PWC has estimated that the impact of loadshedding on GDP is up to 5 percentage points. This implies that our economy should have grown by close to 7% in 2022 and 6% in 2023.   South Africa has also committed to a low carbon climate economy and society and part of this has been the JUST Energy Transition (JET) investment plan. In the medium term, it is necessary for South Africa to move away from the deployment of coal to cleaner technologies.   Eskom, tasked with driving all of this, is faced with structural problems. A recent report by VGBE, commissioned by Treasury, has found that Eskom suffers from a dysfunctional and overly complex management system.   Given all of this, what is the State’s response and its long-term plans for solving the energy crisis? In January 2024, the Minister of Mineral Resources & Energy published the draft Integrated Resource Plan, 2023. The Minister invited interested and affected persons to submit comment before 23 February 2024, but he has now extended this date to 23 March 2024.   The Resource Plan is intended to update the current 2019 Resource Plan. The Integrated Resource Plan is a living plan which needs to be regularly reviewed. Since the publication of the 2019 Resource Plan, there have been significant developments.   These include a heightened focus on climate change and a low carbon climate economy and society. JET has been adopted by the Cabinet and significant funding obtained from the governments of France, Germany, United Kingdom, United States and the European Union.   The removal of licencing requirements for the development of power generation has enabled the intervention of new private sector power generation of over 6 000MW.   The intervention of National Treasury to address the Eskom debt means that Eskom is now able to invest significantly in additional infrastructure.   The procurement of approximately 6 000MW of additional generation capacity under the Risk Mitigation Independent Power Producer Procurement Programme, Bid Windows 5 and 6 of Renewable Energy and Bid Window 1 of Battery Storage.   Some key assumptions on which the 2019 Resource Plan was prepared have changed. Importantly, the 2019 Resource Plan assumed that Eskom’s plant energy availability factor (EAF) would average at 75% whereas performance for the 2023 financial year plummeted to 54%. From 2010, the EAF has followed a downward spiral from 85% to 54%.   The Eskom plant shutdown plan has been revised. Some power plants that were earmarked for shutdown before 2030 will be operated beyond this date. There remain challenges with Eskom’s new build. Medupi and Kusile remain challenges as Eskom continues to repair major plant defects.   The site licence for Koeberg was due to expire in 2024. The 2019 Resource Plan recommended that nuclear power should be retained and the National Nuclear Regulator is currently reviewing the safety case in support of a life extension to Koeberg for an additional 20 years.   Air quality regulations under the National Environmental Management Act: Air Quality, provide that coal power plants under Eskom’s fleet must use the minimum emission standards (MES) by a certain time, or they would be non-compliant and cannot be legally operated. If this is implemented, it would result in the loss of base load generation immediately of 16 000MW and up to 30 000MW after March 2025, when the current postponements lapse.   The Resource Plan seeks to achieve a balance between energy security and the adverse health impacts of poor air quality and the economic cost associated with the plants shutting down.   Since 2019, it has been also recognized that the grid is significantly constrained. Between 2013 and 2022, 4 000 km of transmission lines were established whereas there is now a shortfall of 14 000 km of new lines required by 2032. Eskom needs to fast track the development of new transmission corridors and substations.   Mitigating against these issues has been a lowering of the electricity demand projections. The demand forecast has been reduced by 19% against that forecasted in 2019. This follows the shock to the economy brought upon by Covid and lower growth expectations. It is only in 2042 that the electricity demand is expected to be higher than that projected in 2019.   In regard to Eskom’s EAF, the plan projects two scenarios. A higher EAF from 2025 onwards in the mid-60s and a low EAF projection assuming a continuation of the current declining EAF trend which is in the range between 50% and 52% The document analyses Horizon 1, being the period 2023 to 2030, and Horizon 2, being the period 2031 to 2050.   