams and contribute 

to the growth and development of Mankwe and beyond. 

Whether you are interested in Engineering, Business Studies or 

Hospitality and Tourism, Mankwe Campus offers a diverse range 

of programmes to help students on their path to success. A special 

feature of Mankwe Campus is a magnificently designed mock 

workplace for students studying Transport and Logistics, and 

Tourism and Hospitality. Two distinctive, Afri-chic guesthouses are 

available on campus. They are run and maintained by Mankwe 

Campus Hospitality and Tourism students. Students are exposed 

to real-life job experience while completing their studies. 

Please give an example of collaboration with business. 

We forged a partnership with Anglo Platinum Mine for placement 

of our students to help them fulfil their academic requirements 

and build their skills before they graduate. The mine has partnered 

with Mankwe Campus to also offer internships and for students to 

gain experience. Most Memorandums of Understanding signed 

with partners are aimed at the placement of staff and students for 

expanded learning and job placement opportunities. 

What are the potential benefits of having a virtual 

reality (VR) welding workshop at the college? 

The Chemical Industries Education and Training Authority 

(CHIETA) donated a VR welding workshop to Mankwe Campus 

for skills development in welding, using digital skills. Students 

are using the VR simulators to 

optimise designs before actual 

welding, allowing them to 

identify potential defects 

or weaknesses in welds 

through simulated 

trials. This saves time, 

resources and ensures 

better-quality welds in 

real-world applications. 

When students are 

practising in a virtual 

environment, they 

develop muscle memory 

and techniques. 

Does Mankwe’s accommodation 

give the campus an advantage? 

Mankwe Campus is the only campus with student accommodation 

and can accommodate 560 students. Students living on campus 

are just a short walk away from classes, an advantage in terms 

of punctuality and class attendance and giving easy access 

to resources such as the library, student support services, 

co-curricular programmes, academic assistance or counselling. 

What are the challenges faced by this campus? 

• Infrastructure maintenance and NSFAS funding. 

• Insufficient opportunities for student and staff placement. 

• Offering programmes that do not respond to the demands of 

the market and industry. 

• Limited resources. 

What do you enjoy most about being 

a campus administrator? 

As a Campus Manager, I enjoy being a leader. My campus 

community are the first priority of progressive leadership. An 

atmosphere that fosters employee growth is produced by leaders 

who prioritise the growth and well-being of their teams. Better 

campus outcomes are the consequence, as this raises motivation 

and engagement levels. My experience has provided me with the 

opportunity to work as a member of a multi-disciplinary team, 

utilising strong communication and interpersonal skills in order to 

build respectful professional relationships with members of staff, 

students and key stakeholders alike and promote the college’s 

strategic objectives. 


Virtual reality becomes a 

reality for ORBIT TVET College 

North West college’s digital strides are enhanced by CHIETA partnership. 

A 

virtual-reality 

welding workshop has been presented to 

ORBIT TVET College. 

The Mankwe Campus of the ORBIT TVET College in 

the North West Province was the grateful recipient of 

a fully stocked virtual-reality (VR) welding workshop when the 

CEO of the Chemical Industries Education and Training Authority 

(CHIETA), Yershen Pillay, visited the site in September 2023. 

One of CHIETA’s biggest goals is to make digital technology 

accessible to rural communities. With the students of Mankwe 

Campus being mainly drawn from the communities of Mogwase 

and Mabela Pudi, CHIETA is achieving its goal by making available 

to the campus such virtual-reality training equipment. 

Mogwase and Mabela Pudi are near to Sun City and the area has 

a number of platinum mines but many families rely on subsistence 

agriculture so this is an excellent site for achieving the goal of 

narrowing the digital skills divide in rural areas. 

During the ceremony, Pillay explained that VR technology 

serves as a practical tool in the educational process as it combines 

new technology, the advantages of digitilisation and easy use to 

allow student welders an opportunity to achieve the best welding 

results. CHIETA strongly believes that no-one should be left behind. 

CHIETA is engaged in a national programme of rolling 

out SMART Skills centres across the country, with the goal of 

establishing nine such centres by 2025. Saldanha, Port Elizabeth, 

Sabie (Mpumalanga) and Babanango (KwaZulu-Natal) already 

have SMART Skill centres and the programme continues. 

ORBIT TVET College has made strides in the ICT field through 

a partnership with Intel. The laboratory at the Brits Campus, 

supported by Intel, enabled two groups of ORBIT students to 

VR WELDING 

progress to the finals of a 2023 global AI competition run by the 

company. One of the teams finished third overall. 

Specialisations at ORBIT TVET College 

As part of a national programme, two Centres of Specialisation 

are offered at ORBIT TVET College. On the Brits Campus, specialist 

apprenticeships can be trained in the trade of electrician. At 

Mankwe Campus, diesel mechanic is the specialisation on offer. 

Altogether the College has three campuses, with the 

administrative headquarters based in Rustenburg. 

Centres of Specialisation are departments within TVET colleges 

dedicated to artisan training in partnership with employers. The 

curriculum consists of occupational qualifications designed by 

industry for industry and which are registered with the Quality 

Council for Trades and Occupations (QCTO). 

By forging valuable partnerships with business and industry 

partners, opportunities for work-integrated learning are presented 

to students when they complete their studies. 

The virtual reality welding workshop on the Mankwe Campus of 

ORBIT TVET College is officially opened by College Principal Mr 

Dika Mokoena and CHIETA CEO Mr Yershen Pillay. 

Contact details 

Call centre: 086 100 0305 | Tel: 014 592 4147 | Tel: 082 063 3835 | Website: www.orbitcollege.co.za 


SKILLS TRAINING 

Working closely with 

SETAs to advance 

skills training 

Resolution Circle has relaunched the Technical Training Centre 

in Welkom, an opportunity, says CEO Gideon Potgieter, to 

expand the technical training provider’s geographical range. 

Biography 

Gideon has extensive experience in Operations Management in the corporate world 

and in a consulting role, including Supply Chain Management, Quality Management 

and Project Management, applying tools, methodologies and philosophies like ISO9001, 

Kaizen, Lean, Six Sigma and the Theory of Constraints. He has worked in several industries 

ranging from higher education, high-tech electronics and information technology to 

automotive, medical insurance and renewable energy in South Africa and abroad. 

Gideon Potgieter, CEO Resolution Circle 


SKILLS TRAINING 

What is the significance of relaunching 

the Technical Training Centre in Welkom? 

The Province of the Free state does not have any 

other training centres that offer apprenticeships 

other than Automotive or Electrical. 

Creating an employable workforce is said to be the focus 

of SETAs: do you see progress in SA in this regard? 

It remains the largest challenge, to get learners into 

opportunities to gain work experience in order to allow them 

to complete their qualifications. 

What is the basis of your relationship 

with the University of Johannesburg? 

We are a subsidiary of UJ through the Holding 

company UJ INVNT. 

How does this project fit in with 

Resolution Circle’s goals? 

We entered Apprenticeship Training in 2019, which 

allows us to expand our footprint beyond Gauteng. 

Do you have other sites where you offer 

training or do you send trainers out? 

We have both; we have our own sites in 

Johannesburg and Ekurhuleni and we have trained 

at remote locations across the country. 

Do you offer independent courses or are your courses 

always linked to a corporate sending employees to you? 

We do offer independent courses. 

Can you help a student who can’t afford the fees? 

Yes, we can. We apply for grants and when we receive grants, 

we generally recruit from the pool of unemployed candidates. 

Please explain the difference between Apprenticeship, 

Candidacy and Work-Integrated Learning. 

Apprenticeship leads to becoming a qualified tradesperson 

like a Boilermaker or Electrician. Candidacy assists Engineers, 

Technicians and Technologists to register professionally 

with the industry body after qualification. Work-Integrated 

Learning is for Technicians in training who completed their 

relevant theory at the respective Universities of Technology, 

but in order to obtain their diplomas, they need to complete 

between six and 12 months of practical work exposure. These 

programmes cover levels 2 to 8 in the NQF system. 

Do you work together with SETAs? 

We work closely with CHIETA, ETDP, EWSETA, Manufacturing 

and Engineering, MICT, MQA and TETA. We wish to work with 

Agri, Construction, FoodBev and Local Government SETAs in 

the future. 


SCHOOL OF FINANCIAL PLANNING LAW 

Shaping the future of financial 

planning in South Africa 

The School of Financial Planning Law (SFPL) at the University of the Free State has long been a trailblazer 

in the field of financial planning. As Professor Liezel Alsemgeest, the School’s Director explains, high 

standards for teaching and research continue to keep SFPL at the forefront of the discipline in South Africa. 

