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Coega Concludes Heritage Month

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To wrap up Heritage Month 2024, the Coega Development Corporation (Coega), joined by the Nelson Mandela Bay (NMB) MMC for Sport, Recreation, Arts and Culture, Councillor Bassie Kamana, hosted an event for local community members at the Coega Business Centre, in Gqeberha. The event themed “Our History, Our Story, Our Heritage”, aimed to celebrate Coega’s profound heritage and history and foster cultural awareness, strengthen community ties, and preserve historical knowledge, says Dr. Ayanda Vilakazi, Coega’s Head of Marketing, Brand and Communications.

Councillor Bassie Kamana emphasised the importance of Heritage Month in commemorating South Africa’s 30 years of democratic freedom. “This month serves as a poignant reminder of the importance of celebrating our rich cultural roots, which have been shaped by our diverse history and experiences. By embracing our heritage, we not only honour our past but also navigate our path ahead. A country without a strong sense of heritage is indeed directionless, lacking the foundation needed to build a cohesive and inclusive society. As we reflect on our journey towards democracy, we must recognise the power of heritage in promoting unity, respect, and inclusivity,” said Kamana.

The highlight of the day was the comprehensive tour of the Coega Special Economic Zone (SEZ) for local community members, allowing them to reflect on the area’s industrial transformation over the course of 25 years.

Mr. Simphiwe Silwana, Coega’s Sustainability Manager, highlighting the organisation’s historical roots, said: “Coega’s history is deeply intertwined with South Africa’s, reflecting the nation’s industrial and economic evolution. Today’s event provided a unique opportunity for the community to reflect on their personal experiences and connection to Coega’s growth, while also witnessing the Coega SEZ remarkable transformation.

Our strategic vision seamlessly aligns with the principles of Heritage Month, as we steadfastly embrace diversity as a cornerstone of our continued success. Coega origins and growth reflect the country’s journey towards economic prosperity and industrialisation, which aligns with the idea of celebrating progress,” continued Silwana.

Coega’s Heritage Month celebration showcased the region’s rich history and its ongoing contributions to culture, economy, and society. The event reinforced Coega’s commitment to inclusivity and unity, underscoring its positive influence on the community and its dedication to preserving its heritage.

In attendance at the event, Mrs. Anna Bani (85), expressing appreciation, said: “On behalf of the community, we are more than grateful to Coega for celebrating this month with us. Having relocated from the Coega Special Economic Zone over 20 years ago, it’s truly surreal to witness the incredible transformation that has taken place. Today, as we celebrate Heritage Month together, our hearts swell with pride and appreciation.”

As a leading SEZ in Africa, a region’s beacon of hope, and implementing Agent of Choice, Coega remains committed to celebrating Heritage Month, leveraging 25 years of expertise and socio-economic development experience. This dedication reinforces Coega’s role in driving investment, infrastructure projects, and sustainable socio-economic development in the region, concludes Dr. Vilakazi.

NMB Business Chamber urges Mineral & Petroleum Resources Minister to resolve impending fuel crisis in Nelson Mandela Bay

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Nelson Mandela Bay businesses and residents must not be penalised with higher fuel prices, to compensate fuel wholesalers for additional costs of trucking fuel to the metro, due to repairing of the fuel berth in the Port of Port Elizabeth by Transnet.

If Minister of Mineral & Petroleum Resources, Gwede Mantashe approves an application by the Liquid Fuels Wholesalers Association (LFWA) to temporarily rezone the metro and surrounding areas as an “inland region” with respect to fuel prices, the anticipated petrol price decrease for October could be reduced by as much as 30c/litre. , For example, a decrease of R1,20 per litre for ULP would result in a revised petrol price decrease of R0,90 per litre for Nelson Mandela Bay. This would also erode the benefits of any future fuel price decreases.

The Nelson Mandela Bay Business Chamber, representing approximately 700 businesses in the metro, has called on the Minister to instead implement an equitable solution that addresses the concerns of the LFWA, but does not unfairly disadvantage local businesses and residents.

“While we accept that the LFWA’s members are in the untenable position of incurring additional costs that they cannot recover, it is blatantly unfair to transfer this burden onto the shoulders of the people and citizens of Nelson Mandela Bay.

“The Eastern Cape economy is in recession and has amongst the highest unemployment rates in the country. The impact of an unnecessary and unfair increase in fuel prices is of grave concern, especially given the knock-on effect on food and transportation costs, as well as the costs of doing business in a metro where we need to be protecting investments and jobs,” NMB Business Chamber chief executive Denise van Huyssteen said.

