SA Business Integrator - Volume 11 I Issue 4- Part 2

BUILDING ROADS legacies

A FUNERAL SERVICE INNOVATION AQUAMATION

Although death is inevitable, many people find it difficult to talk about. Uncomfortable as it may be, it is crucial to share your funeral wishes with your loved ones. This includes conversations on whether you’d prefer a grave burial, cremation or Aquamation (also known as alkaline hydrolysis or water-based cremation).

AVBOB launched Aquamation in South Africa in 2019 and, at present, it is only available at the AVBOB Maitland Funeral Parlour in Cape Town and the AVBOB Pretoria West branch in Gauteng.

Considering South Africa’s growing awareness of environmental issues, this offering comes at a good time, and AVBOB is investing heavily into it, going forward.”

UNDERSTANDING AQUAMATION

The provision of a dignified send-off for loved ones has been part of AVBOB’s DNA for 107 years and it continues to lead the way in bringing this environmentally-friendly funeral service innovation to South Africa.

AVBOB plans to expand its Aquamation ser vice to three additional branches (one each in KwaZulu-Natal, Eastern Cape and Western Cape) in the next few years.

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SA Business Integrator

The engine behind THE

ECONOMY

As we move into the final quarter of 2025, we shift focus to a sector that underpins nearly every aspect of the economy: transport. October is Transport Month, and it offers a timely opportunity to reflect on why roads, rail, and fuel infrastructure matter far beyond logistics.

Transport moves the economy. When roads are in poor condition or rail networks underperform, the knock-on effects are felt across industries. Delays, higher costs, and lost productivity become everyday realities. But when they work well, transport systems unlock access – connecting people to work, goods to markets, and regions to each other. In South Africa, where infrastructure gaps often mirror economic divides, investing in transport is essential for long-term inclusion and competitiveness.

In this issue, we engage with leaders driving progress. Thoko Tshabalala-Shandu of VEA Road Maintenance and Civils unpacks the realities of road upkeep. Ashleigh Bradley of My Fuel Orders explores how technology is reshaping fuel logistics. And Neil Tolmie, CEO of N3TC, reflects on managing one of South Africa’s most critical corridors.

As we look ahead, infrastructure remains a national priority – requiring innovation, investment, and collaboration. The work done today will determine how well we move tomorrow.

Let’s keep the momentum going.

FAST-TRACKING SA'S AQUATIC AMBITION.

From Learn-to-Swim to World Podiums (Swimming, Diving, Water Polo, Artistic Swimming & Open Water).

Bombela Concession Company (BCC), the force behind the Gautrain, proudly announces a R10 million sponsorship of Swimming South Africa. This significant commitment is fast-tracking SA's aquatic ambition, laying the essential tracks for Team South Africa's international ascent. From bolstering the Learn to Swim program at the grassroots level to directly supporting our athletes at prestigious global events, such as the 22nd World Aquatics Championships, Women’s U20 World Water Polo, and World Youth Artistic Swimming Championships, BCC is unlocking potential and connecting South African talent with the world.

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It has been 20 years of IMPACT and we continue to be thought leaders, solution architects and trusted advisors. Our innovative consulting models and methodologies lead to the transformation of the status quo and create a positive impact. We collaborate with our clients to deliver end-to-end, value for money solutions that are tailor-made to their needs.

We develop revenue value chains that create cash surpluses that can be invested back for community development. We create surpluses by improving the effectiveness of the revenue management value chain (or components thereof) (“revenue completeness”), eliminating any leakages that arise from the value chain (“revenue leakages”), and identifying and converting new sources of revenue (“new revenue sources”). If it’s money, we will find it for you.

We develop organisations that are effective in delivering their mandates and are responsive to societal needs. We assist institutions to better deliver their strategic mandates by applying the science of business and the basics of management to continuously align the entire organisational ecosystem to resolve problems that hinder the achievement of strategic outcomes.

We help organisations deliver tangible results.

Africa is besieged with underdevelopment. This low level of Development is characterised by low real per capita income,widespread poverty, lower level of literacy, low life expectancy, low level of infrastructure maintenance, and underutilisation of resources.

We unlock new economic streams for growth.

Building roads, leaving legacies

With over R4bn in road maintenance contracts, 600+ SMMEs empowered, and a Top 5 national ranking, VEA Road Maintenance & Civils is proving that transformation is not just a goal – it’s a means of operating. We tracked down VEA Roads MD Thoko Tshabalala-Shandu to find out how they do it.

THOKO TSHABALALA-SHANDU | MANAGING DIRECTOR

Your company has injected over R4bn into road maintenance contracts, empowering over 600 SMMEs and EMEs – what does sustainable transformation in infrastructure look like through your lens, and how do you measure its real impact on the ground?

Sustainable transformation is not an event – it’s an ecosystem shift. At VEA Road Maintenance & Civils, transformation means more than just opening the door for township-based contractors; it’s ensuring they have the tools, skills, and capital to thrive. We go beyond compliance, starting with early payment policies to ease cash flow, CIDB grading support to unlock bigger tenders, and on-site mentorship in project management and compliance.

We measure results through impact data: 600+ SMMEs empowered, 2 000+ jobs created, and a growing number of contractors winning government work independently. The ultimate success? Seeing our former subcontractors run their own large-scale projects.

You’ve now been ranked in the Top 5 in SA’s construction sector for two consecutive years; which of your strategic decisions have been most instrumental in keeping VEA Roads not just relevant, but leading the industry?

Our advantage lies in people and process – and the agility to adapt fast. During Covid-19, we shifted procurement to local suppliers, built redundancy into our supply chain, and adopted tech solutions for project management.

We also embedded gender equity at leadership level, making our decision-making more diverse and innovative. Our guiding principle, DCUPE – Desire, Continuous, Unyielding, Persistent Effort – ensures we stay ahead even in volatile conditions.

Transformation is not a KPI; it’s our culture. It’s in how we hire, how we spend, and how we leave communities stronger.”

Many claim transformation, few deliver it. As a Level 1 B-BBEE contributor with 100% black ownership, how do you ensure that empowerment isn’t just a compliance tick-box?

For us, empowerment is a culture, not a compliance item. Every tender, every project, every hire is guided by legacy thinking.

We direct 92% of our R1.03bn procurement spend to diverse suppliers, and invest over R2m annually in diversity and inclusion training. Our systems ensure that long after a project ends, communities and suppliers are stronger.

When a young woman sees a female site manager leading a multimillionrand project, it rewires what she believes is possible.”

VEA was named 2023 ERWIC Award WomenOwned Construction Entity of the Year. In your view, what are the barriers that still exist for black women in construction and logistics – and how is VEA Roads intentionally breaking them?

The barriers are limited access to funding, low visibility, and gender stereotypes. We counter these with intentional leadership pipelines – 50% of our top management is now female. Our “Mentorship for Growth” programme has already seen 30% of participants promoted within its first year.

Representation matters. When a young woman sees a female site manager leading a multi-million-rand project, it rewires what she believes is possible.

Ranking third in the Top 500 Best-Managed Companies in SA places you among giants – what does this recognition mean for you personally, and how does it shape your next chapter of growth?

It validates a leadership model built on impact and integrity. I built my seat at the table; it wasn’t given.

For our next chapter, we’re focused on scaling nationally, taking more emerging contractors to provincial and national competitiveness. Our north star remains DCUPE – persistence over perfection.

If the only thing we leave behind is a road, we’ve failed.”

How do you balance executing large-scale infrastructure projects while remaining committed to localised empowerment and job creation?

We build empowerment into the contract itself: local labour targets, subcontractor development, and training are non-negotiable. In our Mpumalanga rollout, 90% of the staff came from local communities.

Our test is simple: If the only thing we leave behind is a road, we’ve failed. Skills, jobs, and pride must remain.

What kind of coverage or narrative would you like to see that truly honours the grit, complexity, and purpose behind VEA Road Maintenance & Civils’s journey?

I want the spotlight on the real changemakers – the women in boots, the township subcontractor growing to Grade 6, the mother who becomes a site supervisor... Our story is about rewriting the blueprint of possibility. 

As a Black woman in steeltoe boots, I knew I’d have to lead differently — not louder, but bolder. We build roads that change more than landscapes; they change lives.”

Bridges/culverts & specialised concrete repairs.

Mining works: bulk earthworks, load-out, rail links, rehab.

Building maintenance; E&M installations.

Smarter corridors will

unlock Africa’s trade potential

Africa’s trade future depends on well-planned, connected transport corridors. With strategic investment and stronger governance, these routes can drive real economic growth.

Transport corridors aren’t just lines on a map. They’re the arteries of economic growth –and for Africa, they could be transformative. But tapping into their full potential depends on moving beyond fragmented efforts and toward better planning, governance, and strategic investment.

Interestingly, in his address at the 43rd Southern African Transport Conference, Paul Riembault of the European Commission’s Directorate-General for International Partnerships (DG INTPA) delivered this key message: Europe offers lessons, but not a blueprint. Drawing on decades of European experience, Riembault made a strong case: Africa doesn’t need to replicate Europe’s transport model – but it does need to build the political and institutional alignment that made Europe’s corridor success possible.

“This is not about imitation. It’s about identifying what works, adapting it to Africa’s context, and building transport corridors that are modern, multimodal, and resilient.”

The European example Europe didn’t begin with corridors. It began with the will to integrate. From a fragmented continent shaped by war and incompatible rail systems, the EU built a unified transport network – the Trans-European Transport Network (TEN-T) – that today connects cities, ports, and economies.

What made the difference? A shift from ad hoc infrastructure investments to a structured, criteria-based approach. TEN-T corridors were developed based on measurable thresholds – major ports, population centres, capital cities – and backed by clear regulations on safety, interoperability, and connectivity.

“In a Union of 27 Member States, priorities will always differ,” said Riembault. “That’s why a common framework is essential. It protects infrastructure planning from becoming politically reactive.”

Why this matters for Africa

Africa already has the political frameworks – PIDA (Program Infrastructure Development for Africa) and AfCFTA (African Continental Free Trade Area), as well as regional corridor initiatives. However, according to Riembault, these need stronger alignment with projectlevel investments. The real risk, he says, is not a lack of ambition, but a lack of coherence.

Through the EU’s Global Gateway initiative, which commits funding to key infrastructure sectors, the European Commission is concentrating investments in priority African transport corridors. Riembault particularly noted that these corridors were not unilaterally selected in Brussels, but were done in consultation with the African Union and Regional Economic Communities (RECs).