HORIZON 1 Under Horizon 1, various scenarios are considered. Taking into account supply side initiatives by business as well as public procurement initiatives up to Window 7, unserved energy (an energy supply deficit) remains high throughout the period.   If new gas initiatives are introduced from 2027, then this will restore security of supply from year 2027 onwards. If Eskom is able to recover the EAF, power supply is restored immediately with a shortage experienced only in 2030.   Improvements in EAF and the deployment of gas to power will result in the electricity deficit being met.   Part of this process will involve resolving the challenges around compliance with the implementation of minimum emission standards on coal fired power stations. If this can be resolved, it will ensure capacity totaling 16 000MW immediately and up to 30 000MW in April 2025.   To meet the projected energy supply shortages, the following interventions are required: An improvement in the Eskom EAF; The acceleration of gas to power projects; Delaying the shutting down of coal fired power plants; Developing the transmission grid to enable connection of additional generation capacity of the public and private sector; and Extending Koeberg and resolving the challenges around compliance with minimum emission standards (immediately affecting 16 000MW and up to 30 000MW in April 2025).   Horizon 1 contemplates a new build of 30 000MW of new capacity by 2030 with renewable wind and solar accounting for close to 60% of this new build.   HORIZON 2 Five pathways are considered for Horizon 2.   The first pathway which is the reference case, considers supply and demand balance based on least cost. It is least cost as it allows technology combinations without any restrictions. The scenario demonstrates a very large build consisting mainly of solar PV, wind and gas with a very significant build requirement by 2035.   Pathways 2 and 3 seek to transition the power system towards the deployment of renewable and clean technologies. Pathway 2 considers green energy technologies but has the highest security of supply inadequacy. Pathway 3 is based upon the deployment of renewables and clean technologies including gas and nuclear.   Pathway 4 is based on delaying the shutdown of coal fired plants by 10 years and has the lowest new build requirement and adequately maintains security of supply.   Pathway 5 is premised on the deployment of cleaner coal technologies using a combination of fluidized bed combustion and pulverized fuel technologies. The analysis caps new coal deployment at no more than 6 000MW during the study pathway. The pathway has the second least cost new build requirements and low emissions.   The conclusion reached is that the energy pathways based on renewable and clean energy technologies only deliver the desired outcome insofar as decarbonizing the power system, however these pathways do not provide security of supply and they carry the highest cost to implement.   Between 2031 and 2050, the electricity system will require a massive new build programme with significant capacity required in just over a decade. The implication is that the implementation of generation capacity required for this Horizon needs immediate and ernest work.   CONCLUSION The IRP Review seeks to balance three distinct aspirations. They are security of supply, energy affordability and carbon emissions reduction.   Between now and 2030, there is an electricity supply and demand deficit. None of the interventions seem to fully address the underlying system inadequacy.   Unless Eskom can immediately improve its EAF (which has been steadily declining since 2010) loadshedding will remain with us until gas to power is introduced and this is only expected to come onstream by 2027.   In the longer term from 2030 until 2050, South Africa will need to move towards cleaner technologies which are able to provide security of supply and low emissions.   This will require a massive investment, both in generation capacity as well as in the grid. Work on this needs to start immediately and includes nuclear, the deployment of cleaner coal technologies and significant investments in solar PV, wind and gas.   To meet the demands from 2030 onwards, a great deal of work needs to be done now. Policy decisions need to be taken so as to achieve the long term decarbonization trajectory as well as the need for energy security.   After comments on the plan have closed, the plan will be scrutinized by the National Economic Development & Labour Council (NEDLAC) before it is finalized.   The draft plan sees loadshedding continuing until at least 2027 and then only if EAF is improved and gas generation comes onstream. It certainly contradicts many assurances that loadshedding will come to an end by 2025.