The threat to fuel prices and security of fuel supply to the metro follows an accident in the Port of Port Elizabeth in June, that caused the closure of the fuel berth, requiring fuel to be delivered instead by road from the East London harbour to the metro.

Van Huyssteen said that the LFWA had advised the Chamber that the extra costs incurred by the fuel wholesalers and transporters cannot be recovered under the wholesale fuel pricing regulations, while indications from Transnet are that the berth will not be in operation before January next year.

“While the LFWA argues that the increase to inland fuel pricing will be ‘but a small fraction’ of the October price reduction, it remains unacceptable that businesses and residents in the metro should pay the price for a problem not of their making.

“Transnet must expedite the repairs with the necessary urgency and in the meantime the ministers of Transport and of Mineral Resources and Energy need to find a workable solution to address the cost concerns and the delivery of fuel to a city with two ports,” Van Huyssteen said.

The Business Chamber previously wrote to the ministers of Transport, Mineral Resources and Energy, and Trade, Industry and Competition in August following a request by the LFWA that the metro be exempted from the September fuel price decrease and which fortunately did not transpire. Van Huyssteen said that a further appeal had now been sent to Minister Mantashe to reject the LFWA’s rezoning application and to find a workable solution that would not pass the fuel industry’s additional costs onto consumers.

Business Against Cancer

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Algoa FM is inviting businesses of all sizes to support cancer charities serving the region by entering the Algoa FM Big Walk for Cancer, presented by ISUZU MOTORS South Africa.

Group and bulk entry options make it easier for businesses and other large organisations to participate in the five-kilometre walks on Saturday, 26 October.

“Everyone has been affected by cancer in one way or another, and companies find that participating in charity events such as the Big Walk, is a good way to support employees and their families who have walked this road. It is also a fun activity to build team spirit and morale,” says Algoa FM marketing manager, Lesley Geyer.

The 2024 beneficiaries are CHOC Eastern Cape, St Bernard’s Hospice in East London, and St Francis Hospice serving Nelson Mandela Bay and the Kouga region.

Physical start points will be available in George, Gqeberha, and East London.

Companies outside of these areas which wish to participate, can register, and then stage virtual big walks in and around their premises and share the experience through social media by tagging Algoa FM.

Corporate bulk entries with more than twenty-one entrants in Nelson Mandela Bay, will have their race packs delivered free to their premises by volunteers driving pink ISUZU vehicles.

The packs will be available at registration in East London and George or can be delivered by The Courier Guy at a flat rate of R195 anywhere in South Africa.

Companies can also invest their support by making a donation to one, or all three of the event’s beneficiaries via algoafm.co.za and as an incentive, stand the chance of winning a full collector’s merchandise kit in the Donor’s lucky draw.

VW Train 4 Life Initiative Crowns 2024 Winners

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Fedilitas Secondary School in Diepkloof Soweto has been crowned as the 2024 VW Train 4 Life soccer tournament champions. Fedilitas defeated Fons Luminus Secondary School in the penalty shoot-out during the finals hosted at the University of Johannesburg’s Soweto campus on 17 September 2024.

The VW Train 4 Life initiative is an education and sports programme that features an under 15 girls’ soccer tournament and a comprehensive life skills curriculum aimed at empowering and upskilling Grade 8 and 9 female learners.

Reflecting on the programme’s impact, Lucas Radebe, Soweto-born soccer legend and VW Train 4 Life ambassador, said, “It’s incredible to see how much these young girls have gained from this programme. The opportunity they’ve had to learn valuable life skills through sport is a once-in-a-lifetime experience that will stay with them forever. Volkswagen has truly created something special here, and I feel honoured to be part of it.”

In recognition of their victory, Fedilitas Secondary School was awarded soccer training kits and equipment for their school. The top four schools – Fedilitas Secondary School, Fons Luminus Secondary School, DiepDale Secondary School, and Madibane Secondary School – each received soccer boots for all participating learners, sponsored by Volkswagen.

Bridget Harper, Volkswagen Passenger Cars, Head of Marketing, expressed her enthusiasm, saying, “At Volkswagen, we are highly committed to empowering young female learners in South Africa. It’s been a privilege to witness firsthand the positive impact that VW Train 4 Life has had on these young women. It has been an honour to be a part of their journey, helping equip them with the tools, skills, and inspiration they need to dream big and realise their ambitions.”