“It’s not about redoing what Africa already has. It’s about backing those frameworks with real resources and supporting long-term corridor functionality,” he said.

Targeted investments, tangible results

So far, more than €1.5bn (approx. R30 billion) in EU grants have been allocated to support corridor development in Africa. This funding often comes in the form of blended finance – combining public grants with private investment – to make projects bankable and scalable.

Flagship initiatives include:

• Maputo–Walvis Bay Rail Corridor: Freight upgrades in Mozambique aim to increase throughput capacity.

• Dakar Bus Rapid Transit (BRT): Over 120 electric buses and new lanes are reshaping urban mobility while cutting emissions.

• Omi Eko (Water is Life) ferry services in Lagos: Expanding transport on the Abidjan-Lagos Corridor to better serve West Africa’s growing population.

Alongside physical infrastructure, investment is also flowing into regulatory alignment – from axle load limits and customs reform to corridor governance and trade facilitation.

Africa’s next step: a common corridor framework

With regional and continental bodies, international partners, and financial institutions all in the room, the SATC session sparked a clear question: Does Africa need a formalised continental corridor framework?

Not to replace existing ones, is the suggestion – but to harmonise them. Shared standards, corridor monitoring, and minimum criteria could turn Africa’s corridor map from a patchwork into a connected platform for intraAfrican trade.

“Europe learned the hard way – you can’t retrofit connectivity,” Riembault said. “Harmonisation must start from day one.”

No copy-paste required Africa isn’t Europe, and it doesn’t need to be. But Africa’s development goals – from job creation to trade competitiveness – demand an infrastructure that works across borders, sectors, and regions.

“This is not about imitation,” Riembault insisted. “It’s about identifying what works, adapting it to Africa’s context, and building transport corridors that are modern, multimodal, and resilient.”

Africa’s transport corridors won’t deliver impact through concrete alone. Strategic coherence and bold, aligned leadership will determine whether they become real economic lifelines. 

My Fuel Orders:

Fuelled with purpose

Ashleigh Bradley, Managing Director of My Fuel Orders, discusses modernising fuel logistics, navigating industry challenges, and driving innovation. She also reflects on leadership, and creating meaningful opportunities in a male-dominated energy sector.

ASHLEIGH BRADLEY | MANAGING DIRECTOR

What inspired the launch of My Fuel Orders, and how has your vision for the company evolved since its inception?

The concept for the company came into existence 20 years ago as a solution for our own trucks and many of our sub-contractors’ transporting our bulk fuel loads in Africa. On-road refuelling options were costly and complex then. Through our established supply lines, other group businesses in Africa and great partnerships, we were able to provide a solution. Back then it was a “pen, paper and manpower” system. Fortunately, in the years after, technology caught up, and in order to sustain the growing demand, increasing number of daily transactions, and future growth of the business, we began building the My Fuel Orders platform. The brand and business you see today started its tech journey in 2016 and has organically evolved along with our group and the industry. In 2021, the idea that My Fuel Orders could be a legacy took hold. More recently, this idea has solidified – we are now putting huge effort into, and emphasis on, scaling our platforms’ capabilities, expanding the network and growing our brand.

How is the company leveraging technology to solve real-world challenges in fuel logistics and supply chain management?

We’re giving transporters the visibility, security, and information they need to better manage critical business elements that improve their profitability and help manage their cash flow. We understand that fuel is a transport business’s single biggest input cost, and most of the business value resides in the vehicles and cargo they dispatch across Africa. These critical elements need to be controlled remotely, which is a service the My Fuel Orders system provides.

The fuel industry has faced volatility and shifting regulations – how do you lead your team through uncertainty while keeping the business agile?

Our team is grounded in our core values and business goals first; we openly communicate with each other, our customers and partners – which is key, and collectively strive to keep our knowledge relevant – this hones our instincts. Personally, I try to lead by example, promoting a culture of support, learning and collaboration, harnessing our diversity to innovate and be flexible.

What have been your biggest leadership lessons, and what is the advice you’d give to other women entering the energy space?

I started off with the belief that I was as big and small as any person in the room. I still believe this. Everyone has something of value – lessons to learn and teach. Advice? I would say never apologise for, or hide, your ambition, but don’t let it blind you or lead you to a sense of entitlement. Be honest with yourself and others, remain gracious in success and defeat, work hard, be smart, and remain humble.

What are the biggest opportunities you see for innovation in fuel distribution across Southern Africa?

Smart supply chain management is evolving through the integration of artificial intelligence (AI), the Internet of Things (IoT), and robotics. By leveraging diagnostic tools and predictive analytics, we gain deeper insights into stakeholder behaviour and drive greater efficiency across operations. The growing demand for environmentally sustainable solutions in logistics further underscores the need for innovation in this space.

The digitisation of manual processes to enhance efficiency, support growth, and manage large volumes of data for our users has always been at the core of My Fuel Orders. We continue to build on this foundation by staying at the forefront of technological advancements; we’re committed to solving challenges in a scalable, flexible, and sustainable manner.

Beyond business success, what kind of impact do you hope to make through My Fuel Orders – on the industry, your customers, and the communities you serve?

We want to drive change in the industry to give people a faster, simpler way to transact and manage their businesses, assured that they have a strategic technology partner they can rely on. In doing so, we hope to alter perceptions on where the industry, our customers and our communities can position themselves in an increasingly competitive and technological world. 

strategy gains momentum Transnet’s turnaround

As Transnet marks two years under its current board, Chairperson Andile Sangqu outlines the progress made in stabilising the business. Despite ongoing financial pressures, the freight utility is showing early signs of recovery.

Transnet is showing signs of operational and financial recovery following a period of deep distress, according to board chairperson, Andile Sangqu. The stateowned freight logistics company has faced years of underperformance and infrastructure degradation, but is now making measurable progress under a comprehensive recovery plan.

Appointed in July 2023, the current board inherited a host of systemic challenges, including underinvestment in maintenance, governance failures, increasing security incidents, and inefficiencies across port and rail operations. These issues contributed to declining volumes, rising costs, and a growing debt burden, prompting urgent intervention.

In October 2023, the board introduced a targeted recovery plan aimed at stabilising both operations and finances. Sangqu says early indicators show this plan is taking effect. “To a large degree, we have achieved the initial goals. Industry recognition for improved service levels validates our efforts and renewed focus on efficiency,” he said.

A major part of the recovery strategy has been to restore leadership stability. The appointment of Michelle Phillips as Group CEO alongside key executive placements, was central to this. The new leadership team, Sangqu notes, brings a deep understanding of Transnet’s operational environment and strategic priorities.

Investment and operational improvements

Transnet has committed to a R95bn capital investment programme over five years, with R108.2bn earmarked for sustaining capital to maintain and refurbish existing infrastructure. This approach, Sangqu explains, is critical to restoring the network’s reliability and unlocking economic value.

Clients have already begun to notice improvements. The Southern African Association of Freight Forwarders recently commended the increased efficiency at the ports, highlighting improved turnaround times and abovetarget cargo volumes.

Sangqu attributes much of this momentum to collaborative partnerships with key stakeholders, including customers and the national logistics crisis committee. “The complexity and long timelines involved in fixing the rail network make coordinated planning essential,” he says.

Strategic outlook

Still, financial pressures remain

Despite encouraging progress, Transnet’s financial position remains fragile. The group is carrying unaudited debt of R144,8bn, with net finance costs of R14.7bn placing significant strain on cash flow. Government guarantees – R47bn granted in December 2023 and a further R51bn in May 2025 – have played a vital role in shoring up the business.

To address its financial imbalance, the freight logistics chain is working with the National Treasury on a balance sheet optimisation project. This includes unlocking value from underutilised assets and creating a more streamlined capital structure. Engagements with ratings agencies and investors are ongoing to ensure long-term sustainability.

Reform and restructuring

Beyond stabilisation, Transnet is undertaking structural reforms to improve governance and attract private investment. Notably, the corporatisation of the Transnet Rail Infrastructure Manager (TRIM) and the Transnet National Ports Authority (TNPA) is underway.

In October 2023, the inaugural board of TNPA was appointed – a critical step in reshaping the ports entity. As of April 1, TRIM assumed full responsibility for the management and maintenance of the national rail network. In December 2024, Transnet published its final network statement, which outlines the framework for private sector participation on the rail network. An update on slot allocations to private operators is expected soon.

Sangqu emphasises the board’s commitment to the “Reinvent for Growth” strategy, a roadmap designed to optimise Transnet’s operations and support national economic objectives. A new business operations performance committee has also been established to track operational progress and ensure alignment with broader strategic goals.

“We are not yet where we would like to be. But the progress is real, the business is being stabilised, and we are increasingly optimistic,” Sangqu said.

While challenges remain, the board believes that the direction is clear and the foundations for a stronger Transnet are being firmly laid. 

Note: Financial figures referenced are unaudited as of the current reporting period. Audited results for 2025/2026 will be published following the external audit.

& the upstream economy Rail reform

Thought rail reform was just about trains or infrastructure? Think again – it’s about lowering logistics costs to grow the economy. Every decision must support cost-effective freight to drive South Africa’s competitiveness and job creation.

By James Holley, CEO of Traxtion

It’s easy to forget what rail reform is for. It is not about operators growing our fleets, infrastructure spending, or rolling stock manufacture. It is about creating a logistics system that drives general economic growth by bringing down the cost of doing business and increasing the competitiveness of the South African economy. That's the only test that matters. Cost-effective logistics should be the guiding objective for every decision in our rail policy, because the entire economy depends on it.

Rail is a network industry. It connects the upstream economy to global markets and supply chains. If the rail system is inefficient, constrained or, most importantly, not cost-effective, upstream economic growth slows. Investment stalls. And jobs disappear. With approximately 8.2 million South Africans already unemployed, that is a consequence we cannot afford.

The time of rail reform is upon us. And, to Government’s credit, the foundational thinking is sound. Separating Transnet’s infrastructure owner, infrastructure manager, and train operating company functions as set out in the 2021 National Rail Policy, is a positive step. The establishment of an economic regulator with statutory powers, as outlined in the Economic Regulation of Transport Act 6 of 2024, is equally important. The introduction of third-party access, allowing private operators to supplement Transnet’s existing train capacity, is another step in the right direction. So, too, are Private Sector Participation (PSP) projects aimed at uplifting the condition of our base infrastructure. Together, these reforms are designed to solve the twin problems of insufficient train capacity and poor-quality infrastructure.

Keeping costs down by design

Railways are a highly capital-intensive industry, with assets that have very long useful lives. To meet economic demand, I estimate that South Africa must move from 160 million to 250 million tonnes of freight, and that will require approximately R300bn in track infrastructure and train investment.