Join us at 11am for our #MotivationalFriday segment with Hirsch's Entrepreneurs Workshop - Taking your business to the next level Margaret talks to Grant Adlam the CEO and publisher of many business publications about "The importance of collaborating and content marketing in a digital world." https://youtu.be/ojnwxrqaC2U Margaret talks to Grant Adlam the CEO

JOIN US! - Leading Gender Transformation in Manufacturing by Dr Lisa Kinnear Manufacturing battles to attract and retain women in leadership positions. With advanced technology changing the future skills required in the industry, manufacturers need to tap the largest talent pool possible. Research has shown that women in leadership positions can provide greater diversity of perspectives, innovation and a more balanced approach to management. Yet women leaders still experience significant challenges in influencing their male-dominated organisations. Simply increasing the number of women leaders in organisations is no guarantee for the empowerment of other women or the transformation of organisations. With the increasing drive for gender equity in organisations, women and men need to understand how to effectively navigate gender dynamics, create inclusive spaces and advocate for change. Book your seat: thobeka.mthembu@twimsafrica.com

by Motorsport Media - 12 Mar 2024 Extreme Supercars will all race on Dunlop from Saturday While most of the cars competing in all classes at Saturday’s South African National Championship Extreme Festival season opener at Cape Town’s Killarney International Raceway will race on its rubber, it is still a huge weekend for Dunlop Tyres. While they have already raced as such at the Passion for Speed races in January, it will be the first time the entire Extreme SuperCars field races on Dunlop tyres.   “This weekend will be Dunlop’s first having all the Extreme SuperCars racing on our tyres,” Sumitomo Rubber South Africa PR and Events Manager Joanne de Freitas confirmed. “This is a massive scoop for Dunlop, for not only is Extreme Supercars driven by Dunlop a fantastic series, but we are delighted that the fastest cars racing in South Africa have had no hesitation at all to collectively put their complete trust into our product. Extreme SuperCars driven by Dunlop is another glistening jewel in our motorsport crown!”         Saturday’s Extreme Supercars driven by Dunlop races also promise epic action throughout. Lamborghini Huracán GT3 EVO duo Stuart White’s Into Africa Wurth car and Trans Africa Racing man Jonathan du Toit ought to have their hands full with local lads, Dayne Angel in his Autohaus Angel Racing Ferrari 488 GT3 and Paarl hero Dawie Joubert’s Ferrari-powered Lotus Exige. Never mind Franco Scribante’s wild Porsche 997, Gianni Giannoccaro’s BISC Stradale Nismo GT-R and Arnold Neveling’s Goscor Stradale Audi R8 LMS GT3 EVO.   White and du Toit are only two of six Huracáns entered. Add PE visitors Aldo and Silvio Scribante, Xolile Letlaka’s Into Africa version, and Ricardo Giannoccaro’s G & H Transport Cugini car. Charl Arangies however steps apart from the Huracan crowd in his Stradale Lamborghini Gallardo GT3, while Durban duo Sun Moodley and Andrew Culbert race two Bigfoot Mercedes-AMG GT3s. Ant Blunden is in a Porsche 991 Cup, and Giacomo Giannoccaro his G & H Audi R8 LMS GT4.   Adding even more variety, Kris Budnik will be out in his Bucketlist Dodge Viper V10, while five BMWs include local duo Mike Verrier’s mad Corvette powered Nian du Toit Racing BMW Z4 and Marco Retter in a Progress Precision Engineering NDT 330 turbo. Plus Jozi duo, Renzo Torrente’s ATM Chiptuning M4 GT4 and Uli Sanne in his far more conventional Z4.   Saturday’s Extreme Supercars driven by Dunlop, race on a thrilling and varied Killarney race card, with most classes competing on Dunlop tyres, each with something to celebrate. The South African Touring Cars debut in their new guise, SATC SupaCup is now a VW vs Toyota affair and none of the now Astron Energy sponsored Dunlop-shod Polo drivers have yet to win a Cup race!   Racing starts mid-morning at Killarney Saturday 16 March, with Extreme Supercars driven by Dunlop racing three times through the day with starts scheduled for 12h30, 14h55 and 16h45, respectively. See you at Killarney!