Provide a historic overview of financial planning 

in South Africa and how the School of Financial 

Planning Law at the UFS contributed. 

Financial planning in South Africa has come a long way to now 

being regarded as a well-established profession. Prior to the 

1980s, financial advice was often disjointed, with product sales a 

primary focus. The Financial Planning Institute of Southern Africa 

(FPI), established in 1981, played a pivotal role in changing this 

landscape. By advocating for ethical standards and professional 

education, the FPI helped build trust and credibility. The University 

of the Free State (UFS) played a key part in this transformation 

Director Prof Liezel 

Alsemgeest 

Biography 

Professor Liezel Alsemgeest is an associate professor at 

the University of the Free State and the Director of the 

School of Financial Planning Law (SFPL). As an NRF-rated 

researcher, her focus is on communication in personal 

finance and financial behaviour – areas crucial for navigating 

the complexities of financial planning. She is a Certified 

Financial Planner (CFP®) and also the Programme Director 

for Specialised Postgraduate Diplomas at the SFPL. 

through its School of Financial Planning Law. Founded in 2001, 

the School offered South Africa’s first (and for a long time the 

only) Postgraduate Diploma in Financial Planning, which is an 

accredited qualification needed to obtain the coveted Certified 

Financial Planner (CFP®) designation. This programme, aligned 

with international standards, equips financial advisors with the 

knowledge and skills to provide holistic financial planning services. 

The UFS's contribution wasn't limited to academics. By producing 

graduates who prioritise client needs, the School helps to shape 

a new generation of ethical and competent financial planners, 

ultimately benefiting the financial well-being of South Africans. 

Explain in more detail the importance of the 

CFP® designation and the role of the SFPL. 

Earning the CFP® designation signifies a rigorous educational 

journey. Programmes delve deep into various financial planning 

areas, from risk management and retirement planning to tax 

strategies and estate planning. This comprehensive knowledge 

base ensures that CFP® professionals have the tools to tackle even 

the most intricate financial situations. Financial guidance is only 

as valuable as the trust behind it. CFP® professionals adhere to a 

strict code of ethics established by the FPI. The financial world is 

constantly evolving and CFP® professionals stay ahead of the curve 

through continuous professional development. As the biggest 

educational provider in South Africa, the SFPL plays a critical part 

in upholding high ethical standards. 

Are your programmes suitable for employed individuals? 

The SFPL’s distance-learning programmes were developed 

specifically to cater to working professionals. The flexible format 

allows a student to study around job demands and family life. 

Having access to course materials online enables students to 

study whenever it best suits their schedule. Additionally, the SFPL 

programmes offer a personalised learning approach which ensures 

the student receives the guidance they need to excel. Assessments 

are conducted online, so a student can be anywhere in the world 

and complete the qualification. 

What are the most popular courses overall? 

Has there been any shift in recent years? 

The Postgraduate Diploma in Financial Planning is the flagship 

programme and takes centre stage with the highest volume of

SCHOOL OF FINANCIAL PLANNING LAW 

students every year. This comprehensive programme equips 

aspiring financial advisors with the knowledge and skills 

necessary to navigate the complex world of financial planning. 

Structured around the CFP® curriculum, it delves into areas like risk 

management, retirement planning, tax optimisation and estate 

planning and will soon include behavioural finance. 

The SFPL also offers specialised postgraduate diplomas in Estate 

Planning and Investment Planning. These programmes cater to 

individuals seeking in-depth knowledge in specific financial areas. 

On the undergraduate level, the Advanced Diploma in Estate 

and Trust Administration is experiencing a surge in popularity 

as it equips individuals with the expertise to handle complex 

fiduciary matters. 

At what NQF level are the various courses? 

The Postgraduate Diplomas in Financial Planning, Estate Planning 

and Investment Planning are all on NQF level 8. The Advanced 

Diploma in Estate and Trust Administration is an undergraduate 

qualification on NQF level 7. 

Do you have some students who are already 

financial planners and are looking to add to 

their qualifications in specific areas? 

The SFPL understands the needs of working professionals in 

the financial industry. With approximately 99% of our students 

employed, our programmes are specifically designed for distance 

learning. This ensures that students can gain valuable financial 

planning expertise without compromising their current work 

schedule or family commitments. 

The SFPL offers not just accredited qualifications but 

also assists students in focused professional development. 

Alongside our acclaimed postgraduate diplomas, the SFPL 

offers industry-relevant short courses designed to enhance a 

student’s existing skillset. 

Whether someone is looking to delve into the world of financial 

coaching or gain expertise in employee benefits, the SFPL’s short 

courses provide individuals with the knowledge and practical skills 

needed to excel. These focused programmes are perfect for busy 

professionals, complementing their current qualifications and 

allowing them to specialise. 

The flexible nature of these short courses, delivered online, 

ensures minimal disruption to work schedules. This makes them 

ideal for continuous learning and keeping expertise at the forefront 

of the ever-evolving financial landscape. 

The Advanced Diploma in Estate and Trust Administration 

is accredited by two organisations. Tell us more about it. 

The Advanced Diploma in Estate and Trust Administration is 

offered by the SFPL, the only institution in South Africa that is 

accredited with two well-respected organisations: 

The Fiduciary Institute of Southern Africa (FISA): This is a nonprofit 

organisation that focuses on fiduciary practitioners such 

as estate planners and trust administrators. FISA sets standards 

for the profession, provides education for consumers and offers 

continuing professional development for its members. This 

accreditation signifies that the programme meets the educational 

requirements for achieving the prestigious FPSA® (Fiduciary 

Practitioner of South Africa) designation. 

Society of Trust and Estate Practitioners (STEP): STEP is a 

global professional association dedicated to upholding high 

standards in the trust and estate management profession. It 

focuses on educating and maintaining rigorous professional 

qualifications for members. The Advanced Diploma in Estate 

and Trust Administration is the only qualification in South Africa 

that is considered sufficient as the education portion to become 

a STEP member. The SFPL is very proud of this achievement to be 

the only education provider in South Africa. TEPs are recognised 

internationally as experts in estate and trust administration. 

This designation grants access to a global network of over 20 

000 professionals. 

What are notable achievements by the 

SFPL in the last couple of years? 

The SFPL has a track record of excellence, boasting several notable 

achievements in recent years: 

• Top performers: SFPL alumni consistently rank among the 

top five achievers in the FPI Board exam, year after year. This 

impressive record demonstrates the effectiveness of the SFPL's 

curriculum in preparing students for success. 

• Award-winning professionals: For several years running, SFPL 

graduates have claimed the prestigious FPI Financial Planner 

of the Year award. This recognition highlights the exceptional 

skills and ethical practices instilled in SFPL alumni, solidifying 

their reputation as leaders in the field. 

• National recognition: The Advanced Diploma in Estate and Trust 

Administration is the only qualification that FISA recognises as 

the academic requirement for attaining the FPSA® designation. 

• International recognition: The SFPL offers the only accredited 

qualification in South Africa that allows graduates to become 

international STEP members. This unique qualification positions 

SFPL graduates for success in international estate planning. 

• Pioneering research: SFPL academics are at the forefront of 

financial planning research. Their groundbreaking publication, 

Perspectives in Financial Therapy, is the first of its kind in 

South Africa, exploring the intersection of financial planning 

and emotional well-being and demonstrating the School's 

commitment to a holistic approach to financial guidance. 

These achievements showcase the SFPL's dedication to 

excellence in financial planning education. By producing 

top-performing graduates, award-winning professionals and 

contributing to groundbreaking research, the SFPL continues to 

shape the future of financial planning in South Africa. 


WOMEN IN POWER 

Empowering progress 

through diversity 

Gender inclusivity needs to be fostered in South Africa's energy transition, writes 

Maagatha Kalavadakken, Financial and Market Analyst for Wärtsilä Energy in Southern Africa. 

The energy sector is the cornerstone of any nation's 

development. The link between energy and human 

progress is undeniable as it powers our homes, industries 

and aspirations. 

As South Africa strives to achieve its economic and sustainable 

growth goals, one crucial element cannot be overlooked: the 

active and meaningful participation of women. Globally, women 

account for only 16% of the traditional energy sector according 

to the International Energy Agency (IEA) and numbers are equally 

marginal in South Africa. Nonetheless, women are now emerging 

as key drivers of change, innovation and progress within the sector. 

Recognising and harnessing their potential is not just a matter of 

gender equality, it's a strategic imperative for a brighter energy 

future. As a woman working at Wärtsilä, a global leader in energy 

solutions, I have witnessed firsthand the complex challenges and 

opportunities for gender diversity in the industry. 