However, if we are serious about lowering the cost of rail logistics as we move to implementation, there are some realities that need addressing.

First, rail is a fixed-cost business. Doing more with less has always been at the centre of all successful railways. That means efficiency is everything. Simply put, a train set completing eight trips in a month instead of six means a 33% jump in revenue. This cannot be achieved without high-quality track, signalling, and scheduling infrastructure. The national network is in poor condition, and with the fiscal constraints the country faces, the PSP projects are our only route to efficiency.

Second, the PSPs will earn their income from access fees paid by train operating companies using the infrastructure. Access fees are a function of required return on capital and network operating costs. Investments in infrastructure need to be fit for purpose. At the same time, network

operating costs need to be efficient. If neither is the case, access fees must increase, and if that happens, rail becomes unaffordable, and volumes, in turn, will be unattainable.

Third, highly capital-intensive industries are extremely sensitive to the cost of capital. The cost of capital is a function of risk. The more policy and regulatory uncertainty, corporate debt and equity investors face, the more expensive the capital becomes. It is vital to design access agreements and concession terms that actively reduce risk for investors and lenders.

Focusing on cost-effectiveness

The rail industry directly employs around 100 000 people. But the wider economy employs 16 million, and it depends on the cost-efficiency of transport to survive and grow. If we design reform around the needs of the 100 000 only, we risk undermining the livelihood of millions of other South Africans.

If we design a system that is too expensive to build, too risky to operate, or too rigid to grow, we do not hurt rail alone. We hurt the economy.

Every Request for Proposal (RFP), each tariff application, every regulation and reform decision should be measured by one yardstick: will this help us deliver more cost-effective logistics? That is the only way to build an economy that works for every South African. 

Maputo Corridor:

SOUTHERN AFRICA’S TRADE GATEWAY?

Cresco MD Conrad Hefer talks the potential of the Maputo Logistics Corridor as a vital trade artery for Southern Africa’s future, and the challenges to overcome before it gets there.

MD CONRAD HEFER | MAPUTO LOGISTICS CORRIDOR

What are the most immediate infrastructure constraints currently limiting the full potential of the Maputo Logistics Corridor, and how are they being addressed through public-private partnerships?

The main infrastructure constraint relates to the rail infrastructure, which is primarily a problem on the South African side. To date, there’s been no RFI issued by either Transnet or South Africa’s Department of Transport to address these constraints on the Transnet Freight Rail (TFR) infrastructure.

While nothing has been formalised as yet, various private sector consortiums have been trying to engage with the relevant public sector organisations to propose solutions to alleviate the constraints. Those in the industry speculate that the sluggish progress here and the reluctance for private sector involvement, is due to the Corridor being one of Transnet’s more lucrative operations.

Due partly to the abovementioned constraints of TFR, significant road haulage has stepped in to bridge the gap. However, road haulage is also constrained by the delay in implementing a 24-hour one-stop border post for the Komatipoort/Ressano Garcia border crossing.

However, the capital investment required to address the constraints at South African ports is massive, while the Maputo port has benefited from ongoing maintenance and expansionary capital investments over the last number of years. If the constraints on the Corridor’s rail infrastructure get addressed, it will enable the SA transport industry to increase export capacity in this Corridor faster than the other export corridors.

What role does regional cooperation –particularly among South Africa, Mozambique, Eswatini, and Zimbabwe – play in optimising the Corridor’s long-term performance and competitiveness?

Regional cooperation among these countries has been fundamental to maximising the long-term efficiency, resilience, and competitiveness of the Maputo Logistics Corridor. One of the biggest constraints affecting regional trade in Africa is customs delays at border posts. This Corridor is no exception, and regional cooperation will go a long way to solving some of the other constraints on its efficacy.

If the constraints on the Corridor’s rail infrastructure get addressed, it will enable the SA transport industry to increase export capacity in this Corridor faster than the other export corridors."

Given the increased pressure on traditional SA ports like Durban and Richards Bay, how can the Maputo Corridor offer a sustainable alternative for bulk commodity exporters? It offers a sustainable, scalable, and strategically vital alternative to Durban and Richards Bay – especially for bulk-commodity exporters. It relieves pressure on traditional ports, diversifies logistics options, and will benefit from strong investment and increasingly integrated infrastructure.

There are several initiatives at play to support the growth of the Corridor, such as the Maputo Corridor Joint Operating Centre (JOC), which was established in 2013. This collaborative hub brings together Transnet, Mozambique Ports and Railways (CFM), Swaziland Railway, and Maputo Port Development Company (MPDC) under one roof. It harmonises operations, maintenance, safety standards, and investment planning.

Economic Corridor Development & Trade Facilitation between South Africa and Mozambique has, since the 1990s, driven integrated corridor development, unlocking over US$5 billion in infrastructure investments in transportation, ICT, power, port dredging etc.

The Maputo Corridor Logistics Initiative, launched in 2004, is a multi-stakeholder platform coordinating infrastructure upgrades, investment flows, and regulatory alignment across borders.

Grindrod, as part of MPDC, has also strengthened regional rail networks and introduced an Eswatini multimodal route serving as an alternative for Mpumalanga exporters.

With the African Development Bank’s recent approval of a US$40 million loan to the Mozambique Rail and Port Authority (CFM), and with ongoing infrastructure expansion by the Maputo Port Development Company (MPDC), what specific investment opportunities are available for private sector involvement in the further development of logistics along the Maputo Corridor?

The recent funding from The African Development Bank and MPDC expansions are not isolated developments – they act as catalysts unlocking a diverse range of private-sector investment avenues across border-post concessions, intermodal facilities, rolling stock, port and terminal infrastructure, digital logistics, manufacturing clusters within Special Economic Zones (SEZs), rail technology, and advisory/ financing services. These opportunities are bolstered by growing freight volumes, corridor modernisation, and regional demand, making the Maputo Corridor a prime investment frontier in Southern African logistics.

From a financial modelling perspective, what are the most critical variables to consider when assessing infrastructure investments along the corridor, especially in cross-border contexts?

The most critical variable is the ability of this infrastructure to generate revenue to pay for the capital investment, which is determined by demand for the infrastructure. If demand is insufficient to justify capital investment, government support would be required, placing additional pressure on the already strained fiscal budget, or potentially discouraging private sector investment altogether.

How can improvements in customs efficiency and the proposed one-stop border post at Lebombo/ Ressano Garcia help unlock greater trade flows through Maputo, and what are the realistic timelines for seeing results?

The customs delays are a serious bottleneck in the Maputo Corridor, as in others, which limits the capacity for trade flow. Those interventions are a relatively ‘quick fix’, but it is dependent on regional cooperation among and between the relevant governments. 

Over 1,800 South African businesses are driving inclusive growth and boosting their B-BBEE levels by sponsoring jobs. Say YES to bold transformation. Contact corporatesupport@yes4youth.co.za to get started.

forefront of plastic solutions Patricia Pillay at the

Patricia Pillay leads Polyco PRO NPC and is changing how South Africa deals with plastic waste. She’s putting millions into recycling facilities and creating programmes that involve and support local communities. Her approach turns environmental responsibility into real results, showing leadership that’s both strong and genuine.

Leading Polyco PRO NPC, South Africa’s foremost Producer Responsibility Organisation (PRO) for plastic packaging, is Patricia Pillay – a trained lawyer, a strategic thinker, and a dedicated environmental advocate. Since taking on the CEO role in 2021, Patricia has steered Polyco through a notable transformation: shifting from a voluntary industry organisation to the national guardian of Extended Producer Responsibility (EPR) for all plastic polymer types.

Could you provide some insight into why Polyco is so vital in the South African context?

Polyco plays a vital role in tackling one of South Africa’s most urgent environmental issues: plastic waste. As a non-profit organisation, we transform waste into a valuable resource by expanding the collection and recycling of plastic packaging and encouraging responsible use and reuse. Our efforts support local employment; empower women, the youth, and people with disabilities; strengthen the recycling economy, and ease the strain on landfills. Through investment in infrastructure, education, and collaboration with municipalities, waste reclaimers, and industry stakeholders, we aim to build a cleaner, more inclusive, and sustainable South Africa.

What are some of Polyco’s most significant milestones?

In 2024 alone, we invested over R180 million in collection and recycling projects nationwide. We funded 115 projects, diverting more than 219 000 tonnes of plastic packaging from landfill. Through our PackaChing programme, we’ve paid over R37m directly to communities and diverted more than 31 million kilograms of waste. The long-term benefits are clear: less plastic pollution, extended landfill lifespans, more sustainable jobs, and stronger foundations for South Africa’s circular economy.

What are the challenges you face, and how are they being addressed?

With the introduction of EPR regulations in 2022, compliance remains essential. Sadly, “free riders” –businesses that do not comply – undermine progress, create unfair advantages, and place financial strain on compliant companies. This hampers industry investment and weakens the EPR model. At Polyco, we are dedicated to turning obligations into meaningful results, but it requires strong industry collaboration and enforcement to ensure a level playing field.

What message do you have for aspiring female leaders?

... we transform waste into a valuable resource by expanding the collection and recycling of plastic packaging and encouraging responsible use and reuse.”

What drew you to the role of CEO, and how have you approached it?

I believed Polyco could do more than manage waste – we could accelerate a practical, inclusive circular economy. Since taking on the role, I’ve focused on three priorities: first, embedding governance with purpose by ensuring accountability and transparency; second, expanding partnerships with municipalities, industry, and civil society to improve collection networks and livelihoods; and third, embedding innovation and resilience by piloting advanced recovery systems and creating blueprints for EPR that turn waste into value. For me, impact is most meaningful when it’s tangible – safer working conditions, higher recycling rates, and clear opportunities for communities to participate in the circular economy.

Be bold, take calculated risks, and never let intimidation deter you. Confidence is built through preparation, clarity of purpose, and the courage to make tough decisions. Stand firm in your convictions, trust your judgement, and resist the temptation to second-guess yourself when challenges arise.

How would you describe your leadership style?

Approachable, flexible, and heart-based. I put people first – prioritising wellbeing, development, and engagement as the foundation of everything we do. I empower my team to think creatively within clear boundaries, building trust and encouraging open communication. Flexibility enables us to adapt quickly, while a heart-based approach keeps us grounded in our mission: delivering sustainable waste solutions that benefit communities, workers, and the environment. 

national lifeline Managing a

As South Africa prepares for the end of one of its longest-standing road concessions, N3TC's CEO Neil Tolmie reflects on two decades of lessons in infrastructure, innovation, and impact.