South Africa's Cape Parrot is more than just a colourful bird; it is a symbol of the precious biodiversity hidden within the nation's Afromontane or Southern Mistbelt forests. With its vibrant green plumage, striking red-orange patches, and distinctive, beautiful calls, the Cape Parrot has earned its nickname as the "jewel of the forest." However, this jewel is at risk, with under 2 000 individuals remaining in the wild. It is for this reason that the Cape Parrot Working Group (CPWG)  at the University of KwaZulu-Natal (UKZN) is working diligently to ensure the survival of this charismatic species and their forest habitat.  The CPWG is a dedicated team of researchers and conservationists, led by Professor Colleen Downs , and assisted by the UKZN Foundation, which facilitates vital funding for their endeavours. The CPWG advocates for robust enforcement of conservation laws, particularly to combat poaching and illegal trade. Moreover, the group is fervent about raising awareness at local, national, and international levels, ensuring that the Cape Parrot and its forest habitats remain a focal point in people's hearts and minds. They also promote the captive breeding programme, serving as a safety net for this endangered species.    Previously abundant in their forest homes, Cape Parrots faced a steep decline because of a combination of factors. Historical logging activities, particularly the felling of mature yellowwood trees, took a toll on the quality of their habitat. These parrots rely on these trees for both food and nesting. Modern challenges persist, such as cattle grazing and the removal of saplings, which further degrade the forests, while the illegal trade in Cape Parrots for the pet market threatens their wild populations. Additionally, a more recent concern is the Psittacine Beak and Feather Disease, which weakens the birds' immune systems and causes mortality, especially among young parrots in times of extreme stress such as drought.    The CPWG research efforts help uncover crucial information about the parrot's behaviour, ecology, health, as well as research on the forest habitat, which is guiding conservation action. For over two decades, the CPWG has prioritised academic research and citizen science programmes, contributing to vital management plans and conservation initiatives.    In 2015, CPWG's research led to the reclassification of the Cape Parrot as a distinct species, increasing its conservation priority. Their annual Cape Parrot Big Birding Day involves volunteers monitoring forests, estimating the parrot population numbers, and observing their behaviours.     The CPWG in collaboration with BirdLife South Africa and the Wild Bird Trust's Cape Parrot Project, aimed to amplify awareness about this iconic species throughout 2023 with the Bird of the Year  initiative. This recognition shines a spotlight on the importance of conserving this unique species and its forest habitats. In addition, their role in avitourism is highlighted, drawing bird enthusiasts to South Africa, and supporting rural communities dependent on ecotourism for their livelihoods.   Cape Parrot Species Guardians conduct essential work in population monitoring, forest research, habitat restoration, nest box provision, species rehabilitation, and community outreach. Their multidisciplinary Cape Parrot and Mistbelt Forest Action Plan  guides unified conservation efforts.    ‘As the Cape Parrot takes its rightful place as Bird of the Year, the CPWG's work gains even more significance. It reminds us that to save this charismatic bird is to safeguard South Africa's mistbelt forests and the myriad of life they sustain. Every effort to protect the Cape Parrot is a step towards conserving the biodiversity and ecological balance of these remarkable habitats,’ said Downs.   Woolworths launched a shopper bag in 2017 to support the conservation of the Cape Parrot. This bag raised significant funds through its unique design for BirdLife South Africa and the Cape Parrot Working Group (CPWG). Recently Woolworths released a second version of the bag with artwork  by Athol Moult and Di Botha, continuing its support for CPWG and BirdLife SA.   Proceeds from the sale of each bag, which is part of Woolworths' Good Business Journey, go towards funding research and the annual Cape Parrot census organised by the CPWG. Additionally, Woolworths donates R10 from each bag sale to BirdLife SA to aid in the conservation of the Cape Parrot and the Afromontane mistbelt forests.    Buy the bag here for R70, shop at BirdLife SA here for the Bird of the Year merchandise or see below for how to directly donate to the CPWG.