South Africa's women and the energy 

transition: a critical perspective 

Despite the just energy transition's focus on addressing job 

losses when coal plants retire, gender equality has often been 

overlooked. Achieving full gender equality in the energy sector 

remains a complex challenge linked to education, societal norms 

and corporate policies. But diversity won’t happen by itself. 

Maagatha Kalavadakken, 

Financial and Market Analyst, Wärtsilä Energy. 

Companies and industries play an important role in tackling the 

stereotypes and promoting gender equality. In 2023 at Wärtsilä, 

we celebrated women during International Women’s Day in 

March, with our event “Innovating sustainable societies and 

metaverse”, showing how women are making a difference and 

continue to do so. 

Energy poverty remains a significant challenge in South Africa, 

particularly in rural and under-served communities. Women are 

often at the forefront of these communities, managing households 

and contributing to their families' livelihoods. Their involvement 

in the energy sector can provide essential insights into the unique 

energy needs of these communities. Women-centred initiatives 

can lead to the development of energy solutions that are not 

only affordable but also tailored to the specific requirements of 

these populations. By engaging women, South Africa can take 

meaningful steps towards bridging the energy access gap and 

improving overall quality of life. Wärtsilä recognises that addressing 

energy poverty requires more than just technical innovation; 

it necessitates a diverse and inclusive workforce. When I joined 

Wärtsilä, I was drawn to the company's commitment to providing 

sustainable energy solutions while nurturing an environment 

where women can thrive. 

Representation matters, especially in sectors where women 

have historically been marginalised. When women see other 

women occupying leadership positions in the energy sector, it 

sends a powerful message that their aspirations are attainable. 

The journey towards gender equality and women's 

empowerment in the energy sector requires collaborative efforts 

from government, businesses, educational institutions and civil 

society organisations. It calls for the creation of mentorship 

programmes, scholarships and training opportunities specifically 

tailored to women in energy. Furthermore, businesses should 

embrace policies that promote diversity and inclusion, creating an 

environment where women can thrive and contribute their best. 

Nevertheless, I remain hopeful, knowing that Wärtsilä's 

commitment to empowering women extends beyond mere words; 

it is demonstrated through action, unwavering commitment 

and a belief in the power of diversity. Wärtsilä is already leading 

the way with a university programme that trains both men and 

women, aiming to create a more inclusive future. Through various 

Diversity and Inclusion (D&I) programmes, Wärtsilä actively strives 

to increase female representation at all levels. Special attention 

is given to hiring, aiming for gender equity and appreciating the 


WOMEN IN POWER 

unique perspectives and creativity that women bring. As living 

proof of this commitment, I have personally experienced the 

support and opportunities Wärtsilä provides. 

My empowering journey with Wärtsilä 

Working as a financial analyst in a traditionally male-dominated 

industry was not without its challenges. However, joining Wärtsilä 

marked a turning point in my career. The company's strong 

focus on advancing women resonated with me deeply. From 

mentoring to professional development opportunities, Wärtsilä 

has nurtured my growth. My work involves understanding energy 

markets in Africa and Europe, proposing viable solutions through 

financial modelling and finding the best fit for our customers. 

This has deepened our understanding of power systems in 

different regions, allowing us to contribute meaningfully to 

their development. South Africa stands at a pivotal moment in its 

energy evolution and women are poised to play a transformative 

role. By recognising the importance of women in the energy 

sector and actively supporting their participation, South Africa 

can tap into a wellspring of creativity, innovation and leadership 

that will drive its sustainable energy future. Gender equality is not 

just a moral imperative; it's an essential step towards securing a 

prosperous, inclusive and vibrant energy sector that benefits all 

South Africans. 

What role will women play as South Africa 

transitions to cleaner energy solutions? 

Credit: Wärtsilä 

About Wärtsilä Energy 

Wärtsilä Energy leads the transition towards a 100% 

renewable-energy future. We help our customers in 

decarbonisation by developing market-leading technologies. 

These cover future-fuel-enabled balancing-power plants, 

hybrid solutions, energy storage and optimisation technology, 

including the GEMS energy-management platform. Wärtsilä 

Energy’s lifecycle services are designed to increase efficiency, 

promote reliability and guarantee operational performance. 

Our track record comprises 76GW of power-plant capacity 

and 110 energy storage systems delivered to 180 countries 

around the world. 

https://www.wartsila.com/energy 

About Wärtsilä 

Wärtsilä is a global leader in innovative technologies 

and lifecycle solutions for the marine and energy 

markets. We emphasise innovation in sustainable 

technology and services to help our customers 

continuously improve their environmental and 

economic performance. Our dedicated and passionate 

team of 17 000 professionals in more than 200 

locations in 68 countries shape the decarbonisation 

transformation of our industries across the globe. 

In 2021, Wärtsilä’s net sales totalled EUR4.8-billion. 

Wärtsilä is listed on Nasdaq Helsinki. 

www.wartsila.com 


Steinmüller Africa’s induction bending machine at work, bending thick-walled piping. 

Steinmüller Africa’s specialised 

induction bending solutions benefit 

industries across South Africa 

Steinmüller Africa, a specialist in the engineering and fabrication 

of high-pressure components, offers exclusive induction bending 

solutions to the South African market. 

Steinmüller Africa’s pride – The Cojafex PB 850 Induction Bending Machine 

Steinmüller has manufacturing capacity for two-million productive hours a year at its Pretoria facility and has 

highly skilled engineers on hand to develop, manufacture, install or retrofit components. Its manufacturing 

facility contains specialised pieces of equipment, including a specialised induction bending machine called the 

Cojafex PB 850, capable of bending pipes between 48.3 mm (outside diameter) and 850 mm (outside diameter) 

with a wall thickness up to 100 mm.

The Cojafex PB 850 Induction Bending Machine Is a oneof-a-kind 

induction bending machine, enabling paper and 

pulp, power, petrochemical and mining plants to source 

custom bends locally, as well as large radius, multiple or 

complex bends – all with quick turnaround times. 

Induction bending is the process whereby a straight pipe 

is precision-bent by a specially-engineered machine. 

The front of the pipe protrudes through an induction 

coil and is clamped into position. The induction coil is 

heated to a specified temperature and then the arm of 

the machine moves in a predetermined radius, pushing 

the pipe through the coil. “This is programmed into the 

machine upfront and is an automated process,” explains 

Lee Chapman, Divisional Manager – Piping, Steinmüller 

Africa. The automation and machine control renders a 

precise and top-quality pipe bend. “Our Cojafex machine 

is capable of bending pipes between 48.3 OD and 850 OD 

with a wall thickness up to 100 mm. It can create bends 

up to 180 degrees,” adds Chapman. 

Induction bending is ideal “when standard size bends 

are not available and custom or large radius bends are 

required,” states Chapman. Since it can create complex 

(multiple) bends without the need for welding, induction 

bending guarantees pipe system integrity and a reduced 

maintenance requirement, making it especially wellsuited 

to high pressure (HP) piping, steam piping and 

industrial piping systems. This also means it delivers a 

relatively low cost of ownership. In addition, if multiple 

bends are done at once then there is a cost saving during 

the erection and ongoing maintenance phases of a plant’s 

operation. 

The benefit of partnering with Steinmüller is that it offers 

complementary services in addition to induction bending. 

“There is no need to move the component between 

different suppliers as we are able to do all the necessary 

Our Cojafex machine is capable 

of bending pipes between 48.3 OD 

and 850 OD with a wall thickness 

up to 100 mm. It can create bends 

up to 180 degrees. 

bending, welding and heat treatment in-house,” says 

Chapman. Using its Schlager gas furnace, Steinmüller 

conducts post bend heat treatment (PBHT), which ensures 

the pipe’s mechanical properties are restored following 

the bending process. In addition, Steinmüller specialises 

in various welding processes, enabling custom welding 

onto pipes. 

A commitment to safety and quality, backed by 

international expertise, has made Steinmüller Africa the 

fabricator of choice for some of South Africa’s largest 

Power, Paper and Petrochemical companies. 

“Steinmüller has been carrying out induction bending for 

over ten years at its facility in Pretoria and has a number 

of qualified bending procedures to both EN and ASME 

standards for safety and quality. Our in-house quality 

management system ensures that our products meet all 

the necessary international standards,” adds Chapman. 

Steinmüller Africa is a Bilfinger Power Africa company, 

and is a BBEE Level 1 company. For over six decades, 

Steinmüller has provided comprehensive solutions 

for steam generating plants, from design through to 

commissioning and after-service maintenance. 

For more information, contact Jaco Gerber – Specialist: 

Outage Execution at Steinmüller Africa: 

Tel: +27 (0)87 759 0849 

Email: jaco.gerber@bilfinger.com 

Your trusted partner in 

Engineering Excellence! 