NEIL TOLMIE | CEO

In 1999, N3 Toll Concession (N3TC) signed a 30-year concession agreement with SANRAL to manage the 415km N3 Toll Route from Cedara in KwaZulu-Natal, to Heidelberg in Gauteng. Crossing four provinces, the route connects key agricultural, mining, and industrial hubs to the Port of Durban – carrying approximately 80 million tonnes of freight annually. As the 2029 handback approaches, the N3TC journey offers a compelling case study in operational excellence, sustainability, and public-private collaboration.

How does N3TC maintain operational excellence and prepare for future economic demands?

Our success is rooted in people and partnerships. A people-centric approach and strong teamwork have helped us attract top local talent and foster a culture of operational excellence.

We continuously exceed our contractual obligations through sound governance, financial discipline, and world-class infrastructure systems. Road safety, customer service, and socio-economic development remain central to our operations.

This has only been possible through effective collaboration among our team, service providers, SANRAL, and key stakeholders – all aligned by a shared vision to keep the N3 Toll Route safe, reliable, and future-ready.

What are the governance and partnership principles that underpin your success?

Good governance is a non-negotiable. Sustaining a national asset like the N3 requires discipline, foresight, and accountability. Our partnership with SANRAL, underpinned by a robust contractual framework, has provided stability and clarity even in challenging times. This concession has succeeded because of trust, shared values, and a commitment to engineering and management best practices. The result is a resilient, innovative model that stands as a benchmark for PPPs in South Africa.

How is N3TC embedding sustainability into its infrastructure strategy?

We approach every decision by asking ourselves these three questions: Is it sustainable? Who benefits? Can we do better?

Sustainability is part of our DNA. From using reclaimed asphalt in road resurfacing to enforcing strict emission controls at asphalt plants, we continually look for greener, more efficient methods.

Our tag payment system reduces congestion and emissions at our toll plazas – especially important, given the thousands of heavy vehicles using the route daily. We’re building an environmental legacy that extends far beyond the life of the concession.

With rising traffic volumes, how are you enhancing safety and efficiency?

Heavy vehicles make up about 48% of all traffic. While light vehicle volumes have declined in recent years, both segments saw a 2% year-on-year growth from 2024 to 2025.

We’ve never received a non-compliance notice – in 26 years! That’s thanks to ongoing investment in infrastructure upgrades, preventative maintenance, and risk management strategies.

Efficiency is driven by clear communication with service providers, innovative funding mechanisms, and deep community engagement. Our public liaison committees play a key role in supporting local enterprise and enhancing service delivery along the route.

How does your community engagement strategy support social impact?

We see the N3 as more than a road – it’s a conduit for social and economic upliftment. Our Touching Lives programme focuses on education, healthcare access, food security, and environmental stewardship. We support early childhood development, bursaries, learnerships, and other initiatives aimed at building resilient, self-sufficient communities along the corridor.

Ultimately, we are committed not just to mobility and safety, but to ensuring that those living alongside the N3 are part of its ongoing success.

What leadership lessons have you learned from managing a long-term concession?

Trust your team. Lead by example. Create space for innovation and accountability. We avoid micromanagement and instead foster a collaborative, empowered culture where people are encouraged to think critically and contribute meaningfully. These principles have guided us through over two decades of growth and will remain relevant long after the concession ends.

Which lessons from N3TC should guide the next generation of PPPs in South Africa?

The appropriate sharing of risk is essential. A strong, clear contract – like ours with SANRAL – provides the foundation for reliability and innovation. The N3TC model has evolved into a dynamic business ecosystem, demonstrating that PPPs can be adaptable, resilient, and impactful. With a few refinements, this model is well-suited to guide the next wave of infrastructure development supporting economic growth, service delivery, and national progress.

Looking ahead to 2029, what are the challenges and priorities?

Our priority is a seamless handback – not just of a rehabilitated road, but of a strategic asset with lasting value. The challenge lies in ensuring continuity of maintenance, safety, and development beyond the concession’s end.

Government, business, and communities must urgently align to safeguard the future of the N3. The road supports thousands of livelihoods, and its continued viability is essential to South Africa’s economic health. The time to plan for that future is NOW. 

gets an upgradeFleet safety

Stakeholders from across South Africa’s transport and logistics sector convened for an RTMS Awareness Workshop – a knowledge-sharing platform supported by MICHELIN Connected Fleet and Standard Bank.

The recent Road Transport Management System (RTMS) Awareness Workshop event showcased how the RTMS standard (SANS 1395-1:2019) and the PBS Smart Truck pilot project are driving safer, more compliant operations across the industry. Practical case studies revealed how both emerging small fleets and large corporate operators are adopting these standards to cut risk, boost efficiency and enable sustainable growth in road transport. Attendees included fleet operators, logistics professionals, regulators and industry partners, suggesting a wide-ranging commitment to advancing RTMS and safer, more efficient transport.

Charl Lensley, newly appointed Country Manager for MICHELIN Connected Fleet South Africa, commented: “Our commitment is to walk alongside operators not just as a service provider, but as a true partner. We understand the realities of running fleets in South Africa, from compliance challenges and rising costs, to driver safety and wellness. That’s why our focus is on delivering consistent, innovative solutions that address these pressures, rather than on simply selling products.

“We

understand the realities of running fleets in South Africa, from compliance challenges and rising costs, to driver safety and wellness.”

“By supporting initiatives like RTMS, we align with standards that not only enhance safety and compliance, but also improve overall operational performance. Our goal is to equip operators with practical tools and insights that help them be proactive rather than reactive.”

MICHELIN Connected Fleet contributed to the discussion with a live customer case study, demonstrating how fleet management solutions support operators in meeting the elements of the RTMS standard and improving safety outcomes. Through customer voice, it became clear that many operators still rely on manual processes, which in turn suggested opportunities for automation. In response, the demo introduced new capabilities such as digital vehicle checks and smart jobs management – practical tools that streamline compliance and safety practices as part of Michelin’s Connected Truck solutions.

Dr. Paul Nordengen, Director at RTMS, adds: “Compliance with the RTMS standard is not just about ticking boxes; it’s about promoting safer and more efficient road freight and passenger transport, and more responsible businesses. Workshops such as these help operators, regulators, and industry partners share knowledge and drive meaningful improvements across the sector.”

Among other things, the sessions explored how adopting RTMS certification and aligning with PBS standards not only ensure compliance with regulatory frameworks but also directly contribute to road safety. Through responsible fleet practices, covering driver wellness, vehicle standards, and load management, operators can strengthen operational performance while protecting people and goods on the road.

The event reinforced the collective responsibility of all stakeholders, operators, insurers, regulators, and consultants to support South Africa’s journey toward safer, more efficient transport. 

the road to line sustainability Self-insurance:

With margins under pressure, SA transport operators are rethinking insurance. Steve Cornelius of OLEA South Africa explains how self-insurance can offer a strategic advantage – reducing costs, improving risk control, and supporting fleet sustainability in a demanding economic climate.

By Steve Cornelius, Senior Business Consultant – Transportation OLEA South Africa

"...insurance premiums remain one of the most significant cost lines."

The Road Freight Association’s well-known slogan, ‘Without trucks, South Africa stops,’ might sound dramatic, but it reflects a stark truth. With road freight playing a critical role in the national economy, anything that strengthens the financial resilience and operational sustainability of the transport sector must be treated as a priority – not by fleet owners alone, but by all service providers as well as those supporting the industry.

Among the many financial pressures transport operators face, insurance premiums remain one of the most significant cost lines. Increasing the level of self-insurance within a business can be an effective way of alleviating the financial impact of this necessary but often “grudge” expense.

The high-stakes world of HCVs

The Heavy Commercial Vehicle (HCV) sector is a capitalintensive and margin-sensitive operation. A standard truck and trailer combination now costs upwards of R3m, with prices rising steeply over the past five years. Against this backdrop of rising capital investment, operators face multiple cost pressures, from diesel and tyres to wages and general overheads. Added to this is shrinking consumer spend and declining freight volumes.

In this increasingly competitive economy, digitisation, automation and regional collaboration can lower costs, improve efficiencies, improve margins and attract investment.

Other factors that bear consideration when it comes to reducing fleet costs are:

• qualified and competent drivers,

• technology for risk management, as in telematics.

Insurance premiums become a critical lever when profit margins are tightening. Operators who find intelligent ways to manage their risk exposure and reduce the cost of transferring that risk stand to improve both profitability and long-term viability.

Why insurers charge what they do

It’s important to understand the pricing logic behind commercial fleet insurance. Like any business, insurers must deliver returns to stakeholders. Premiums are calculated not just to cover expected claims, but also to account for administration, broker commission, and underwriting profit. An example of how this is allocated:

• Estimated claim: R100

• Broker commission: R12,50

• Admin costs: R10

• Underwriting profit: R20

• Total premium charged: R142,50

Insurance is by nature a relatively expensive form of risk financing. It’s designed to protect businesses from unexpected and potentially devastating losses. But where risks are more predictable and manageable, alternative models – such as partial or full self-insurance – can deliver substantial savings. The key lies in understanding the business’s risk profile and investing in robust risk management.

Not all risks are equal

Not all risks are equal and not all of them need to be included on an insurance policy. High-frequency, lowseverity risks (such as windscreen damage) are often better managed internally as part of a company’s operating budget. By handling these predictable expenses in-house, operators avoid insurance premium loadings, improve cost control, and benefit from faster turnaround times. Strategic supplier contracting can further enhance these efficiencies.

Conversely, high-impact, low-frequency risks such as third-party liability, contractual liabilities, or catastrophic events (e.g., fire, flood, major collisions) remain best suited to traditional insurance policies, which provide balance sheet protection in the face of volatility.

Building a tailored self-insurance structure

There is no one-size-fits-all solution. The degree to which a transporter should self-insure depends on factors such as fleet size, claims history, risk appetite, financial strength and the maturity of internal risk management protocols.

A simplified segmentation of options by operator size:

• Small to medium-sized fleets (annual premiums under R2m): A conventional insurance policy with increased excess levels in low-claims areas, and removal of cover for predictable operational risks. Operators who can demonstrate effective risk management stand to benefit from substantial premium reductions.

• Medium to large fleets (annual premiums over R2m): By analysing at least three years’ claims stats, one can determine what the average annual claims have been, with adjustments for once-off large claims and taking inflation into account. This would represent an amount (annual aggregate), that the transporter is prepared to self-insure. Again, a hybrid philosophy is used to protect the Aggregate Fund in terms of once-off high-value claims, as well

as protection for the transporter if accumulated claims exceed the Aggregate in a 12-month period. With this structure, insurance premiums are greatly reduced, and if claims are well-controlled, the transporter saves on unnecessary insurance costs.