In addition, four outstanding learners were selected for the mentorship programme: Matsie Semela Happy from Madibane High School, Mooch Karabo Zinhle from Fons Luminus Secondary School, Keitumetse Mochadibane from DiepDale Secondary School, and Mpho Khuthpma from Fedilitas Secondary School. These exceptional young women will be mentored by well-known Sowetans Lerato Phago (SuperSport Football Broadcaster) and Xoli Zondo (5FM Sports presenter), who come from similar environments and circumstances as the girls in the programme. In addition to the mentorship, the learners will also participate in a soccer training programme with the University of Johannesburg’s 1st Team Ladies Soccer Team, providing them with both fitness development and professional guidance.

Lerato Phago, speaking about her role in the programme, said, “I am so honoured to mentor these young girls through the VW Train 4 Life initiative. Growing up in similar environments, I understand how important it is for these girls to have someone believe in them and their dreams. This opportunity to guide them and help build their confidence is truly a privilege.”

Desiree Ellis, the current South African National Women’s Team Coach, echoed these sentiments, adding, “For these girls to have access to a programme like VW Train 4 Life is fantastic. It not only helps them grow as soccer players but also empowers them as individuals with dreams and ambitions. It’s a rare opportunity, and I’m proud to see the difference it’s making in their lives.”

Harper added, “Volkswagen remains committed to empowering young girls in our communities. Through initiatives like VW Train 4 Life, we aim to inspire and foster personal growth by combining sports, education, and life skills. With the addition of the mentorship programme this year, we are thrilled to further assist talented young girls in achieving their dreams.”

60 Years of Trucks and 45 Years of Bakkies

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ISUZU MOTORS South Africa (ISUZU) is proud to be marking 60 and 45 years of truck and reliable bakkie production in the country. As one of the renowned vehicle Original Equipment Manufacturers (OEM) in South Africa, ISUZU is proud of its long heritage and positive contribution to South Africa and the continent at large.

This is a demonstration of the company’s resilience, moulded through multiple transitions from General Motors and Delta, ultimately becoming a wholly owned subsidiary of ISUZU Motors Limited on 1 January 2018.

When General Motors exited the South Africa market in 2017, ISUZU MOTORS Limited decided to assume ownership of the assembly facility and associated facilities in South Africa. This ensured that the production of the vehicles which had been serving the African continent with distinction would continue. The decision by ISUZU MOTORS Limited demonstrated their long-term commitment to the South African economy and its workforce.

Billy Tom, ISUZU’s President, has been instrumental in steering the company through turbulent times, including the challenges posed by the COVID-19 pandemic. “ISUZU’s ability to stay resilient during industry transitions and the global crisis has been key to our success. We remain dedicated to the people who build our vehicles and the markets we serve across the African continent,” Tom said.

Under him and his leadership team, ISUZU has continued to innovate, expanding into the African markets, and increasing production capabilities. Billy Tom also emphasises ISUZU’s commitment to transformation. With a Level 1 B-BBEE status for five consecutive years, ISUZU has set a high standard for inclusivity and diversity within the automotive industry. “Our workforce reflects the makeup of South Africa. We are proud of our efforts in driving change both within ISUZU and in the broader community,” Tom noted.

Other notable achievements by ISUZU include being the number one truck brand in the medium and heavy commercial vehicle (MCV and HCV) cab-on-chassis segments for 11 years consecutively, Manufacturer of the Year in the South African Vehicle Rental and Leasing Association (SAVRALA) for four consecutive years, internationally recognised Top Employer for two consecutive years, and Eastern Cape Best Exporter into the African continent in 2023.

Looking ahead, ISUZU is strategically positioning itself to take advantage of the African Continental Free Trade Area (AfCFTA) agreement and grow its footprint across the continent. Tom’s vision includes transforming ISUZU to becoming a leader in sustainable business practices, combining reliability and creativity to achieve mutual growth in the African continent.

ISUZU’s journey of resilience and growth continues. This is built on the strength of its people, dedication to transformation and a vision for African growth. The company remains a proud contributor in South Africa’s automotive sector, delivering quality vehicles while creating meaningful impact in the communities it serves.

MyGlass – How it all Began

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Like all good entrepreneurial companies, the MyGlass story began with a vision.

You could say Gary Stieger, the founder and CEO of upstart glass company, MyGlass, is the typical entrepreneur. He grew up with big dreams of making a good life for himself and his family-to-be.

He joined the glass industry as a trainee manager in 1987, but by 1990 had decided to take the plunge and start his own business. Never one to do things by halves, he took this big step in the same month that he got married.