MEMBER OF THE BILFINGER GROUP OF COMPANIES 

www.steinmuller.bilfinger.com

MINING AND TECHNOLOGY 

If a mining 

company tweaks 

a technology to 

suit its operations, 

who owns the IP? 

Opportunity spoke with Hogan Lovells partner Deepa 

Vallabh at the Investing in African Mining Indaba about 

the legal issues that arise when new technologies are 

used – and adapted – on a mine. Mining companies also 

have to find the right balance between efficiency and 

complying with social and environment guidelines. 

Biography 

Deepa Vallabh has over 22 years’ experience in corporate and commercial practice and 

has in-depth knowledge in a number of legal areas, including mergers and acquisitions 

(both domestic and cross-border), capital market transactions, BEE transactions, 

corporate reorganisations and restructurings with a particular focus on cross-border 

M&A transactions into Africa. Deepa has experience in a variety of sectors which 

includes mining and resources, technology, telecommunications, media and 

communications, FMCG, insurance, agriculture, manufacturing and private equity. 

Deepa Vallabh, partner at Hogan Lovells. 

What is your title at Hogan Lovells? 

I am a partner in the corporate and commercial Mergers and 

Acquisitions (M&A) department. 

Why is the convergence of technology and 

mining presenting legal challenges? 

As technology progresses, a sector like mining can’t ignore the 

developments that are happening in technology and the ability 

which is being created for them to create efficiencies in their 

operations. There is a convergence between the technological 

sectors and the traditional mining sector. We ask questions about 

the legal intricacies surrounding technological innovations in 

mining operations and how they can be navigated. In the legal 

landscape, you’ve got two very different sectors which are 

regulated by very different pieces of law. When you integrate 

that effectively, mining companies have to become au fait with 

the rights and challenges around technology. 

Would that include things like copyright on technology? 

Correct. Depending on the kind of technology you are dealing 

with, it is external or internal. If its external, you generally have 

a supplier that has come up with a product and has created 

some technological or technical efficiencies which the mining 

operator can employ. Then the legal regime is one of a licensing 



Nearly half a million South Africans are employed in the mining sector. 

is shared. This then depends on the rights of the licensor versus 

the licensee, the strength of the licensor versus the licensee. For 

example a licensor like Microsoft is generally not going to be 

very amenable to giving you the IP even if they are developing a 

bespoke product for you, whereas a small technology player may 

feel they want the business. 

New technology is constantly being 

introduced to mining operations. 

arrangement to use the technology or to explore the technology 

and then a fee is payable. In those scenarios the copyright sits 

with the licensor, which is the entity which has either developed 

it or has the ability to license that. The originator. They hold the 

intellectual property (IP) and they will have the registered rights 

to the IP. Where it becomes really interesting is when you have a 

piece of technology that needs to be adapted for a specific mining 

operation. If a certain technology measures something or works 

out where the resource is sitting, that technology might have to 

be adapted depending on the minerals you’re looking for and 

depending on the kinds of operations. 

Would the climate be a variable? 

Or even the climate, whether it is an underground operation or a 

surface operation. Often mining companies will engage with these 

technology companies to try to adapt the technology and then 

it becomes interesting from a legal perspective: who owns the 

amended technology or software? 

So what sort of law do you go to there? 

IP law has some basic principles. The registered owner owns the IP 

and they have a title and they have the ability to defend the title to 

that particular IP. However, the intricacies of these developments 

is in the commercial rig agreements that you put together so you 

can govern contractually how that IP is actually shared and if it 

They want the next contract? 

They want the next contract, so they would maybe be more 

amendable on sharing the ownership structure of the IP. Those 

issues become very interesting. The additional challenge also is 

that sometimes you enter into these agreements and you put 

something in place for the licence but operationally when you are 

on the ground and you start adjusting the IP and nobody regulates 

this… it wasn’t in the contract, someone will say. Legal challenges 

arise from that if there is a dispute scenario. These are some of the 

things that mining companies and technology companies working 

with mining companies have to start thinking about. 

And are you trying to help both parties navigate 

that before it becomes a problem? 

Absolutely. There are certain things that we will ask upfront 

before the commencement of the negotiations or the drafting of 

the document. What is this IP about? Will it be developed? Is it 

changeable and who owns the developed IP? A lot of technology 

relating to what a mining company would be interested in relates 

to the IP and the adapting of the IP. 

Is our legislation keeping up or is it still evolving 

with this merging of the two sectors? 

With respect to IP legislation per se there is obviously 

legislation that protects the ownership of the IP, the rights of 

parties who have developed IP. You can register your IP and 

you can create a patent around your IP, you can have natural 

copyright in things that you have created. The IP laws are not 

new, but they haven’t been adapted to deal with issues like 

who owns co-mingled IP for example. By that I mean IP that’s 

been developed collectively. 

PHOTO MIDDLE: Thungela Resources / PHOTO RIGHT: Exxaro www.opportunityonline.co.za | 51


There is a body of jurisprudence around this and there’s a significant 

amount of case law that guides us but a lot depends on how you 

contractually create the framework. 

BALANCING TECHNOLOGY AND EMPLOYMENT 

Is there not a danger that new technologies 

will reduce employment? 

There are other considerations that are really relevant in our 

South African market and in the context of an African market. 

Where you have efficiency technologies being introduced, 

mining companies have to balance the need to invest in 

these technologies with the need to balance the ability to 

keep people employed in a sector in an economy where jobs 

are so relevant. It is a big issue. The mining sector contributes a 

significant amount to the South African GDP and a significant 

portion of that mining sector is labour intensive. There is a 

significant population in South Africa that relies on that 

employment. I think the mining industry employs something 

like a half a million people across South Africa and the same 

issue applies in other African countries. Every developing 

country has the need to ensure that they are creating as many 

jobs as possible. 

The mining sector must balance investment in technology with the 

social imperative to employ people. 

Is Hogan Lovells also in the business of 

advising on that kind of thing? 

We would be able to advise on the employment issues around 

these aspects. From a legal perspective we can navigate these 

issues depending on the client, but this is more a commercial 

consideration for mining companies who are looking to invest in 

technology or put capex into technology. They’ve got to balance 

the need to keep people employed versus the need to be more 

technologically efficient. 

In some markets, that need to keep people 

employed is actually legislated, isn’t it? 

Correct and our market is one of them. You also have to think about 

the fact that a significant proportion of the workforce in the mining 

industry is unionised. It is a massive drive for government to ensure 

that these jobs are available and that they are decent paying 

jobs and that the health and safety of workers is being taken 

care of. Mining companies have a slew of legislation and a raft of 

requirements to deal with in terms of ensuring that their people 

are safe because there are safety measures, health protocols and 

standards that are applied to wages and living conditions. These 

are all covered in our mining legislation and in our labour relations 

act. You have to balance that with the need to be commercially 

profitable as a mining company; it may well be profitable to invest 

a chunk of capital in a machine that’s going to do the work of what 

a thousand employees are doing; it’s more efficient, you don’t have 

to pay medical aid, you don’t have to give severance, you don’t 

have to give housing. Balancing those needs in our market has to 

be taken into account, and that’s the challenge for most African 

governments and most African mining companies. 

Do you have periodic workshops with senior mining 

executives that you might be consulting with? 

We do and it depends on what’s topical at the time and what 

is relevant to our clients. We have a very sophisticated mining 

industry so these issues are not alien to the executive teams of 

these mining companies. They are constantly balancing that 

need to increase stakeholder value. In terms of our legislation, 

we’re supposed to be looking at the benefit for stakeholder 

community and that stakeholder community includes employees, 

the communities within which you mine, your shareholders, 

of course, and it also includes the environment. The mining 

companies have a responsibility to look at these issues more 

holistically than just economically. 

And you’re there to guide them, as it were? 

Yes, we are there to guide them. 

52 | www.opportunityonline.co.za 

PHOTO TOP: Anglo American / PHOTO BOTTOM: Implats

PROFILE 

Ithuba Valves and 

Industrial Supplies 

Designing, making, fixing and installing high-quality waterworks valves. 

Ithuba Valves and Industrial Supplies 

is the only Level 2 BBBEE company 

that specialises in the design, 

manufacturing, refurbishment, 

installation, removal and supply 

of waterworks valves. Valves are 

manufactured to the customer's 

specification at our Alberton facility, thus 

creating and maintaining employment 

opportunities for South Africans. Ithuba 

Valves is a proud supplier of local valves 

to all state-owned companies and we 

comply with all their specifications. 

Clients include the Department of Water 

and Sanitation, Eskom, Rand Water, 

Johannesburg Water and Umgeni Water. 