• Large corporates (fleets of 750+ vehicles): Given the ability to manage their assets and drivers, these operators are able to increase the level of self-insurance to include at least all of their own damage claims. In order to facilitate this in a tax-efficient manner, operators often make use of contingency policies housed in cell captive environments. These are sophisticated structures segmenting or separating business in one cell from that in another cell, and require the input of specialist Insurers.

Finding the right fit

Every fleet is unique, and so, too, is the ideal insurance structure. The key lies in understanding the nature of one’s risks, implementing strong risk mitigation, and selecting the right balance between transferring and retaining risk. Self-insurance is an increasingly strategic decision for forward thinkers in the trucking industry as well as business in general. 

OLEA South Africa is a trusted independent insurance broker, providing personalised, locally grounded solutions across 25 African territories. As the only Pan-African broking business in South Africa, we combine regional expertise with broad market capacity to support businesses with effective risk management and insurance solutions.

We are committed to integrity, innovation and operational excellence, ensuring tailored service and reliable protection. With a strong industry presence, we aim to be the partner of choice for businesses seeking comprehensive risk and insurance solutions in South Africa and across the African continent.

Superlink truck hits the road Africa’s first electric

Unilever, Volvo Trucks, and DHL Supply Chain team up to pioneer zero-emission freight transport across the continent.

DHL Supply Chain, in partnership with Unilever and Volvo Trucks, has launched Africa’s first electric Superlink truck, setting a new benchmark for sustainable logistics on the continent. This pioneering electric vehicle (EV) trial began on 1 August in South Africa and aims to accelerate the shift to low-emission freight transport across Africa.

The pilot features a fully electric Volvo FMX 6X4 tractor coupled with an 18-metre Superlink double trailer, purpose-built to support Unilever’s supply chain operations. The project will assess the performance, environmental benefits, and cost-effectiveness of electric trucks versus conventional diesel vehicles –demonstrating the potential for zero-emission transport solutions in Africa’s rapidly evolving logistics landscape. “This pilot underscores DHL’s commitment to sustainable logistics and transport solutions despite infrastructure challenges in Africa,” says Bremer Pauw, MD of DHL Supply Chain Africa (also, newly appointed Chief Commercial Officer for Middle East & Africa).

Pauw will lead commercial strategy and customer development across the region. “While limitations remain in scaling EV solutions, strategic partnerships like this one enable us to test and capitalise on the technologies available today, proving that low-carbon logistics can be possible, even in emerging markets,” he says.

Volvo Trucks South Africa has long championed cleaner technologies in the market. Its Euro 5 trucks, available in South Africa since 2012, are already helping DHL customers reduce their environmental footprint by using the best commercially available technology.

“As part of our sustainability commitment, we’ve proactively introduced cleaner transport solutions, including assembling Euro 5 trucks locally ahead of regulation,” said Eric Parry, Senior Manager Sustainable Solutions, Volvo Trucks South Africa.

The electric tractor used with the Superlink will operate along standard logistics routes and, for the duration of the pilot, will be charged at existing Unilever facilities using infrastructure supplied by Aeversa. DHL’s longterm objective is to transition to renewable energy for charging, further improving the vehicle’s carbon footprint in future deployments. Data from the trial will be benchmarked against DHL’s existing Euro 5 diesel fleet, which already has lower greenhouse gas emissions and fuel consumption compared to the current vehicle emission standards in South Africa, which are broadly equivalent to Euro 2 standards.

“Unilever is committed to achieving net-zero emissions across our operations by 2039. Collaborations such as this pilot with DHL and Volvo Trucks are crucial steps toward reaching our sustainability objectives, enabling us to test and implement innovative transportation solutions that foster a greener supply chain,” says Simphiwe Dlamini, National Transport Manager, Unilever South Africa.

Outcomes from this initiative will shape future sustainability strategies and potentially accelerate the broader adoption of electric trucks within DHL’s operations across Africa. 

P l u g a n d G o

T r a c k i n g

O f f l i n e P r i v a c y

D e t a i l e d G P S

R e p o r t i n g

N o M o n t h l y F e e s

E a s y t o U s e

B u s i n e s s m i l e a g e a n d S A R S c l a i m s s o r t e d

BEYOND FUEL: bp’s big shift

bp plans shift

bp Southern Africa is redefining the forecourt experience –transforming fuel stops into lifestyle destinations. From EV readiness to digital innovation and inclusive growth, bp plans to lead SA’s mobility shift with bold vision and smart convenience.

NOKWANDA KHUMALO | GENERAL MANAGER FOR MOBILITY & CONVENIENCE

The long-term vision is to position bp forecourts as safe, modern and inclusive hubs that serve both motorists and local communities.”

The role of fuel stations is evolving. How is bp Southern Africa reimagining the traditional forecourt?

bp Southern Africa (bpSA) is reimagining its forecourts as multipurpose lifestyle destinations rather than fuelonly stops. The company has embarked on a nationwide refurbishment programme and plans to add up to 40 new sites by 2030. These forecourts will provide a broader range of services and products that go beyond fuel and food, including enhanced bp Express stores, tyre changes, licence disc renewals, expanded quick-service restaurant partnerships and additional customer services. The vision is to create convenient “one-stop destinations” where motorists can refuel, refresh and access a wider suite of mobility and lifestyle solutions.

How is bp preparing its infrastructure to meet the demands of EV drivers – particularly around increased dwell times and customer engagement?

bpSA recognises the global shift towards electric mobility. While the installation of EV stations on bp sites is considered important, it is within bpSA's long-term plans as the South African market is still in its early stages of widespread adoption. bpSA’s current focus is on growing and high-grading its network while at the same time strengthening convenience offerings alongside key partners. As the EV landscape in South Africa matures, bp will be ready to respond with the right infrastructure and services at the right time, ensuring customers have access to both future mobility solutions and enhanced convenience experiences.

What role will digital innovation and data play in shaping the future forecourt experience for South African consumers?

Digital innovation will be central to the evolution of the forecourt. Loyalty programmes and payments are increasingly digital-first, as seen with the bp Rewards programme. Through our loyalty programme, we’ve seen how powerful data-driven engagement can be – both for recognising and rewarding everyday visits to our sites and understanding what customers truly value. bp Rewards is designed to help customers extend the value of their money by earning cashback every time they refuel or shop at participating bp sites. The cashback can be redeemed for fuel discounts or in-store purchases, effectively turning routine visits into tangible savings. This not only enhances customer satisfaction but also encourages repeat visits and deeper engagement with our convenience offerings.

At the same time, app-based ordering, mobile payments, and other digital engagement tools are enabling faster, more relevant, and more seamless customer experiences. This data-led approach ensures forecourts remain competitive and aligned with consumer expectations.

Any new revenue streams and services bp is exploring to build a more sustainable and diversified forecourt model?

bpSA is actively diversifying its revenue streams to ensure long-term sustainability in a regulated fuel environment. One innovation is the bPOWERd lowcarbon battery rental service, which supports households during power interruptions. The service is being piloted at nine bp service stations across Gauteng and Limpopo. We continue to expand our convenience offerings, turning our retail sites into multi-purpose hubs where customers on the move can get quality food and baristaquality coffee as well as a variety of essential services at a convenient network of roadside locations. These initiatives enhance the value of bp’s forecourts, meeting customer demand for convenience and resilience while expanding opportunities beyond fuel margins.

How is bp embedding sustainability and social impact into the design and operation of its future forecourts?

bpSA is committed to inclusive growth, demonstrated by its partnership with the Small Enterprise Finance Agency, which aims to ensure that 70% of its service stations are operated by black dealers by 2025. The company also partners with small-scale suppliers and entrepreneurs to diversify shop and food offers, while modernisation efforts incorporate energy-efficient design and resource optimisation.

What is the long-term vision for the South African forecourt?

The long-term vision is to position bp forecourts as safe, modern and inclusive hubs that serve both motorists and local communities. By 2030, these destinations will provide a broad range of products and services beyond fuel and food, reflecting changing consumer expectations and South Africa’s evolving mobility needs. In the meantime, the company’s focus is on network growth, convenience partnerships and inclusive ownership, ensuring bp remains at the forefront of forecourt transformation in South Africa. 

Driving SA’s

mobility future

South Africa’s transport sector faces major challenges, including ageing infrastructure, congestion, safety concerns, and underfunded public systems. However, technological advances, the global push for net-zero emissions, and rising demand for integrated mobility present a significant opportunity for sustainable transformation.

By Robert Kotze, Transportation Planning and Traffic Engineering Lead, AECOM South Africa

At AECOM, our vision is to help shape a transportation future that is inclusive, climate-resilient, and unlocks economic potential. Drawing on the depth of our global expertise while remaining rooted in the realities of the local context, we are committed to delivering infrastructure that not only meets today’s demands but is also ready to serve future generations.

"We are equally committed to improving urban-rural connectivity, ensuring equitable access to transport for all communities."

A broad and diverse portfolio

Our work spans an extremely broad portfolio. We partner with both public and private sector clients, delivering projects that range from strategic transport masterplans and corridor safety studies to light rail and bus operations, as well as developments in sectors as diverse as commercial property, industrial logistics, and tourism.

This diversity ensures that we can respond to a wide variety of needs, from evaluating and optimising entire transport networks to shaping policy frameworks that guide infrastructure investment. Our global reach, with team members operating across projects in Africa, Europe, the Middle East, Australia and North America, allows us to integrate international best practice into projects tailored for the South African context.

Trends reshaping mobility

Two trends are particularly reshaping the nation’s mobility landscape. The first is the electrification of transport, encompassing everything from public bus fleets to private vehicles. This shift, supported by the rollout of electric charging infrastructure, represents a decisive move towards reducing emissions and environmental impacts. However, it requires careful integration into the national grid and a strategic approach to long-term resilience.

The second is the emergence of hybrid Bus Rapid Transit (BRT) systems that integrate formal BRT operations with the country’s extensive paratransit or minibus taxi services. This model builds on existing infrastructure while improving efficiency, connectivity and affordability for commuters. Added to this is a growing emphasis on active travel, namely, walking and cycling, which is being embedded into city planning to enhance accessibility, reduce congestion, and promote healthier lifestyles.