The timing might look a little suspect but in fact the new Mrs Stieger was an integral part of the start-up business, learning the ropes alongside her new spouse. She even learned to cut glass.

Stieger was then invited to become a franchisee for a new glass franchise in 1992, and this experience was very valuable, helping him to learn business skills and how the industry worked.

“I also learned some hard lessons about the stresses and strains that rapid growth can create,” he says.

After internal problems within the franchisor emerged, Stieger moved over to another national glass company, again as a franchisee. The franchise had been mismanaged, and Stieger threw himself into rebuilding its brand with the customers, ultimately growing it from a 27% market share to 65%.

Over time, though, he began to question the franchisor’s integrity, and he took the decision to fly solo once again.

“I later came to realise that all these experiences as a franchisee were very valuable when it came to setting up my own business,” he says, looking back.

A disruptor is born

As Stieger tells it, he woke up one morning and informed his wife that he was going to do things his way, hence the name MyGlass. There’s no doubt that a big motivating factor was his desire to build a new type of glass business, one that was ethical and that also was in tune with the ethos of the newly democratic South Africa.

Another key factor was that with the ending of sanctions, imported glass became available, offering competition to the local producers.

“I knew that there were many small glass businesses out there, like I once was, who offered great service but needed to be part of a national business to break into the lucrative insurance market,” he says.

A key early decision was what the business model of the new business should be. Stieger decided that he would adopt a licence rather than a franchise model. The franchise model is essentially a turnkey approach, and he wasn’t in a position to offer that. But a more important factor was his desire not to constrain the entrepreneurial flair of the businesspeople who joined him.

“The licence model really allows us to have the best of both worlds: an agreed set of standards aligned with what the insurance industry demands, but they are also free to make deals with other customers,” he says. “In the end, you have to trust that the licensee knows what he or she is doing and shares your vision – that’s why they were chosen, after all!”

A big tent

Other important elements of the MyGlass business model are its inclusivity and its commitment to the customer experience. For Stieger, inclusivity means increasing the number of female licensees in a male-dominated industry; he has also been focused on finding black-owned glass businesses with the potential to join the MyGlass network.

Mumtaz Moola, Director, MyGlass, says that the company is proud of the fact that one of its biggest licensees is female-owned. “We have now set our sights on ensuring that 60% of our licensees will be B-BBEE Level 1, with a minimum of 25% owned by women,” she says. A lawyer and activist, Moola joined the company as a director and shareholder in 2016, inspired by Stieger’s vision to open up what had previously been an “old boys’ network”.

Ironically, the transformed nature of MyGlass’s network of licensees proved to be a hurdle in gaining acceptance with the all-important insurance market. A big breakthrough came when an executive at one of the bigger insurers was let down by his supplier. He took a chance on MyGlass, and the rest is history.

Stieger is passionate about customer service. A core part of the MyGlass brand is the concept of mobility – rather than customers going to fitment centres, he has always believed in the value of a mobile unit that goes to where the customer is. Convenience is obviously one benefit, but he knows that damaged glass is often the result of crime. “Nobody who is feeling traumatised wants to drive around looking for a fitment centre,” he says.

Technology underpins MyGlass’s pursuit of a superior customer. In 2018, he persuaded Zahed Rassool to join the business as director of technology. Rassool worked closely with him to develop a claims management system that underpins MyGlass’s operational and administrative systems and has the thumbs up from many brokers.

Stieger says his previous experience continues to help him with the delicate balancing act every growing business must strike between capacity and the demands of an expanding customer base.

“The truth is that we don’t just see MyGlass as a purely commercial venture,” he says. “It’s much more than that: empowering a new generation of entrepreneurs in the glass industry is part of it, but so too is the satisfaction of exceeding our customers’ expectations.”

Gary Stieger
Gary Stieger started My Glass in Gqeberha – where it still has its head office. The business now has a national footprint with fitment centers around the country and is a leading mobile fitment glass replacement company.

David Powels becomes CFO of Volkswagen Passenger Cars

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With effect from October 1, 2024, David Powels will take over the responsibilities of Patrik A. Mayer as CFO of Volkswagen Passenger Cars.

“In these times, the finance department is undoubtedly of great importance. As CFO of the Volkswagen brand, Patrik Mayer made a significant contribution to the structured and successful launch of the performance program. David Powel will build on this. And at the same time – under even more difficult conditions – provide impetus for competitive costs and structures. It is also about leveraging the synergies within the Brand Group Core with the utmost consistency,” says Thomas Schäfer, Member of the Board of Management of Volkswagen AG, Brand Group Core & CEO Volkswagen Brand.