DRG Siyaya for its first 7 years of operation was a SANAS accredited B-BBEE verification company.  Since 2015, DRG Siyaya has continued to provide compliance related service, however, instead of doing B-BEE verifications, it turned its focus to providing HR support to SMEs and larger organisations.  DRG Siyaya is black female owned. It is a subsidiary, hence part owned by DRG, who provides the technological knowledge and systems for DRG Siyaya to enter into the South African market as a competent and professional HR service provider. DRG no longer provides HR services other than payroll related products, allowing DRG Siyaya to grow in strength and to benefit from DRG’s 28-year track record in providing total HR service to local and international companies.  DRG Siyaya has a range of products to support each HR activity within any business.  Our first focus within DRG Siyaya is to help SMEs create a strong HR foundation for their business, and to transfer knowledge and understanding of HR procedures and processes to entrepreneurs, business leaders, and their teams. We prefer working in the space of helping SMEs create an HR platform for their businesses, and to encourage their best practice in this functional area. Our service typically includes: Foundational Documents HR Policies, Procedures and Templates Disciplinary Code of Conduct Employment Contracts KPI’s & KPA’s Job Descriptions Salary Benchmarking Job Grading Role Profiling   Compliance Service Assistance with COIDA and UIF Registrations Employment Equity (EE), as required by the Department of Labour Work Skills Plan and Annual Training Reports (WSP/ATR) required by the respective SETA’s.   Training HR and IR Compliance, and Best Practices EE Committee Training WSP/ATR Training Re-Induction of Staff   Support Services to Recruitment High Level Recruitment Various Checks (criminal, credit, qualifications, etc) Personal Development Analysis   Payroll Administration Payroll Processing 3rd Party Payments and Reconciliations SARS Submissions - IRP5, Tax Certificates Department of Labour – UIF Submissions   Engagement Helping organisations understand the principals in creating engaged work environments. Recommendations for engagement as per specific requirement and outcome expectation, based on maturity level of the organisation. Climate Surveys Leadership Development 360 Degree Perception Surveys   We look forward to being of service to larger organisations wishing to support the development of their SME suppliers and enterprise development beneficiaries. DRG Siyaya Contact Persons: Nikita Pillay           031-7670625           nikita@drg.co.za Lindiwe Bhadi         031-7670625           lindiwe@drg.co.za

Article by Liana Ahrens Teixeira In today's rapidly evolving business landscape, effective leadership is inseparable from the strategic implementation of enterprise architecture (EA). As organizations grapple with digital transformation, disruptive technologies, and evolving customer expectations, the role of EA becomes increasingly pivotal in driving organizational success. This article explores the intersection of leadership and EA, delving into major trends shaping this dynamic relationship, the top challenges facing EA initiatives, and actionable steps towards establishing a successful enterprise architecture practice. Major Trends Influencing Leadership and Enterprise Architecture: Digital Transformation: Organizations are embracing digital technologies to streamline operations, enhance customer experiences, and gain a competitive edge. Effective leadership entails aligning EA efforts with digital transformation strategies to ensure agility, scalability, and innovation. Cloud Adoption: The shift towards cloud computing presents both opportunities and challenges for EA. Leaders must navigate the complexities of hybrid and multi-cloud environments, balancing the benefits of scalability and flexibility with security and compliance requirements. Data-driven Decision Making: The proliferation of data offers unprecedented opportunities for insights-driven decision-making. Leadership in EA involves harnessing data analytics, AI, and machine learning to drive business outcomes while ensuring data integrity, privacy, and governance. Agile and DevOps Practices: Agile methodologies and DevOps principles are reshaping how organizations deliver software and IT services. Effective leadership in EA entails fostering collaboration, communication, and continuous improvement across cross-functional teams to accelerate time-to-market and enhance product quality. Top Challenges Affecting Enterprise Architecture: Silos and Fragmentation: Siloed organizational structures and disparate systems hinder the alignment and integration of EA efforts. Leadership must break down silos, foster collaboration, and promote a unified vision to drive enterprise-wide transformation. Legacy Systems and Technical Debt: Legacy systems pose significant challenges to EA initiatives, impeding agility, interoperability, and