Technology as a catalyst

Technology is a powerful driver of change in the sector. Artificial intelligence, automation and advanced data analytics are revolutionising the way transport systems are planned, designed, and managed. AI-driven optimisation in freight logistics, for example, is making supply chains more efficient and cost-effective. Intelligent traffic management systems are improving vehicle flow in congested cities, while integrated micromobility services, such as bike-sharing schemes and pedestrianfriendly facilities, are changing how people navigate urban spaces.

Advances in communication platforms also allow our globally integrated teams to work in real time, sharing innovation, technical expertise, and best practice across continents. This global collaboration enriches local project delivery and enhances the overall quality of solutions.

Delivering innovation and sustainability

AECOM’s recent projects highlight our commitment to innovation and sustainability. We have developed policies and guidelines promoting sustainable and active travel alongside frameworks for electric mobility. Our projects deliver integrated public transport solutions in conjunction with infrastructure for walking and cycling, ensuring that active transport travel options are embedded in urban mobility planning.

By applying advanced modelling techniques, demand management strategies and optimisation tools, we design transport networks that are efficient, interconnected and low carbon, while also improving safety and accessibility. The structural and operational challenges facing South Africa’s transport sector, from deteriorating road conditions to unreliable and overcrowded public transport systems, are multifaceted, often requiring collaborative, targeted and/or data-driven interventions.

At AECOM, we source and analyse high-quality data to support informed decision-making, work alongside government to strengthen transport policies and design congestion management solutions that combine infrastructure upgrades with sustainable travel options. We are equally committed to improving urban-rural connectivity, ensuring equitable access to transport for all communities.

Environmental resilience and social inclusivity

Environmental resilience and social inclusivity are embedded in every project through AECOM’s Sustainable Legacies strategy. From the outset, we engage with clients to ensure that transport planning aligns with community needs, both now and into the future. This involves minimising congestion, reducing emissions, optimising land use, and improving safety. Sustainability is treated as a guiding design principle, not simply an add-on.

What sets AECOM apart is our ability to merge global insight with local expertise. Our multidisciplinary

The road ahead...

The next decade in South African transport will be shaped by integrated multimodal systems, electrification of public and private transport, intelligent transport technologies, active travel networks and a renewed focus on infrastructure maintenance and safety. These priorities are already reflected in our current projects, ensuring that the systems we design today will meet the demands of tomorrow.

teams can address both large-scale and niche transport challenges, bringing world-class innovation to South Africa’s unique mobility environment. As a leader in e-mobility infrastructure, we are actively supporting the transition to zero-emission transport and contributing to policy discussions on sustainable urban mobility.

solutions, and prioritising accessibility, reliability and safety, we work towards unlocking the full potential of mobility systems.

Achieving a future-ready transport network will depend on strong partnerships between government, industry, and communities. Alignment on priorities, innovative funding mechanisms and inclusive engagement processes can accelerate delivery and embed new thinking into transport planning. By viewing transport as an interconnected system, investing in adaptable

The decisions made today will shape the mobility landscape for decades to come. With forward-thinking policy, technological advancements and inclusive planning, South Africa can create a transport network that connects people, supports economic growth and safeguards the environment. At AECOM, we are committed to delivering that vision of a future where transport is smarter, cleaner and accessible to all. 

Freight

levelled up!

Frustrated with the copy-paste service in freight forwarding, Taylor Marais and Lorraine Candy decided to change things up. The result? Titan Tides Logistics – where every shipment gets senior-level attention and every client feels seen.

Titan Tides was built to challenge how freight forwarding is typically done. What was the tipping point that pushed you to create something different?

Taylor: The industry rewards volume, but in the pursuit of that, service often falls by the wayside. We were seeing private clients, collectors, and even small businesses get sidelined in favour of the “big fish.” The push for us was the lack of accountability. Shipments would disappear into systems, clients were left in the dark, with no one owning up. We knew there had to be a better way.

Lorraine: The tipping point for me was watching clients receive copy-paste answers and automated tracking links, with no one really taking responsibility for the outcome. We wanted to create a logistics partner that treated every shipment – no matter the size – as significant. That meant building a business model around trust and direct human involvement.

Your model prioritises direct senior-level involvement in every shipment. What made that a non-negotiable part of your business? Taylor: We’ve both been in rooms where decisions get passed down to junior staff with little context or even authority. That’s when mistakes happen – and in our world, mistakes are costly. We wanted our clients to feel the presence of a decision-maker from start to finish.

We don’t follow a one-size-fits-all model. Our strength lies in balancing high-touch service with smart systems, so we can scale without losing what makes us effective –precision, accountability, and client trust.

Lorraine: There’s a confidence that comes from knowing the person overseeing your shipment cares. For us, accountability isn’t a buzzword. Our names are attached to every move, every permit, every delivery. That’s not something we delegate.

they feel seen, supported, and fully guided; they’re never just another reference on a spreadsheet.

Taylor: We also avoid the jargon trap. People don’t want to hear about Incoterms; they want to know their cargo is safe, legal, and moving on time. We handle the regulatory complexity but keep the relationship simple and open.

You handle everything from private collections to government cargo. How do you keep operations both agile and secure across so broad a portfolio?

Our strength lies in balancing high-touch service with smart systems, so we can scale without losing what makes us effective – precision, accountability, and client trust.”

The logistics space isn’t known for its inclusivity. How has being women-led shaped the way Titan Tides does business and how you’re received in the industry?

Taylor: We’ve had to earn our place; there’s no sugarcoating that. But we’ve also turned that into our strength. Our approach is different. We lead with clarity, empathy, and efficiency. Being women-led has helped us challenge outdated norms and connect more meaningfully with clients who value that human touch.

Lorraine: Just as we can hold our own in a boardroom, we can wriggle under a containerised car or climb over a crate when needed. It’s earned us respect for being hands-on, technically sharp, and adaptable. We've built credibility by doing the work, boots on or off, and delivering results consistently.

Many smaller clients feel shut out of global trade. How are you making cross-border logistics more accessible and less transactional?

Lorraine: We start with education. Most of our clients come to us with a goal, not a shipping vocabulary. We translate the process into clear steps, handle the red tape, and walk them through each phase.

Whether it’s a private collector or a small business sending their first international shipment, we make sure

Taylor: We’ve built strong systems that allow us to stay flexible without losing control. Each cargo type brings its own compliance challenges, so we invest heavily in staying current across sectors – automotive, energy, personal effects, and more.

Lorraine: Security and agility come from preparation. We don’t offer shortcuts or templated quotes. Every shipment starts with a plan built around compliance, care, and real-world logistics. For high-value or sensitive cargo, we use tested protocols and rely on global partners who share our values.

With global shipping under pressure – from delays to rising costs – how are you staying ahead without compromising service?

Taylor: We don’t believe in overpromising. Instead, we manage expectations proactively and plan for contingencies. That means being honest about timelines, offering options, and keeping clients informed at every turn.

Lorraine: We’ve also leaned into tech where it matters, but never as a replacement for human contact. Clients can reach us directly, not through some call centre. That responsiveness often makes the difference when things get delayed at port or customs.

Being women-led has helped us challenge outdated norms and connect more meaningfully with clients who value that human touch.”

South Africa’s logistics sector is massive, but often dominated by legacy players. Where do you see room for firms like Titan Tides to influence the future of the industry?

Taylor: The market is ready for a shift. Legacy players are tied to rigid structures and often can’t adapt quickly. What we’re seeing is a demand for custom, relationship-driven logistics – from expats moving home to businesses needing fast permit turnarounds. We’re nimble enough to meet that demand without losing rigour.

Lorraine: Our advantage is speed and strategy. We’re not just reacting to bookings – we’re consulting, advising, and tailoring every route. There’s a new wave of logistics firms emerging – they’re agile, tech-savvy, and focused on quality over quantity. We’re proud to be part of that shift.

As you grow, how do you plan on scaling without losing the personal accountability that sets your business apart?

Taylor: We’re building with intention. Growth for us doesn’t mean hundreds of clients overnight; it means the right clients, supported by the right team.

We’re expanding our client base, diversifying the types of commodities we move, and growing our network of trusted partners. Our strength lies in aligning growth with values –every collaborator, whether internal or external, is aligned with our quality standards and client-first mindset.

Lorraine: Our systems are scalable, but our ethos won’t change. As we grow, our directors remain client-facing. It’s part of our promise.

We’re not chasing volume for volume’s sake. Our focus is on strategic growth built on quality service, repeat business, and long-term client relationships. We want to be known not just for what we ship, but for how we show up. 

Inter-Port competition:

is it the holy grail?

Replacing public monopolies with private ones won’t drive the improvements needed, says Dr Ryan Hawthorne, director at Acacia Economics. To truly unlock growth and lower costs, rivalry – both within and betw een ports – must be part of the reform strategy.

South Africa’s ports play a vital role in supporting trade, investment, and economic growth. Yet despite their strategic importance, they remain among the least efficient in the world – a situation that contributes to high costs, delays, and declining competitiveness.

As the National Ports Authority (NPA) moves forward with long-term terminal concessions – often awarded to a single operator in joint ventures with other Transnet divisions – there’s growing concern that the current approach may do little to resolve the systemic issues facing the sector.

One of the most prominent voices raising the alarm is Dr Ryan Hawthorne, director at Acacia Economics and a leading expert in competition and regulatory policy. In a paper presented at the 43rd Southern African Transport Conference*, Hawthorne argues that building rivalry into port operations is essential.

“If we’re simply replacing public monopolies with private ones,” he says, “we’re missing the opportunity to build a more competitive, efficient port system that truly serves the country’s interests.”

Monopoly concessions: a risky strategy

The core issue lies in how terminal concessions are structured. The NPA, still legally part of Transnet, has awarded a number of 25-year leases to single terminal operators, often involving Transnet Port Terminals as a joint venture partner.

According to Hawthorne, this approach entrenches monopoly control and limits the potential for service improvement. “Monopolies tend to charge more, deliver less, and innovate slowly,” he notes. “We’re seeing a pattern of partial privatisation rather than real reform.”

There is an emerging pattern of monopolies being partially privatised by Transnet, with little consideration for rivalry and the benefits this might bring to consumers and port users. Rather than breaking up dominant positions, the current model risks reinforcing them – just with new stakeholders.

The case for competition

These concerns are echoed by global benchmarking. The World Bank recently ranked Cape Town’s container terminal dead last out of 405 ports globally in 2024, with Durban and Port Elizabeth also performing poorly. “While private-sector participation is a welcome step, it risks becoming a missed opportunity if it doesn’t introduce genuine competition,” warns Hawthorne.