“David’s contribution has been crucial to the transformation of our company and has helped us achieve our best financial results to date. His role in returning SEAT S.A. to profitability has been key to the growth of our company. I thank him for the support he has given me and SEAT S.A. and I am convinced that he will continue to do a great job as he joins the Board of the Volkswagen brand and we count on his support in the implementation of the SEAT and CUPRA strategy,” says Wayne Griffiths, CEO SEAT and CUPRA. “To continue our journey towards sustainable profitability, it is essential to have experienced and qualified leaders like Patrik Mayer on board. We are very pleased to welcome him to SEAT and CUPRA.”

David Powels graduated in Commerce from Nelson Mandela University of Port Elizabeth and qualified as a Chartered Accountant in South Africa. He also completed a postgraduate degree in Management Development at the University of Cape Town. Powels started his career at Volkswagen South Africa in 1989. After working in Germany and Brazil, he was appointed CEO of Volkswagen Group South Africa in 2007.

He then became President and CEO of Volkswagen Brazil and the Volkswagen Region South America. Since the end of 2017, he has held the position of First Vice-President and Executive Vice-President for Commercial at SAIC Volkswagen Automotive Co. in China, and since September 1, 2021, Powels has been Board Member for Finance and IT at SEAT S.A.

David Powels
David Powels becomes CFO of Volkswagen Passenger Cars

The Future is in Plant(s)

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As part of its ongoing commitment to educating our future leaders about sustainability and preserving our local biodiversity, ISUZU MOTORS South Africa (ISUZU), in collaboration with Giving Them Wings Foundation, marked Arbor Week by creating two gardens in two primary schools, planting 600 indigenous plants and 200 spekboom.

This initiative, which benefits 1,095 learners at Astra Primary in Betheldorp, Gqeberha and 866 learners in Morojaneng Primary in Katlehong, Johannesburg focuses on raising awareness on climate change by creating carbon sinks, biodiversity conservation, and emphasising the importance of reducing carbon emissions. The newly planted gardens will serve as outdoor learning spaces, namely green classrooms, where learners can practically engage with the environment, enriching their education through hands-on interaction with nature. Another component of the project has been a keen focus on food security. A variety of crops have been planted using permaculture methods, which allow for food sustainability by working with nature.

“This garden will support us with teaching our learners valuable lessons about sustainability, conservation, and the environment. We are deeply grateful to ISUZU MOTORS South Africa and Giving Them Wings Foundation for this gift that will benefit our school for years to come,” said Mr Douglas Chirwa, principal at Morojaneng Primary School.

“This initiative is a game changer for our school, creating a beautiful, sustainable environment where our learners can connect with nature while enhancing their education. This garden will inspire our learners to become active participants in protecting and nurturing our planet,” said Mrs Helma Boggenpoel, Astra Primary School.

The project emphasises ISUZU’s dedication to empowering future generations with the knowledge and tools to protect the planet. Giving Them Wings Foundation will monitor the gardens for 12 months, while the schools integrate them into their curriculum, encouraging students to take ownership and utilise the spaces for ongoing learning. ISUZU plans to expand this initiative to other primary schools as part of the drive to combat climate change and promote biodiversity conservation.

“We’re not just planting trees; we’re planting knowledge and responsibility. This initiative is a tangible example of ISUZU’s commitment to building a sustainable future for our communities and the environment,” said Mr Lebogang Makoloi, ISUZU MOTORS South Africa Department Executive Corporate Affairs.

Vegetables and fruit will also be planted as a sustainable means to supplement the feeding scheme at the schools. Through this initiative, ISUZU MOTORS South Africa reinforces its role in leaving a sustainable legacy, promoting environmental stewardship, while enhancing educational opportunities for youth.

Growth Partners Visit Coega for Knowledge Sharing and Best Practices

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On Thursday, 5 September, the Coega Development Corporation (Coega) welcomed top Executives from Tabono for a tour of the Coega Special Economic Zone (SEZ) in Gqeberha. The tour aimed to showcase the Coega SEZ’s world-class infrastructure, logistical capabilities, development and operational advancements, seaport integration and transshipment.

Tabono is actively exploring opportunities in Africa’s mining, energy, industrial services, and logistics sectors. The Chief Executive Officer (CEO), Mr. Reon Barnard, expressed a strong desire to learn more about Coega’s strategic and transformative initiatives and operational achievements as a leading SEZ Developer and Infrastructure Implementing Agent in South Africa.