innovation. Leadership must prioritize modernization efforts, balancing short-term demands with long-term strategic objectives to mitigate technical debt and drive digital resilience. Change Management and Culture Shift: Cultural resistance to change and ingrained practices can impede the adoption of EA frameworks and methodologies. Leadership must champion a culture of innovation, empowerment, and continuous learning, fostering buy-in and engagement at all levels of the organization. Lack of Strategic Alignment: Misalignment between business objectives and EA priorities can derail transformation efforts and undermine organizational resilience. Leadership must ensure that EA initiatives are closely aligned with business strategy, stakeholder priorities, and market dynamics to deliver tangible value and drive sustainable growth. Steps Toward a Successful Enterprise Architecture Practice: Establish Clear Vision and Governance: Leadership must articulate a compelling vision for EA, outlining strategic goals, priorities, and success metrics. Establishing robust governance structures ensures alignment, accountability, and transparency, guiding decision-making and resource allocation across the enterprise. Drive Business Value and Innovation: Effective leadership in EA goes beyond technical architecture to deliver tangible business value and foster innovation. By aligning EA efforts with business outcomes, leaders can prioritize investments, mitigate risks, and capitalize on emerging opportunities to drive sustainable growth. Cultivate Talent and Capabilities: Building a high-performing EA team requires a combination of technical expertise, domain knowledge, and leadership skills. Investing in talent development, training, and mentorship enables individuals to thrive in their roles, driving innovation and excellence within the organization. Embrace Agile and Iterative Approaches: Agile methodologies and iterative approaches are essential for navigating complexity, uncertainty, and rapid change. Leadership must promote adaptive planning, incremental delivery, and continuous feedback loops, empowering teams to respond swiftly to evolving requirements and market dynamics. Foster Collaboration and Stakeholder Engagement: Effective EA requires cross-functional collaboration and stakeholder engagement at all levels of the organization. Leadership must facilitate open communication, cultivate trust, and foster a culture of collaboration, enabling diverse perspectives to inform decision-making and drive collective action. By embracing these principles and practices, leaders can navigate the nexus of leadership and enterprise architecture, driving organizational agility, resilience, and innovation in an increasingly complex and competitive landscape.

The opening of the Medlog Mediterranean Shipping Company SA (MSC) new facility in Cato Manor, Durban on 7 March 2024 was a realisation of a dream said Captain Salvatore Sarno, the Chairman of MSC South Africa. The heartfelt inauguration was attended by KwaZulu-Natal Premier Nomusa Dube-Ncube, Mr Soren Toft (CEO MSC Group – Geneva), Captain Salvatore Sarno (Chairman MSC South Africa), Rosario Sarno (MD MSC South Africa), MSC directors, Transnet group executives, perishable goods exporters as well as representatives of eThekwini Municipality and the Durban Chamber of Commerce. Located at 8 121005 Street, off Harry Gwala Rd, Chesterville, the cold storage facility is a significant R350 million investment in the logistics sector. MSC plays a key role in the international trade of perishable products logistics across the globe and the cold storage facility will be a value-add service to South African exporters. As it is important to ensure the preservation of the temperature of sensitive goods, the facility will ensure that there is supply chain reliability. The cold store will accommodate 8000 pallets. In his opening address Rosario Sarno, commented that MSC is the oldest serving container operator in South Africa. Their first vessel called on Durban in 1971, which was almost at the beginning of the MSC history.  He commented, “This was at the beginning of a long love story between MSC and South Africa. This cold store is testimony to the love that MSC has for South Africa.” “We are proud to unveil this state-of-the-art cold storage facility, which not only reinforces our dedication to supporting the South African economy but also underscores our commitment to job creation and economic growth," said Captain Salvatore Sarno, the Chairman of MSC South Africa. Premier Nomusa Dube-Ncube commented, “The investment by MSC is not only a vote of confidence in our economy but it shows that if we work together as government and the private sector, there is so much we can achieve. The investment by MSC underscores their commitment to the development and prosperity of KwaZulu-Natal.” In addition, MSC has made a number of further investments in South Africa and is currently upgrading the MSC offices in Durban.