We are proud to have played a role in 

designing and installing a complex 

wedge-gate valve in the Mohale Tunnel, 

part of the Lesotho Highlands Water 

Project. Our management and technical 

teams surpassed the client’s expectations 

on this tough project, as the work 

involved descending 96m underground 

in a shaft. 

Background 

Ithuba Valves and Industrial Supplies cc 

was established in 2000 and commenced 

trading in August 2003, quickly earning 

a fine reputation as a refurbishment 

company in the valve industry. This 

resulted in the successful completion of 

various large contracts, including phase 

one and two of the demothballing of 

Camden Power Station and phase one 

of Grootvlei Power Station. With the 

acquisition of a manufacturing facility in 

2006, Ithuba Valves stepped up its strategy 

of becoming South Africa's first fully 

black-owned valve manufacturer. Further 

acquisitions have seen the company 

expand its range of designs, drawings and 

patterns which means that Ithuba Valves 

now has a wide range of products to sell 

to the waterworks industry. 

Product range 

Ithuba Valves manufactures waterworks 

valves ranging from 80mm to 3 000mm, 

with working pressure ranging from 10 

bars up to 100 bars. 

• Butterfly valves, double flanged 

• Butterfly valves, wafer type 

• Rubber-lined Butterfly valves 

• Metal-seated Butterfly valves 

• Wedge-gate valves 

• Sleeve valves 

• Non-return valves, double flanged 

(single door and multi door) 

• Plunger valves 

• Spherical valves 

Ithuba Valves has developed a new 

Butterfly valve with ranges from 1 000mm 

to 2 800mm (PHOENIX Butterfly Valve). Its 

features include a dish disk that reduces the 

weight of the valve by 20% and the valve 

is able to handle seven to 10 litres of fluid 

a second. 

Mission statement 

• Focuses on being a product leader in 

waterworks. 

• Passionate about manufacturing highquality 

products and on-time delivery for 

our customers. 

• Educating and creating awareness about 

quality to all our employees. 

• Strive to satisfy our internal and external 

stakeholders. 

Employment equity policy 

Ithuba Valves distances itself from any 

form of discrimination and commits itself 

to the promotion and achievement of 

equal opportunity and fair treatment in 

the work environment. 

Contact details 

8 Basalt Street, Alrode Ext 7, Alberton 

Tel: +27 11 864 2582 

Email: sales@ithubavalves.co.za 

Website: www.ithubavalves.co.za 

Tshepo Mabona, CEO 


TECH TRENDS 

Tech trends for ‘24 

Small business owners are embracing the cloud, according to Xero’s State of Small Business 

report. James Bergin, Executive GM, Technology Strategy and Integration at Xero, 

describes the five top tech trends likely to have a big impact on small business. 

The pace of technological change is accelerating and it's 

reshaping just about every aspect of how we live, work 

and play. While Xero’s Future Focus research reveals small 

businesses are more optimistic and even intrigued about 

the potential of emerging technologies than focussing on doom 

and gloom, many wish there was more education and resources 

to navigate a rapidly changing world. With small business owners 

looking to make technology a digital stepping stone for their 

businesses’ success in 2024, Xero’s South African State of Small 

Business (SOSB) report suggests that many small-business owners 

are embracing the cloud, with 69% using cloud-based technology 

in their business because of the flexibility it offers to work from 

anywhere and its ability to streamline and improve operations and 

collaborate with their advisors and financial processes. The report 

further revealed that small-business owners are willing to invest in 

technology skills, with 86% investing in online or in-person training 

courses to increase knowledge and improve tech skills. To help small 

businesses and their advisors plan ahead, it is essential to separate 

the hype from reality — to uncover the top five technology trends 

that may impact the small business landscape in 2024. 

Trend #2: The rise of the 

augmented, conversational UI 

The promise of conversational user interface 

has been around for a while with Siri and 

Alexa, but it’s always been functional and 

instructional, never truly conversational. 

ChatGPT is not a better search engine 

but it is becoming one of the first real, 

usable and intelligible chatbots. In 2024, 

large language model-powered tools like 

ChatGPT will continue to revolutionise 

human-computer interaction through the 

rise of conversational chatbots that are able 

to interact with customers. The ability for 

chatbots to have real-time conversations 

in any language to customers 24/7 and 

perform certain tasks at their request 

will unlock new opportunities for small 

businesses looking to handle customer 

inquiries or expand into new markets. 

Trend #1: The AI-augmented creativity boom 

2023 saw generative AI burst into the mainstream, and while 

language models are not necessarily new to those within the 

tech industry the interactivity and accessibility of AI through 

tools like ChatGPT signalled the biggest leap in the technology’s 

capabilities, helping businesses to create content easier and 

faster. In 2024, we could well see a “creativity boom” where 

AI models go beyond statistical similarity and come up with 

new designs or products that are far better than the ones that 

exist today. Continuing in its ability to augment (rather than 

replace) human intelligence, AI could truly become the co-pilot 

for business owners, enabling them to set up the requirements 

such as manufacturing processes, helping with the automation 

and reporting of certain financial and administrative tasks 

and filtering a myriad of new ideas. The drawbacks around 

misinformation, copyright and bias will also need to be 

worked through in 2024, as the push for the commercially safe, 

transparent and ethical use of these AI systems comes to a head 

in jurisdictions around the world. 

James Bergin 


TECH TRENDS 

Trend #3: The metaverse finds 

a new source of power 

The idea of living and working entirely in a virtual world 

as so often shown in the movies still feels fanciful, even 

comical. Yet advances in 2023 in the technologies that 

underpin the concept of a metaverse, particularly 

in augmented and virtual reality, and significant 

investment by large technology companies, has 

brought some aspects of this ambitious vision closer 

to reality. Will it be the breakthrough technology of 

2024? It seems unlikely to reach full maturity, but a 

version of the metaverse will be the next iteration of the 

Internet, providing immersive, blended and connected 

experiences for everything from entertainment to 

education to virtual community building, and that it will 

introduce new concepts of ownership of digital assets. 

Many of these concepts will continue to evolve and 

emerge in 2024, with more small businesses innovating 

and exploring this space as some started to do in 2023. 

Trend #4: Carbon accounting the 

next frontier for compliance 

We are well into the critical decade of climate action 

and pressure will begin to mount on governments and 

industries to reduce their carbon emissions to meet 

the Intergovernmental Panel on Climate Change’s 

(IPCC) 2030 deadline. At the same time, the release 

of the sustainability standards by the International 

Sustainability Standards Board (ISSB) could see 

reporting on carbon emissions no longer be optional 

for businesses. The ISSB standards could very well 

bring in a new era of compliance and become the basis 

of accounting standards in 2024. To avoid being locked 

out of corporate supply chains or providing inaccurate 

and misleading information on environmental or 

sustainability practices, small businesses will need to 

ensure they are accurately calculating and tracking 

their carbon emissions each year. The integration of 

carbon-accounting software into existing accounting 

platforms will see carbon accounting become an 

extension of financial accounting and reporting 

practices for small businesses. 

Trend #5: The rise of the super 

ecosystem, powered by connectivity 

Connectivity between new and traditional players 

within the payments ecosystem is bringing in a 

new era of digital payment experiences for small 

businesses. Today, it allows the real-time validation of 

e-invoices to help small businesses send bills over the 

Internet and get paid faster. Xero’s research reveals 

that late payments cost small businesses time and 

resources, with 92% of SMEs revealing that chasing 

down late payments takes them on average one to 

two months, stressing the fact that more needs to be 

done to reduce the burden of late payments. 

A super ecosystem, powered by connectivity, 

will ensure the seamless transmission of data 

between banks and third-party providers to 

enable instant access to financial information 

and services, thus reducing the burden of late 

payments so that the country can effectively 

unlock the potential of small businesses. 

In 2024, global platforms like Xero, Apple, Amazon, 

Google and Microsoft will continue to make their 

products work better together. Why? Because 

people are tired of using lots of different apps for 

different things. They want everything in one place, 

working smoothly together. Rather than the rise of 

the “super-app”, we’ll see the power of the “super 

ecosystem”; the interconnectedness of financial 

services that make it easier to pay bills, transfer 

money and manage finances together in one spot. 

Small steps to an exciting future 

While some of these tech trends might take years, 

or decades even, to realise the full scope of their 

impact on the world, the first steps into that future 

are being taken now. In 2024, it would be a good 

idea for small businesses and their advisors to 

continue to keep an eye on developments in these 

five trends, as they will no doubt play a major role 

in shaping the future themselves. 