But can so-called “genuine competition” actually work? Hawthorne believes there is ample scope for rivalry within South Africa’s port system. Durban alone is expected to expand its container-handling capacity to more than 11 million TEUs – enough for multiple competing operators.

“International ports similar in size to Durban’s current capacity host four or more terminal operators competing on quality and cost,” he explains. “There’s no reason South Africa can’t follow suit.”

Legal framework already in place

The Ports Act of 2005 provides the basis for introducing competition by separating the NPA from Transnet and mandating that port access be granted in a transparent and competitive manner. However, the key step of structurally separating the NPA has not been completed.

“If the NPA were truly independent,” says Hawthorne, “it would have an incentive to lease space to multiple terminal operators, not just preserve the dominance of its sister company.”

What can be done now

In the short term, Hawthorne proposes a number of practical reforms. “We need to complete the structural separation of the NPA from Transnet, as envisioned in the Ports Act. This would allow the NPA to operate independently and invest in expanding port capacity and enabling rival terminal operators, rather than protecting Transnet’s downstream interests,” he notes.

Furthermore, the Minister of Transport should issue a policy directive requiring competition assessments in all future concession processes. The new Transport Economic Regulator (TER) should be given the authority to review and, if necessary, amend monopoly concession agreements. “The Competition Commission could also be called upon to investigate exclusionary practices in

port operations, including abuse of dominance or refusal to grant access to essential infrastructure,” he proposes.

Long-term vision: foster inter-port competition

Beyond immediate fixes, Hawthorne encourages a return to inter-port rivalry, as seen prior to the 1910 formation of South African Railways and Harbours. At that time, ports like Cape Town and Durban competed actively for shipping traffic, spurring innovation and improved service delivery.

Today, similar systems exist in countries such as Brazil, Canada, and Australia, where individual port authorities operate independently under national regulatory oversight.

“We need to stop thinking of South Africa’s ports as a single block,” says Hawthorne. “Independent port authorities promoting competition within and between ports could drive the efficiency gains we desperately need.

“Competition is the missing piece in South Africa’s port reform puzzle. Without it, we risk pouring money into concessions that do little for users. With it, we unlock the real potential of our ports – for traders, for consumers, and for the economy as a whole.”

Reform cannot wait

For Hawthorne, the stakes are clear. Without decisive action, South Africa will continue to lose out on the growth its port system could deliver. “The current model is broken. If we don’t introduce competition – both within and between our ports – we’ll continue to pay the price in lost trade, higher consumer prices, and missed investment opportunities.”

With targeted regulation in the short term, and bold structural reforms in the long term, South Africa’s ports could become a driver of growth rather than a bottleneck. “We’ve got the capacity. What we need now is the courage to reform,” he concludes. 

OUR PEOPLE ARE OUR STRENGTH

“Allyship isn’t about being perfect. It’s about being present. Listening. Learning. Using your voice to open doors for women.”

OUR JOURNEY BEGAN IN 1984 IN DURBAN, WHERE WE PROUDLY BECAME THE FIRST BLACK-OWNED QUANTITY SURVEYING FIRM IN SOUTH AFRICA

Driven by an unwavering commitment to quality, innovation, and allyship, we have steadily evolved from humble beginnings into a leading force within South Africa’s built environment sector. Our growth reflects not only technical excellence, but also a deep dedication to creating inclusive spaces where diverse talent can thrive.

Naturally, the heart of our story is our people. At LDM, they are our greatest asset. We are especially proud of our commitment to empowering Black Women Professionals in the Built Environment Sector, a commitment that is evident in our leadership. Today, we stand among the few firms in the industry with two Black Female Board members who are professionally qualified in Quantity Surveying.

As we usher in a new era of leadership, we remain anchored in our core values: Collaboration, Integrity, Respect, and Accountability. These values not only guide our internal culture, but also shape the way we serve our Clients and Communities. In line with this commitment, I’m proud to announce the appointment of our New Management Support

Committee at the LDM Group, which operates across Gauteng and KwaZulu-Natal. This important step follows the recent restructure and Board appointments I was privileged to support.

The committee will drive growth in key areas such as Finance, HR, IT, Training, and Employee Wellness, while also reflecting our deeper commitment to inclusive leadership and transformation. At LDM, we recognise that meaningful progress requires not only skill and vision, but also active allyship, creating environments where diverse talent is seen, heard, and supported. As we nurture the next generation of leaders, allyship remains central to how we build a culture rooted in trust, accountability, and shared growth.

its wings SAA SPREADS

Expanded regional routes, a new Mauritius link, and a premium lounge upgrade in Cape Town mark a new chapter for South Africa’s flagship airline, driving stronger connectivity, enhancing customer experience, and supporting tourism and economic growth across the continent.

South African Airways (SAA) is stepping into a new era of growth and customer experience with a trio of major announcements: the launch of a twice-daily service between Johannesburg and Gaborone, Botswana; the inauguration of a direct route between Cape Town and Mauritius, and the unveiling of its newly refurbished Domestic Departures Lounge at Cape Town International Airport.

The developments signal SAA’s focus on strengthening regional connectivity, boosting tourism, and redefining the premium travel experience.

South African Airways (SAA) is stepping into a new of service between Johannesburg and Gaborone, service

Connecting Southern Africa and beyond From 4 November 2025, SAA will operate two daily return flights between Johannesburg and Gaborone. The new schedule caters to both business and leisure travellers, offering a morning and afternoon rotation designed for flexibility and convenience.

SAA Group Chief Executive, Professor John Lamola, says the service is an important step in reinforcing ties between the two countries: “The launch of this route not only strengthens the cultural and economic ties between Botswana and South Africa, but also reinforces SAA’s position as a premium network carrier. It reflects our commitment to connecting

travellers across SAA’s regional and intercontinental networks and those destinations of our Star Alliance and codeshare partners.”

Just a month later, on 9 December 2025, the airline is set to spread its wings even further, with its first direct service between Cape Town and Mauritius. The route will initially operate three times a week – on Tuesdays, Thursdays, and Saturdays – with temporary adjustments to twice weekly during the quieter, mid-January to mid-March 2026 period.

world-class

Lamola describes the expansion as a milestone for both leisure and business travel: “Connecting Cape Town with Mauritius is a fascinating achievement that our team has been aspiring towards for quite some time. This route supports the broader tourism objectives for both South Africa and Mauritius while offering passengers SAA’s signature warm hospitality and world-class service.”

SAA Chief Commercial Officer Tebogo Tsimane agrees, adding that the flight schedule was developed in consultation with tour operators to align with traveller demand and holiday planning.

“The Cape Town lounge has undergone a four-month transformation to deliver a sophisticated, spacious, and functional space for modern travellers.”

bar, buffet-style gourmet dining, private focus booths, collaborative workspaces, and seamless connectivity with universal charging ports and high-speed Wi-Fi.

Passengers can enjoy curated menus from Air Chefs, SAA’s catering partner. CEO Matshela Seshibe says the culinary offering blends global and local tastes, with sustainability in mind: “Our team is proud to deliver nourishing, sustainable, and innovative food solutions.”

Lamola emphasised that the Lounge upgrade reflects SAA’s wider ambition to put the customer at the heart of its strategy: “This beautifully refurbished Lounge is a sanctuary of comfort, delicious food, and exceptional service – an embodiment of the standards and aspirations of our flagship carrier.”

The Lounge is supported by Discovery Bank and Investec Bank, and is open daily, with extended operating hours to suit both business and leisure travellers.

A premium ground experience

Complementing its network growth, SAA recently also unveiled its revamped Domestic Departures Lounge at Cape Town International Airport, the third upgrade under its refreshed The Lounge concept following successful renovations in Johannesburg and Gqeberha.

The Cape Town Lounge has undergone a four-month transformation to deliver a sophisticated, spacious, and functional space for modern travellers. Key features include copper-clad concierge desks, a mixology show-

Building for the future

With new routes connecting Johannesburg to Gaborone and Cape Town to Mauritius, alongside premium Lounge enhancements in Cape Town, SAA is solidifying its role as a driver of regional integration, tourism, and economic growth.

Lamola concludes: “SAA remains focused on expanding its footprint across the continent, delivering reliable, customer-centric service. These developments are a clear demonstration of our dedication to supporting regional integration, tourism, and inclusive economic growth.” 

Africa:

a new market for SA’s auto industry?

As global trade pressures mount, Africa’s growing automotive sector presents new export opportunities for South Africa. Standard Bank’s Luthando Vuba highlights how AfCFTA and regional demand can help local manufacturers diversify and expand into high-growth continental markets.

South Africa’s automotive sector is navigating a shifting global trade environment marked by rising competitive pressures, supply chain disruptions, and new policy shocks, including the 30% US tariff on South African imports (including exports of vehicles and parts). These developments threaten export competitiveness and highlight the sector’s vulnerability to market concentration.

However, according to Luthando Vuba, Executive Head of International Trade at Business and Commercial Banking, Standard Bank Group, “The African Continental Free Trade Area (AfCFTA) is unlocking unprecedented opportunities for South African manufacturers and suppliers to deepen their presence in high-growth markets across the continent. Emerging automotive hubs in Morocco, Nigeria, Ghana, Kenya, and Egypt are driving demand for South African components – from engine parts and tyres to electric vehicle-related technologies.”

Recent data from the National Association of Automotive Component and Allied Manufacturers (NAACAM) underscores both the sector’s resilience and the work ahead. In May 2025, motor vehicle, accessories, and parts manufacturing contracted by 6.7%, contributing to a 0.6 percentage point drag on total manufacturing output. Yet sales grew by 3.9%, supported by robust aftermarket demand, increased exports to non-US markets, and the steady performance of key model lines. In 2023, African countries imported R42.8bn worth of South African automotive components, making it the country’s secondlargest regional export destination after the EU.

The broader market outlook points towards growth for Africa’s automotive sector, which is projected to expand from the US$21.07bn reported in 2024 to US$33.14bn by 2033 – compound annual growth rate of 5.16%. South Africa accounted for 28.4% of this market in 2024,

underpinned by its manufacturing scale and export capability. This highlights the region’s automotive supply chain as a considerable market for South African suppliers.

Vuba says that with the framework for new growth currently being created by AfCFTA, and the agreement highlighting the automotive sector as one of the key areas for boosting intra-African trade and economic integration, success will depend on agility.

“Exporters will need the tools to diversify markets, strengthen supply chains and stay competitive in a rapidly changing environment. The continent’s abundant natural resources and strategic positioning in the global supply chain provides a unique opportunity for a transformation of the sector. We hold vital raw materials that are essential for modern automotive manufacturing, and these include copper, cobalt, bauxite, and lithium, positioning Africa as a crucial player in the global automotive ecosystem.”