By Lyse Comins - Mail & Guardian The Transnet National Ports Authority (TNPA) is forging ahead with the development of the R89 billion KwaZulu-Natal Logistics Hub, which includes new container terminals, improved roads and port security and the relocation of the SA Navy base from Salisbury Island in Durban to Richards Bay ’s Naval and Pelican islands. The TNPA portfolio director, Bridgette Gasa-Toboti, and Moshi Motlohi, the authority’s managing executive for the eastern region, gave an update on plans for the hub and the port in Durban last week.  Gasa-Toboti said capacity at the ports of Durban and Richards Bay would be improved by 31 initiatives that also included the expansion of the vehicle terminal, deepening of the Maydon Wharf Channel and the construction of a mega chrome terminal. “In the case of the Port of Durban, we know that we are positioning them to be a container hub and we are seeking to increase the volumes of exports from the current 2.9 million TEUs [twenty-foot equivalent units] to 11.4 million TEUs per annum,” she said. Plans were moving ahead to make way for the expansion of the Point terminal at Durban to increase exports from 520 000 fully built vehicle units to just under a million FBUs a year by 2030. The project entails the demolition of infrastructure, including the Ocean Terminal Building, L, M and N Sheds, the Durmarine Building, Schoeman’s Bridge and the spiral ramp, and the construction of roads and bridges. The demolitions and relocation of infrastructure such as staff offices and the helicopter hangar are expected to be completed by April 2028. Gasa-Toboti said the TNPA had secured funding from the Development Bank of Southern African to conduct the feasibility studies for the development of the Point Container Terminal, while the ports authority would fund all the berth and associated port infrastructure.  The request for interest process had been concluded for the development of the dry dock, to which one company had responded, expressing its interest in funding and operating the new facility. She said the request for proposals for operators for both facilities are being prepared. Additional master plan projects include the Durban Bay Waterfront development, the widening and deepening of the port entrance channel, the reconstruction of Island View Berth, Pier 1 Phase 2 Container Terminal and the New Maydon Wharf Container Terminal. New navy base At the Port of Richard Bay, preparations are under way for the construction of a new navy base in the port and a satellite station at the Port of Durban. The TNPA appointed a service provider in January 2024 to undertake pre-feasibility studies for both facilities. The studies, which include preliminary engineering work for the base, satellite, and residential facility in the Port of Richards Bay, are projected to be completed by October 2024. The appointment of a service provider to construct a liquified natural gas berth in the South Dunes with interconnecting pipeline, bulk services, loading arms, pipe racks, gas transmission pipeline and floating storage regasification unit is expected in March this year. Vopak and TPL Consortium Venture will run the facility for 25 years. Gasa-Toboti said the preferred bidder for the construction of the 6.75 hectare container handling facility, which will handle 200 000 TEUs, is to be announced in April this year. Other projects at Richards Bay include the construction of two dry bulk berths to increase throughput volumes and the extension of the 800-series jetty with two additional berths for dry bulk. Motlohi highlighted several capital expenditure projects under way at both ports, such as the 500m extension of Mundra Road and the 2400m N-class railway line, a service road, the upgrade of the Moba Lines and Arrival Yard from 48 kilogrammes per cubic metre rails to 57 kg/m rails at Richards Bay, stormwater systems and the installation of hydraulically driven capstans, as well as a new security fencing and gates at the Port of Durban.