MICE 

A surge in hybrid and 

remote work is fuelling 

demand for exceptional venues 

Nine things to look for when choosing a conference venue at a time when coming together is even more 

of a special occasion than it used to be, pre-Covid. Premier Hotels & Resorts lays out the most important 

factors to consider when booking a conference or exhibition venue that ticks all the new boxes. 

In the wake of the remarkable shift towards hybrid and remote 

work arrangements across the world, the quest for extraordinary 

conference venues has reached new heights, with a focus on 

fostering connections among colleagues and stimulating 

surroundings taking centre stage. 

The meetings, incentives, conferences and exhibitions (MICE) 

sector has changed in the aftermath of Covid and organisers need 

to be aware of the new demands that are being made of them. 

Amid this evolution, the significance of inspiring surroundings has 

taken centre stage, as companies seek innovative alternatives to 

the conventional office setting. The need for conference facilities 

that offer seamless, stress-free and one-of-a-kind in-person 

meetings has become paramount. A stand-out player in the 

realm of being able to host exceptional conference and corporate 

events is Premier Hotels & Resorts, which has a presence in some 

of South Africa’s most sought-after places. Renowned regions such 

as Drakensberg, Kruger National Park, OR Tambo and East London 

have emerged as alluring choices for conferences owing to their 

picturesque landscapes and well-equipped conference facilities. 

Here’s what to look for when selecting a conference venue: 

Indoor vs outdoor opportunities 

The dynamics of conferences have shifted dramatically since the 

Covid-19 pandemic. Companies are now in search of venues that 

offer a blend of environments, moving away from traditional 

classroom-style setups. 

Smaller and flexible meeting rooms, like this one at Premier Hotel 

The Winkler in Mpumalanga, are becoming more popular with 

conference planners. 

Flexibility 

The trend has shifted from large theatre-style settings to smaller, 

more intimate group sessions. Clients increasingly demand 

versatile seating arrangements and breakout areas tailored to 

the specific needs of each conference or team-building activity. 

Adaptable scheduling and time-keeping also plays a crucial role 

in accommodating the changing requirements of conferences. 

Equipment 

The functionality of technology is now paramount. A robust 

audio-visual setup and high-speed uninterrupted WiFi are vital. 

Smart TVs, projectors, audio setups, connectivity cables and ample 

plug points are must-haves. Conference units must host built-in 

microphones and video cameras to facilitate seamless connectivity 

through platforms like Zoom, Skype and Microsoft Teams. Tech 

professionals must be on standby to address any troubleshooting 

issues that may arise. 

Culinary experiences 

Nutritious fare is vital to maintaining focus and productivity 

throughout a conference which is why standard menus are 

falling away. This has led chefs to move towards offering a pickand-choose 

menu of superior culinary offerings that cater to 

diverse dietary requirements. Incorporating restaurants, gourmet 

catering services and wine tastings into conference programmes 

can enhance attendees’ experience, providing an opportunity to 

savour the region’s delightful cuisine and sample world-class wines 

during breaks or networking sessions. 

Unique and captivating settings 

When it comes to a venue’s natural beauty this is an easy tick-box. 

Majestic mountain ranges and picturesque landscapes create 

a captivating backdrop for conferences. A venue’s layout and 

ambience has a significant impact on a conference’s success. 

Research indicates a notable correlation between workplace 

ambience, employee performance and productivity. Adequate 

meeting rooms that can accommodate the conference’s size and 

requirements are vital. Venues that provide ample natural light 

and fresh air foster collaboration, creating a happier and more 

effective team. 


The Premier Resort Sani Pass is located in the unique and captivating 

setting of the southern Drakensberg, easily fulfilling one of the most 

important criteria for a good modern conference venue. 

Premier Hotel The Winkler at night. 

Team-building activities 

In addition to the allure of exclusive conference venues and their 

amenities, many venues offer a range of team-building activities 

that can be seamlessly integrated into conference schedules. 

These experiences foster camaraderie, encourage collaboration 

and provide memorable moments for conference attendees. 

The “Bleisure” trend 

Most conference venues are typically located in proximity to 

other tourist attractions and activities such as wildlife reserves, 

golf courses, hiking trails or historical landmarks. These allow 

conference attendees to combine business with leisure, providing 

opportunities for relaxation and exploration during their stay and 

enhancing the overall conference experience. 

On-site accommodation 

For multi-day conferences, on-site accommodation is a significant 

advantage. Premier Hotels & Resorts offers preferential rates 

for conference attendees, providing rooms and suites equipped 

with modern amenities such as designated workspaces and 

complimentary high-speed WiFi. 

Location 

Choosing a conference venue with safe and easy access to public 

transportation, along with nearby quality accommodation, is 

essential for convenience. All Premier Hotels locations are wellsuited 

for colleagues and teams travelling from near and far, 

offering high-end facilities for conducting business in absolute 

comfort. The combination of scenic beauty, unique event spaces, 

exceptional facilities, attentive service, culinary delights and 

immersive experiences have combined to make Premier Hotels & 

Resorts a popular choice as a conference destination. 

About Premier Hotels 

Premier Hotels & Resorts is one of South Africa’s leading 

independent hospitality groups, operating a portfolio of 24 

properties. The award-winning hospitality company has over 30 

years’ experience developing and managing hotels and conference 

centres, with a proven reputation for delivering superior results 

through forward-focused ingenuity and exceptional asset 

management. The range of properties within the portfolio 

offers comfortable accommodation and superb facilities as well 

as relaxed dining options, combined with convenient locations 

ideal to easily access the surrounding attractions or key sites of 

importance in the area. 

For more information, visit www.premierhotels.co.za 


BUSINESS RISK 

South African business 

ranks infrastructure 

blackouts as biggest risk 

The Allianz Risk Barometer 2024 asseses the top risks to business in South Africa. 

Critical infrastructure blackouts, cyber security and disruptions to business 

operations such as supply chains top the list of the concerns. 

Cyber incidents such as ransomware attacks, data 

breaches and IT disruptions are the biggest worry for 

companies globally in 2024, according to the Allianz 

Risk Barometer. The closely interlinked peril of business 

interruption ranks second. Natural catastrophes (up from #6 to #3 

year-on-year), fire, explosion (up from #9 to #6), and political risks 

and violence (up from #10 to #8) are the biggest risers in the latest 

compilation of the top global business risks, based on the insights 

of more than 3 000 risk management professionals. 

Critical infrastructure blackouts top South 

Africa business risk for 2024 

Critical infrastructure blackouts have emerged as the number one 

risk for businesses in South Africa for the second consecutive year, 

highlighting the severe impact of power outages and the failure 

of essential infrastructure such as ports, railways, roads on the 

economy and businesses. The closely interlinked peril of energy 

crisis has climbed to the fifth position, up from sixth place in 2023. 

Cyber incidents and business interruption continue to hold the 

second and third spots, respectively. 

"South Africa's business community must remain vigilant in 

the face of critical infrastructure blackouts. The persistent threat 

of power outages and infrastructure failures poses significant 

challenges to businesses, disrupting supply chains and impacting 

the overall economy. The report underscores the urgent need 

for investment in infrastructure resilience and the development 

of contingency plans to mitigate the potential consequences 

of blackouts. By proactively addressing these risks, businesses 

can enhance their ability to withstand disruptions and ensure 

continuity of operations,” said Thusang Mahlangu, CEO of Allianz 

Commercial South Africa. 

Allianz Commercial CEO Petros Papanikolaou comments on 

the findings: “The top risks and major risers in this year’s Allianz 

Risk Barometer reflect the big issues facing companies around the 

world right now – digitalisation, climate change and an uncertain 

geopolitical environment. Many of these risks are already hitting 

home, with extreme weather, ransomware attacks and regional 

conflicts expected to test the resilience of supply chains and 

business models further in 2024. 

Brokers and customers of insurance companies should be aware 

and adjust their insurance covers accordingly.” 

Large corporates, mid-size and smaller businesses are united by 

the same risk concerns – they are all mostly worried about cyber, 

business interruption and natural catastrophes. However, the 

resilience gap between large and smaller companies is widening, 

as risk awareness among larger organisations has grown since the 

pandemic with a notable drive to upgrade resilience, the report 

notes. Conversely, smaller businesses often lack the time and 

resources to identify and effectively prepare for a wider range of 

risk scenarios and, as a result, take longer to get the business back 

up and running after an unexpected incident. 

Trends driving cyber activity in 2024 

Cyber incidents (36% of overall responses) rank as the most 

important risk globally for the third year in a row – for the first 

time by a clear margin (5%). Cyber incidents retains #2 position 

in South Africa. It is the top peril in 17 countries and regions, 

including Nigeria, Uganda, Kenya, Mauritius, Africa and the 

Middle East, Germany, India, Japan, the UK and the US. A data 

breach is seen as the most concerning cyber threat for Allianz 

Risk Barometer respondents (59%) followed by attacks on critical 

infrastructure and physical assets (53%). The recent increase in 

ransomware attacks – 2023 saw a worrying resurgence in activity, 

with insurance claims activity up by more than 50% compared with 

2022 – ranks third (53%). 