“As Tabono, we are a committed growth partner with a focus on driving economic development across Africa, specialising in forming strategic partnerships, making capital investments, and utilising our deep industry expertise to influence key sectors that are vital to Africa’s future.”

Our visit to Coega is driven by our desire to collaborate with entities that share our vision of transforming innovative ideas into successful projects that drive economic growth and development,” said Barnard.

In addition to showcasing Coega’s successful projects, the tour highlighted the SEZ’s bulk infrastructure, robust logistics systems, and industry synergies. A visit to the Port of Ngqura, a key component of the SEZ’s logistics network, and the Orion Engineered Carbons (OEC) facility in Zone 7, provided valuable operational insights.

Dr. Ayanda Vilakazi, Coega’s Head of Marketing, Brand and Communications, highlighted the visit by Tabono as a market signal to Coega’s commitment to knowledge sharing and collaboration for market development and economic growth. “We are committed to continuous learning and improvement, collaboration, and innovation. We are proud to share our expertise with industry partners. Our goal is to promote and attract investment and to foster economic development in the region and rest of the African continent.

We are proud to also announce the approval of the first limited recourse capital transaction in the public sector, aimed at supporting our renewable energy project pipeline. New investments from companies such as Medigrow, Coega Steels, and Hella Automotive are further bolstering the growth of the Coega Special Economic Zone (SEZ) and generating employment opportunities.”

Coega’s success as a leading African SEZ is attributed to its well-defined value, namely “twelve reasons to invest at Coega,” which include strategic location east and west shipping trade route), world-class infrastructure, effective processes, and systems, Plug and Play model of development, and a clean audit for the past five years, to name but a few. Our dedicated team, supported by ISO-certified systems and strong internal controls, has maintained the highest standards of financial reporting and transparency.

As a leading SEZ, Coega remains committed to setting new standards for sustainable economic growth and innovation on the continent, concludes Dr. Vilakazi.

Gift of the Givers founder highlights importance of a coordinated disaster management strategy

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The need for the metro to have a coordinated disaster management strategy to mitigate risks that could impact businesses and residents took centre stage yesterday when Gift of the Givers founder Dr Imtiaz Sooliman delivered a talk on best practices for disaster management and the work needed for Nelson Mandela Bay to be disaster ready.

The meeting was organised by the Nelson Mandela Bay Business Chamber as part of a multi-stakeholder consultative exercise comprising senior municipal officials, business representatives and Chamber task team and cluster members, which is anticipated to culminate in the establishment of the Chamber’s Risk Management Desk.

Dr Sooliman highlighted the critical importance of coordination in disaster management. He emphasised that delays and accountability issues often stem from fragmented efforts across different spheres. “A centralised system, where a single entity coordinates all relevant stakeholders and resources, is essential for an effective response. Response teams must be on site within two hours of a disaster to quickly assess the situation and ensure safety of affected communities,” he said.
He further elaborated that it was important for all relevant stakeholders, including affected communities, to work as a unit to expedite things.

He also stressed the value of community involvement, noting that disaster management should be a collaborative effort involving all stakeholders, including affected communities. “Community participation is crucial for a collective approach, where everyone contributes to the solution.

Disaster teams should lead with empathy and respect,” Sooliman remarked.

Acting City Manager Mandla George concurred, underscoring the importance of collaboration between municipal authorities and businesses to address challenges and enhance the city’s disaster preparedness. George acknowledged the ongoing resource constraints faced by the municipality and welcomed the support from the business community.

George said “As the city we do not take lightly the role that business plays in addressing some of the challenges engulfing our metro. It is for this reason that we continue to find ways of working in collaboration to address identified challenges to make this city better. Lack of resources is a continuous challenge for the municipality and as such, the support we receive from the business community is always welcomed and highly appreciated.”

Chamber chief executive Denise van Huyssteen outlined several pressing issues facing the metro, including the absence of a disaster plan since 2010, inadequately secured infrastructure, poorly maintained drains, lack of maintenance of dolosse and unaddressed alien vegetation.

“If you look at all these areas we have highlighted, this shows that there is a growing need for both reactive and proactive action to be taken. This is why we recently started the process of formulating a Disaster Management Task Team and are also aiming to establish a Risk Management Desk. We are therefore making a clarion call to our stakeholders and members to collaborate with us in playing an active part in driving solutions which will mitigate the various disaster management risks,” says Van Huyssteen.