The course explores and unpacks the foundational elements of Lean Operations and solidifies the thinking that integrating lean strategies into the operations management system is a fundamental foundational requirement. The underlying culture and value systems imbued within lean operations management are explored, including the characteristics of lean leadership which are pertinent to the success of entrenching lean principles and behaviour into organisations. Book your seat: thobeka.mthembu@twimsafrica.com

Let's March forward together towards a month filled with leaps of progress and boundless possibilities! Friday 15th March 8:30 – 11:00 am Foundations of Success Business Webinar  : https://us02web.zoom.us/.../tZMlcOyuqDstH9S9wnPbYHBoh3JTy... Tuesday 19th March: Full Day  Business MasterCLASS- The Digital Customer/Clien t at  The Penci l:   https://qkt.io/20DPT F Friday 22nd March: SACBW Kwazulu Natal  Networking Breakfast 9:00 – 11:00 am at Springside Cafe  in Hillcrest: https://bit.ly/3OYl615

There are strong signs of a positive about turn for South Africa’s property sector during 2024 with key indicators pointing to a shift from a buyers’ to a sellers’ market, according to Tyson Properties’ chief executive, Chris Tyson.   Speaking in the wake of the recent decision by the Reserve Bank’s Monetary Policy Committee to leave interest rates unchanged – the fourth such decision in a row - Tyson is confident that a drop in interest rates is on the cards later this year. This will, inevitably, lead to an uptick in property transactions.   Already, Tyson believes, there were positive undercurrents within what might have seemed to have been a fairly downbeat 2023.   Although the 2023 market was down 29% on average, the Lightstone Report points to the fact that 38% of all transactions were first time buyers indicating an appetite for home ownership is bubbling under.   Already, he says, Tyson Properties has seen increased numbers of enquiries nationally, indicating that change is coming.   “In fact, I believe the shift started on New Year’s Day and will gradually continue over the next 24 months. We entered 2023 with a negative outlook. We were expecting interest rates to increase and even talked of the power grid collapsing. At the beginning of 2024, we are entering the year with a more positive outlook. The sentiment in the market is exciting,” he notes.   The major economic indicators are there for all to see. Despite the Reserve Bank’s warnings, it seems inflation is returning to more acceptable levels as it has in key global markets such as the US and Europe. This suggests that the upward phase of the global interest rate cycle has ended and that local interest rates could follow global interest rates downwards.   Although Lightstone observes that still absent political and economic certainty are key factors when it comes to stabilising the property market, Tyson believes that both are set to settle during this election year which will provide clear answers and end fence sitting.   Improvements to load shedding and more visible work on infrastructure and service delivery are also likely to have a positive impact, Tyson believes. Even the slightest improvement in economic growth and employment will spark this potential upward trajectory.   Although the market in KwaZulu-Natal is doing well, Johannesburg is showing renewed positivity and more activity and the Cape remains buoyant, Tyson acknowledges that one of the major indicators of an upturn remains unchanged at this point.   “For the most part, property prices remain flatlined in many areas which cannot last under present conditions,” he says.   He adds that there is evidence that investors are already in the market looking for bargains ahead of the market’s strengthening with the buy-to-let market showing positive growth, particularly in Cape Town where potential buyers are waiting for new builds.   Semigration – not only in Cape Town but also in many coastal areas – continues and is driving sales in specific locations. During 2023, the Lightstone Report confirmed that the influx into the Western Cape continued. There were 1971 purchases in Gauteng and 1034 in KwaZulu-Natal but 6406 in the Western Cape.   Lightstone also indicates that 21% of buyers were relocating to another town or province or downsizing due to lifestyle changes – a trend that Tyson says will continuously increase in the coming years.   Along with this comes a demand for greener homes in 2024. Availability and the cost of both electricity and water are expected to make homes offering alternative energy such as solar and water saving systems more attractive to buyers as does good security which remains top of both Lightstone and Chris Tyson’s property shopping list.