“Cyber criminals are exploring ways to use new technologies 

such as generative artificial intelligence (AI) to automate and 

accelerate attacks, creating more effective malware and phishing. 

The growing number of incidents caused by poor cyber security, 

in mobile devices in particular, a shortage of millions of cyber 

security professionals, and the threat facing smaller companies 

because of their reliance on IT outsourcing are also expected to 

drive cyber activity in 2024,” explains Scott Sayce, Global Head 

of Cyber, Allianz Commercial. 

Business interruption and natural catastrophes 

Despite an easing of post-pandemic supply chain disruption 

in 2023, business interruption (31%) retains its position as 


the second-biggest threat 

in the 2024 survey. Business 

interruption retains #3 position 

in South Africa and ranks in the 

top five risks in Ghana, Kenya, 

Senegal, Uganda and Africa and the 

Middle East. This result reflects the 

interconnectedness in an increasingly 

volatile global business environment, as 

well as a strong reliance on supply chains 

for critical products or services. Improving 

business continuity management, identifying 

supply chain bottlenecks and developing 

alternative suppliers continue to be key risk 

management priorities for companies in 2024. Natural 

catastrophes (26%) is one of the biggest movers at #3, up 

three positions. 2023 was a record-breaking year on several 

fronts. It was the hottest year since records began, while insured 

losses exceeded $100-billion for the fourth consecutive year, 

driven by the highest-ever damage bill of $60-billion from severe 

thunderstorms. In South Africa, the impact of natural catastrophes 

was particularly severe, propelling it from seventh to fourth place 

in the global ranking. The country experienced devastating floods 

that resulted in casualties and extensive damage to homes, 

businesses and critical infrastructure. 

Credit: Sky Pixels/ Wikimedia Commons Credit: Eskom 

Regional differences and risk risers and fallers 

Climate change (18%) may be a non-mover year-on-year at #7 but 

is among the top three business risks in countries such as Brazil, 

Greece, Italy, Turkey and Mexico. The report reveals that South 

Africa experienced a slight shift in risk perception, with climate 

change dropping from fourth to seventh spot in 2023. Physical 

damage to corporate assets from more frequent and severe 

extreme weather events are a key threat. The utility, energy and 

industrial sectors are among the most exposed. In addition, netzero 

transition risks and liability risks are expected to increase in 

future as companies invest in new, largely untested low-carbon 

technologies to transform their business models. Unsurprisingly, 

given ongoing conflicts in the Middle East and Ukraine and 


Credit: FLY:D on Unsplash 

Top 10 risks in South Africa 

Rank Risk Percent 

1 Criticial infrastructure blackouts 40% 

2 Cyber incidents 39% 

3 Business interruption 35% 

4 Natural catastrophes 26% 

5 Energy crisis 26% 

6 Political risks and violence 20% 

7 Climate change 18% 

8 Fire, explosion 14% 

9 Theft, fraud, corruption 11% 

10 Changes in legislation and regulation 10% 

Source: Allianz Commercial. Figures represent how often 

a risk was selected as a percentage of all responses. 

Figures don’t add up to 100% as up to three risks could be 

selected. 

tensions between China and the US, political risks and violence 

(14%) is up to #8 from #10. The risk moved down one place to #6 

in South Africa. 2024 is also a super-election year, where as much 

as 50% of the world’s population could go to the polls, including 

in Ghana, Mauritius, Senegal, South Africa, India, Russia, the US 

and the UK. Dissatisfaction with the potential outcomes, coupled 

with general economic uncertainty, the high cost of living and 

growing disinformation fuelled by social media, means societal 

polarisation is expected to increase, triggering more social unrest 

in many countries. However, there is some hope among Allianz Risk 

Barometer respondents that 2024 could see the wild economic 

ups and down experienced since the Covid-19 shock settle down, 

resulting in macroeconomic developments (19%), falling to #5 from 

#3. Yet economic growth outlooks remain subdued; just over 2% 

globally in 2024, according to Allianz Research. 

“But this lacklustre growth is a necessary evil: high inflation 

rates will finally be a thing of the past,” says Ludovic Subran, Chief 

Economist at Allianz. “This will give central banks some room to 

manoeuvre. Lower interest rates are likely in the second half of the 

year. Not a second too late, as stimulus cannot be expected from 

fiscal policy. A caveat is the considerable number of elections in 2024 

and the risk of further upheavals depending on certain outcomes.” 

In a global context, the shortage of skilled workforce (12%) is seen 

as a lower risk than in 2023, dropping from #8 to #10. However, 

businesses in Central and Eastern Europe, the UK and Australia 

identify it as a top-five business risk. Given there is still record low 

unemployment in many countries around the globe, companies are 

looking to fill more jobs than there are people available to fill them. 

IT or data experts are seen as the most challenging to find, making 

this issue a critical aspect in the fight against cyber crime. 

About Allianz Commercial 

Allianz Commercial is the centre of expertise and global line of 

Allianz Group for insuring mid-sized businesses, large enterprises 

and specialist risks. Customers include the world’s largest 

consumer brands, financial institutions and industry players, the 

global aviation and shipping industry as well as family-owned 

and medium-sized enterprises which are the backbone of the 

economy. Allianz also covers unique risks such as offshore wind 

parks, infrastructure projects or Hollywood film productions. 

Powered by the employees, financial strength and network of 

the world’s #1 insurance brand, as ranked by Interbrand, the 

company works together to help customers prepare for what’s 

ahead: they trust us to provide a wide range of traditional and 

alternative risk transfer solutions, outstanding risk consulting 

and multinational services, as well as seamless claims handling. 

The trade name Allianz Commercial brings together the large 

corporate insurance business of Allianz Global Corporate & 

Specialty (AGCS) and the commercial insurance business of 

national Allianz Property & Casualty entities serving mid-sized 

companies. We are present in over 200 countries and territories 

either through our own teams or the Allianz Group network and 

partners. In 2022, the integrated business of Allianz Commercial 

generated more than €19-billion gross premium globally. 


SACCI Business Confidence Index – March 2024 

Economic data 

The SACCI Business Confidence Index (BCI) 

2020 = 100 

Month 2017 2018 2019 2020 2021 2022 2023 2024 

January 112.9 115.3 109.9 106.6 109.2 108.8 112.9 112.3 

February 110.4 114.3 108.0 107.2 109.0 112.0 111.9 114.7 

March 108.4 112.8 106.1 103.9 108.7 110.5 111.3 114.7 

April 109.7 111.0 108.3 89.9 109.5 108.3 107.1 

May 107.7 108.7 107.5 81.0 112.1 103.2 106.9 

The South African Chamber of Commerce and Industry (SACCI) June regularly 109.7 publishes 108.3 107.9 economic 94.1 111.2 data 108.5 108.8 

July 110.2 109.5 106.4 95.7 107.7 110.3 107.3 

August 103.6 104.6 103.0 99.2 106.2 105.6 108.6 

relating to business confidence and trade, the SACCI Business Confidence Index and the Trade Conditions 

September 107.5 107.9 106.8 99.1 105.2 110.9 108.2 

October 107.4 110.8 106.0 106.4 109.7 109.4 108.6 

Survey. As of 2023, SACCI has been collaborating with the November Bureau of 109.9 Market 111.1 Research 107.2 108.0 (BMR) 107.3 in producing 

110.9 111.5 

December 111.4 110.1 107.6 109.0 106.4 117.3 112.1 

the Small Business Growth Index. For more statistics, see www.sacci.org.za and www.bmr.co.za 

Average 109.1 110.4 107.1 100.0 108.5 109.6 109.6 

SACCI BUSINESS CONFIDENCE INDEX 

Persistent business confidence 

SACCI’s Business Confidence Index (BCI) remained steady at 114.7 in 

both February and March 2024. It has been on an upward trend since 

November, marking the highest level for the BCI since January 2018, 

which coincided with the election of new leadership within the ruling 

party. The month-on-month movement between February and March 

2024 indicates a stabilisation of business confidence at an improved 

level. The notable short-term positive influences were observed in global 

trade and foreign tourist service-related activities. The enhanced BCI 

suggests a business environment that remains stable to positive, despite 

external factors and local economic challenges. This positive shift reflects 

businesses' adaptability to adverse circumstances, partly attributed to 

positive international economic and business relations involving South 

Africa. Despite South Africa’s foreign political relations, international 

economic SACCI and Trade business Conditions Survey engagements February 2024 have significantly contributed 

to the country's South African economic Chamber of well-being. Commerce and Critical Industry to achieving economic 

growth is maintaining Trade Conditions adequate Survey levels of capital stock and encouraging 

continued fixed investment. February However, 2024 domestic savings in South Africa fall 

short of financing the necessary fixed Sales pricesinvestment to expand the capital 

Trade Conditions Survey 

90 

80 

Six month expected 

stock. In 2023, domestic Current savings 85 only accounted for 14% of GDP, leaving a 

Present 

70 

Six month expected 

80 

75 

60 considerable shortfall of 11% of GDP to achieve a 25% fixed investment to 

70 

50 

65 

GDP ratio. This financing gap 60 must be supplemented by foreign investment 

40 

55 

30 

50 

due to South Africa's inadequate domestic saving performance. 