For her part, Standard Bank South Africa’s Leigh-Anne De Witt, Head of Business Banking Coverage (Eastern Cape) at Business & Commercial Banking, says: “We are proud to have supported the NAACAM Show 2025 [in August], an initiative that aligns with our purpose of driving Africa’s growth. Our involvement underscores Standard Bank’s commitment to enable businesses to seize emerging opportunities as they diversify their markets and strengthen their resilience in a changing global trade environment.”

Through its various trade solutions, Standard Bank empowers businesses in the automotive value chain to expand their reach, unlock new partnerships and efficiently compete on a global scale. Through its Trade Suite, the bank further offers exporters integrated solutions such as trade finance, supply chain finance, documentary trade instruments, international payment capabilities, logistics support, and market intelligence, helping businesses manage risk, improve cash flow, and expand into new markets with confidence. 

Key benefits

Verified corridors

Pre-configured routes across Sub-Saharan Africa, validated by industry experts.

Cost transparency

Instantly see fuel, toll, and border costs per trip.

Dispatch & track

Monitor progress in realtime with full reporting and transaction reconciliation.

Compare & decide

Evaluate different border crossings, travel times, and expenses before dispatch.

mining logistics Rail strategy reshapes

As the demand for critical minerals grows, South Africa’s rail reforms are keeping pace, aiming to turn logistics into an economic growth engine.

South Africa is undertaking one of its most significant logistics overhauls in decades. With a renewed focus on rail reform, infrastructure investment, and private sector partnerships, the country is repositioning its freight network to support mineral exports and stimulate broader economic growth.

At the heart of this shift is the ambition to move beyond a logistics system that has long constrained industry growth – particularly in mining – and towards one that enables trade, attracts investment, and strengthens the country’s role in global supply chains.

"In a landmark decision announced in August 2025, government approved licenses for 11 new private operators to access the national rail network."

Opening the rail network

In a landmark decision announced in August 2025, government approved licenses for 11 new private operators to access the national rail network. This policy change gives these operators the green light to run freight services across key corridors and comes with 10-year operating rights issued through state-owned Transnet.

The move is expected to unlock an additional 20 million tonnes of freight capacity annually from the 2026/27 financial year. It also contributes to a broader national goal of increasing rail haulage volumes to 250 million tonnes per year by 2029.

For the mining sector – which remains a core contributor to South Africa’s GDP – this represents a turning point. Mineral producers now have more options and greater certainty when it comes to transporting commodities to domestic processors, regional markets, and export terminals.

Strategic partnerships with mining operators

Transnet has begun to formalise long-term agreements with mining companies, aligning logistics services with production and export goals. In August, a significant partnership deal was signed with Exxaro Resources to improve rail capacity from its Leeuwpan coal mine in Mpumalanga. The agreement is designed to support Exxaro’s 2025 sales target of up to 42.4 million tonnes, including more than 7 million tonnes for export.

In the Northern Cape, United Manganese of Kalahari (UMK) entered a 10-year rail transport agreement with Transnet to move manganese to port terminals for global

Logistics as an enabler

distribution. The deal ties into South Africa’s broader drive to increase exports of critical minerals, particularly those essential to the global energy transition.

Investment backing the transition

To support the broader logistics upgrade, government announced a further R94.8bn funding allocation to Transnet in July 2025, building on a R51bn injection earlier in the year. In parallel, multilateral support has followed:

• The African Development Bank has approved a $1 billion loan,

• The New Development Bank has committed $278 million to logistics infrastructure.

These investments are targeted at upgrading outdated rail lines, modernising port infrastructure, and improving turnaround times, particularly for mineral exports.

A Pan-African view

The African Mining Week (AMW) 2025 conference, to be held from 1–3 October in Cape Town, provided the backdrop for broader discussions around logistics and mineral flows. A key panel discussion, titled “From Mines to Markets: Strengthening Trade and Connectivity for Africa’s Mineral Future’, explored how public and private stakeholders are working to build regional corridors, harmonise trade routes, and support the movement of minerals from landlocked producers to global buyers.

AMW also highlighted macro trends shaping Africa’s mining and infrastructure sectors – among them, the growing influence of geopolitical realignment, the rise of regional value chains, and the increasing role of ESGlinked investment criteria.

The months ahead will test South Africa’s ability to turn policy into practice. Licences have been granted, funding has been allocated, and new partnerships are emerging, but execution will be critical.

Success will be measured by the country’s ability to increase freight volumes, reduce inefficiencies, and support sustainable economic growth across sectors. With mineral exports playing an outsized role in the country’s trade balance, a more competitive and reliable logistics network is an absolute strategic necessity.

As South Africa enters the final quarter of 2025, the foundations for logistics reform have been laid. The focus now shifts to coordination, delivery, and ensuring that infrastructure becomes the growth multiplier it’s meant to be. 

Harmony GOLD EXTENDS WINNING STREAK

South Africa’s largest gold producer delivers record free cash flow, declares R2.4bn in shareholder returns, and eyes copper as its next growth frontier.

Harmony Gold Mining Company Limited has celebrated its 75th anniversary with a milestone set of results, reporting record free cash flow (FCF), strong margins, and signalling a clear step into copper. The company declared a record R2.4bn in shareholder returns, maintained production guidance for the 10th year running, and advanced projects that will shape its long-term portfolio.

“FY25 demonstrates the strength of our value-driven strategy,” says Harmony CEO Beyers Nel. “Gold remains our foundation, but copper enhances our future-facing portfolio and positions us to deliver safe, sustainable returns.”

Record free cash flow despite headwinds

Group adjusted free cash flows jumped 54% year-on-year to R11.1bn (US$614m at the time of disclosure), with margins improving to 16%. Revenue grew 20% to R73.9bn (US$4.1bn), driven by a 27% rise in the gold price received, while recovered grades from South African underground operations increased 3% to 6.27g/t.

Mponeng was the standout performer, delivering a 13% grade increase to 11.27g/t. Hidden Valley in Papua New Guinea also contributed strongly, with both assets underpinning Harmony’s consistency through a challenging second half. Weather disruptions and safety-related stoppages reduced total group production by 5% to 46 023kg (1.48m oz), but guidance was still met for the 10th consecutive year.

Safety: progress and painful lessons

Safety remains a defining measure for Harmony, which operates some of the world’s deepest mines. FY25 was marked by both achievement and tragedy: one fatality in the first half – the lowest six-month total in 75 years –followed by 10 lives lost in the second.

“We will never accept loss of life as part of mining,” Nel says. “Every incident reinforces our responsibility to do better.”

The company reported its lowest-ever lost-time injury frequency rate at 5.39 per million hours worked, improving further to 3.60 in June. Investments in infrastructure, training, and behavioural accountability remain central to the journey toward zero harm.

Shareholders were rewarded with R2.4bn in dividends – the highest in Harmony’s history. Basic earnings per share rose 67% to 2 313 SA cents, while the share price gained nearly 50% on the JSE over the year.

Copper: building a future-facing portfolio

While gold remains core, copper is becoming central to Harmony’s growth ambitions. With demand for the metal expected to surge in the global energy transition, Harmony is advancing the Eva Copper Project in Australia and pursuing the acquisition of MAC Copper.

“Current market dynamics give us a unique window to use robust cash flows from gold to acquire and develop high-quality copper assets,” Nel explained. “This diversification strengthens margin resilience across cycles.”

Analysts note the strategy balances near-term stability with future-facing growth, positioning Harmony among a small group of South African miners diversifying into critical minerals.

Costs, investment and balance sheet discipline

Cash operating costs rose 9% to R40.3bn (US$2.2bn), or 15% on a per-kilogram basis, reflecting lower production, higher Eskom tariffs, and wage increases. All-in sustaining costs rose 17% to R1.05m/kg (US$1 806/oz), while all-in costs increased 20% to R1.16m/kg (US$1 991/oz).

Harmony said cost pressures remain manageable under its planning assumptions, with a five-year wage deal in place until 2029 providing stability.

Capital expenditure climbed 32% to R11.0bn (US$606m), funding extensions at Moab Khotsong and Mponeng, renewable energy projects, and tailings expansions. Spending will increase in FY26 to sustain mature assets and advance growth.

Balance sheet strength underpins this reinvestment. Net cash rose 285% to R11.1bn (US$628m), with liquidity of R20.9bn (US$1.18bn). Net debt to EBITDA is expected to remain below 1x even as copper acquisitions proceed.

A rolling 36-month hedge covering up to 30% of gold production supports predictable cash flows during this period of elevated investment.

Responsible mining

Sustainability remains central to Harmony’s long-term strategy. The company has committed to reducing Scope 1 and 2 emissions by 63% by 2036, with nearly 600MW of renewable energy capacity planned by 2028. Construction has begun on Sungazer 2, a 100MW solar project near Moab Khotsong and Great Noligwa, partly funded by a green loan.

Water stewardship is another focus: Harmony aims to cut potable water use by 80% by 2034, with a 12% reduction already achieved. The company reported zero environmental incidents above Level 3 in FY25.

Recognition has followed. Harmony was included in the FTSE4Good Index for the eighth year, received an ‘A-’ from CDP for water management, and saw its MSCI ESG rating upgraded to ‘BB’.

As Harmony reflects on more than seven decades of operations, the balance between heritage and horizon is clear: “Every metric – from safety to margins to sustainability – reflects a company that is stronger, more resilient and more future-facing,” Nel says. “We are creating shared value today while building the Harmony of tomorrow.” 

Gold remains our foundation, but copper enhances our future-facing portfolio and positions us to deliver safe, sustainable returns.”

CHOOSE SAFETY

CHOOSE CONVENIENCE

CHOOSE TRAC N4

TAKING YOU PLACES

CONNECTING PEOPLE AND COUNTRIES

As the concessionaire of the N4, we don’t just build and maintain roads — we connect people, places and countries, quickly, conveniently and safely. From the Maputo port in Mozambique to South Africa’s economic hubs, our world-class route empowers trade, tourism, and growth across Southern Africa. With advanced traffic monitoring, award-winning road safety initiatives, and a commitment to sustainable development, TRAC N4 is the backbone of regional commerce.

Using a reliable route like the TRAC N4 will keep your business moving forward!

Christmas Day Lunch

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Cape Town. +27 21 205 7555 • reservations@blaauwbergbeachhotel.co.za • www.blaauwbergbeachhotel.co.za