45 

% Positive 

20 

Jan-15 

Jun-15 

Nov-15 

Apr-16 

Sep-16 

Feb-17 

Jul-17 

Dec-17 

May-18 

Oct-18 

Mar-19 

Aug-19 

Jan-20 

Jun-20 

Nov-20 

Apr-21 

Sep-21 

Feb-22 

Jul-22 

Dec-22 

May-23 

Oct-23 

% Positive 

40 

Jan-15 

Jun-15 

Nov-15 

Apr-16 

Sep-16 

Feb-17 

Jul-17 

Dec-17 

May-18 

Oct-18 

Mar-19 

Aug-19 

Jan-20 

Jun-20 

Nov-20 

Apr-21 

Sep-21 

Feb-22 

Jul-22 

Dec-22 

May-23 

Oct-23 

Current Trade Conditions Index (TAI)* 

Activity Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 

Sales volumes 30 30 37 33 26 34 

New orders 30 32 37 37 18 25 

Backlog on orders received 27 27 43 43 32 16 

Supplier deliveries 39 43 43 40 29 31 

Inventory level 48 50 57 50 47 25 

Selling prices 52 55 60 60 53 38 

Input prices 75 68 73 70 66 56 

Employment 32 34 33 40 34 38 

TAI 33 35 39 38 28 31 

TAI seasonally adjusted 34 31 43 48 27 31 

Note: The indices are diffusion indices and vary between 0 and 100. At 50 an index reflects 

a 'no change' situation and above or below 50 implies a positive or a negative reading 

depending on the trade component. 

* The TAI is the composite index of sales volumes, new orders, supplier deliveries, 

inventory levels and employment. 

Expected Trade Conditions Index (TEI)* 

Activity Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 

Sales volumes 61 55 47 47 42 50 

New orders 64 57 43 40 47 44 

Backlog on orders received 34 32 27 27 29 28 

Supplier deliveries 55 50 40 40 42 44 

Inventory level 55 55 50 47 45 34 

Selling prices 66 68 60 67 58 56 

Input prices 77 80 87 87 76 72 

Employment 48 45 40 43 32 34 

TEI 58 53 44 43 42 43 

TEI seasonally adjusted 58 51 43 50 39 44 

* The TEI is the composite index of expectations on sales volumes, new orders, supplier 

deliveries, inventory levels and employment. 

The expectations are for six months ahead 

TRADE CONDITIONS SURVEY, SACCI 

160 

2024 starts off with tough trade conditions 

140 

Index 

180 

160 

140 

120 

100 

80 

60 

SACCI Business Confidence Index 

Jan-10 

Jul-10 

Jan-11 

Jul-11 

Jan-12 

Jul-12 

Jan-13 

Jul-13 

Jan-14 

Jul-14 

Jan-15 

Jul-15 

Jan-16 

Jul-16 

Jan-17 

Jul-17 

Jan-18 

Jul-18 

Jan-19 

Jul-19 

Jan-20 

Jul-20 

Jan-21 

Jul-21 

Jan-22 

Jul-22 

Jan-23 

Jul-23 

Jan-24 

2 

Downward phase of the business cycle 

BCI 2020 = 100 

 

The 40 SACCI Business Confidence Index (BCI) 2020=100 

30 

Month 2017 2018 2019 2020 2021 2022 2023 2024 

20 

January 112.9 115.3 109.9 106.6 109.2 108.8 112.9 112.3 

February 110.4 114.3 108.0 107.2 109.0 112.0 111.9 114.7 

March 10 

108.4 112.8 106.1 103.9 108.7 110.5 111.3 114.7 

April 109.7 111.0 108.3 89.9 109.5 108.3 107.1 

May 0 107.7 108.7 107.5 81.0 112.1 103.2 106.9 

June 109.7 108.3 107.9 94.1 111.2 108.5 108.8 

July -10 110.2 109.5 106.4 95.7 107.7 110.3 107.3 

August 103.6 104.6 103.0 99.2 106.2 105.6 108.6 

September 107.5 107.9 106.8 99.1 105.2 110.9 108.2 

-20 October 107.4 110.8 106.0 106.4 109.7 109.4 108.6 

November 109.9 111.1 107.2 108.0 107.3 110.9 111.5 

December -30 111.4 110.1 107.6 109.0 106.4 117.3 112.1 

Index points 

SACCI Business Confidence Index – March 2024 

The SACCI BCI Business year-on-year Confidence movement Index (BCI) 

2020 = 100 

Jan-10 

Jul-10 

Jan-11 

Jul-11 

Jan-12 

Jul-12 

Jan-13 

Jul-13 

Jan-14 

Jul-14 

Jan-15 

Jul-15 

Jan-16 

Jul-16 

Jan-17 

Jul-17 

Jan-18 

Jul-18 

Jan-19 

Jul-19 

Jan-20 

Jul-20 

Jan-21 

Jul-21 

Jan-22 

Jul-22 

Jan-23 

Jul-23 

Jan-24 

Average 109.1 110.4 107.1 100.0 108.5 109.6 109.6 

Index 

180 

SACCI Business Confidence Index 

Downward phase of the business cycle 

BCI 2020 = 100 

The results from the February 2024 Survey of Trade Conditions by SACCI 

120 

100 

confirm a rough trade environment that began to deteriorate since October 

2023. Although there was a minor improvement between January and 

80 

 

60 

February 2024, 69% of respondents still experienced trade conditions as 

Jan-10 

Jul-10 

Jan-11 

Jul-11 

Jan-12 

Jul-12 

Jan-13 

Jul-13 

Jan-14 

Jul-14 

Jan-15 

Jul-15 

Jan-16 

Jul-16 

Jan-17 

Jul-17 

Jan-18 

Jul-18 

Jan-19 

Jul-19 

Jan-20 

Jul-20 

Jan-21 

Jul-21 

Jan-22 

Jul-22 

Jan-23 

Jul-23 

Jan-24 

negative. Seasonal factors did not play a significant role in the deterioration. All 

elements of trade improved in February 2024 though it was from the historic 

40 

low base in January 2024. New orders also showed a slight improvement in 

30 

February. Input cost slowed further with only 56% of respondents recording 

20 

rising input costs. The SA Reserve Bank may possibly consider easing its 

10 

Index points 

SACCI BCI year-on-year movement 

monetary stance on interest rates. A number of trade activities are touched 

0 

by the cumbersome trade conditions. Logistical problems at harbours and rail 

-10 

transport have limited merchandise global trade and contributed to the more 

-20 

difficult trade conditions. Tourist services -30 are still in the recovery phase while 

Jan-10 

Jul-10 

Jan-11 

Jul-11 

Jan-12 

Jul-12 

Jan-13 

Jul-13 

Jan-14 

Jul-14 

Jan-15 

Jul-15 

Jan-16 

Jul-16 

Jan-17 

Jul-17 

Jan-18 

Jul-18 

Jan-19 

Jul-19 

Jan-20 

Jul-20 

Jan-21 

Jul-21 

Jan-22 

Jul-22 

Jan-23 

Jul-23 

Jan-24 

new vehicle sales, although lower, appear to have stabilised. Lower interest 

2 

rates could help to stabilise retail trade activity and enhance household 

spending. Electricity supply, however, continues to affect trade conditions. 


20-23 August 2024 

Sandton Convention Centre, 

Sandton, South Africa 

The Southern African Railways Association’s international railway 

conference and exhibition will be held between 20-23 August 2024. 

Africa’s Exclusive Railway Event 

Hosted by African Railway Operators! 

Sponsorship & exhibitor opportunities available. 

Register online as a conference delegate. 

www.sararailconference.com 

Members of the Southern African Railways Association 

www.sararailconference.com 

info@sararailconference.com Tel: 011 452 4991

Opportunity Issue 109

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