Correctional Services cracks down on contraband at Tshwane facility

Source: South Africa News Agency

Monday, June 23, 2025

An unannounced raid at the Odi Correctional Centre has led to the discovery of a myriad of contraband material, including cellphones, drugs and WiFi routers.

This is according to Correctional Services National Commissioner Makgothi Thobakgale who spoke to the media following the late-night raid.

“We are here to restore order. We are here to restore the security protocols that are supposed to prevail here. So far, we have found 30 cellphones, cellphone accessories [and] three routers. 

“We found…slopes that are loaded with nyaope, mandrax tablets, crystal meth, dagga and we found offenders that are…buying from the kiosk and reselling to offenders.

“Others actually barter their items for food. It’s a problem for us because…if an offender doesn’t have enough food because they are exchanging their food for substances, it disturbs their ability to attend rehabilitation programs,” he said.

The Commissioner explained that the correctional centre was targeted following a tipoff.

“The second reason is that it is a small centre that is in a township and most instances, those centres are hubs of [the] selling of illegal substances. 

“The third reason is that we also wanted to identify offenders that, given their classification, we might have to change their classification from low and medium to high risk given the contraband that we found in their possession,” Thobakgale added.
At least two offenders have been identified for relocation in this regard.

“There are officials that are [also] going through disciplinary processes. Even here, there are two officials that have been suspended.  That is the work that management has been doing but we have identified that we need to come in and strengthen their hand in dealing with contraband and in ensuring that the centre is free from illegal substances and objects,” Thobakgale explained. – SAnews.gov.za

Call to treat municipalities like businesses to attract skilled staff

Source: South Africa News Agency

Minister of Cooperative Governance and Traditional Affairs, Velenkosini Hlabisa, has called for a differentiated approach to tackling the challenges facing municipalities. 

This includes improving funding, providing better remuneration for councillors, and attracting skilled staff to rural areas.

“We need to adopt a style where our municipalities will be run like businesses. But to do so, we need to take a bold and new approach on structuring funding and remuneration of councillors, because if our councillors are paid peanuts, they will spend most of their time on other jobs and only pay lip service as councillors,” Hlabisa said on Monday. 

The Minister was speaking at a high-level dialogue with political parties in South Africa as part of the ongoing review of the 1998 White Paper on Local Government. 

Hlabisa said the remuneration of councillors, municipal managers, and Section 56 employees should be a topic for discussion.

“If you want to attract them to deep rural municipalities, there should be a discussion that, to attract competent engineers, competent accountants and competent municipal managers from big cities to deep rural municipalities, the remuneration must compensate those people so that they can go and serve our rural municipalities.” 

Government officials and relevant stakeholders should engage with honesty while reviewing the White Paper and come up with recommendations on these important issues.

In April, Hlabisa officially published a discussion document on the Review of the 1998 White Paper on Local Government. 

This document, published under Notice No. 6118 (Gazette: 52498), initiated a national discussion aimed at producing a revised White Paper on Local Government by March 2026.

The launch of the review process involved over 300 delegates from various sectors, with political parties having until 30 June 2025 to submit their contributions.

The review process aims to inspire fresh thinking, facilitate honest reflection, and promote decisive action toward establishing a local government system that effectively serves the people of South Africa.

The gathering stressed the need for political parties to engage in shaping the future of municipalities. 

The Minister took the time to highlight the poor performance of many municipalities, citing audit outcomes, financial mismanagement, and distressed municipalities. 

“We also know that the public holds the opinion that the majority of municipalities are not doing well. There are indeed municipalities that are doing well, even if it may not be said, excellent. 

“Unfortunately, these few well-performing municipalities are overshadowed by the majority that are not doing well. Year after year, the audit outcomes show that few municipalities get a clean bill.”

The Minister acknowledged the essential role of political parties and expressed eagerness for their contributions and involvement.

“We can improve the White Paper on Local Government. Local government is where policies become services, promises become infrastructure, and governance becomes tangible. 

“Local government is at the coalface of service delivery and the closest to the people; it is the sphere that must be strengthened in terms of human resources, capacitated in terms of capabilities, and be made financially resourced to focus on maximum service delivery.”

In addition, he stated that the involvement of traditional and Khoi-San leaders in local government must be engaged to ensure their maximum participation and contribution in advancing democracy and service delivery. – SAnews.gov.za

Intense cold front to hit SA midweek 

Source: South Africa News Agency

The South African Weather Service (SAWS) has warned that an intense cold front is expected to make landfall on Wednesday over the south-western parts of South Africa, bringing a significant shift in weather conditions across the region.

“The cold front is expected to be accompanied by heavy rainfall with a risk of localised flooding over the western parts of the Western Cape, especially in low-lying and poorly drained areas on Wednesday into Thursday [25-26 June 2025],” Head of Disaster Risk Reduction at the SAWS, Rudzani Malala, said on Monday.

The public has been cautioned that wet and slippery roads may result in dangerous driving conditions. 

“Motorists should exercise caution and adhere to safety measures. Strong and gusty winds over the interior may cause localised damage to structures and uproot trees. Cold to very cold conditions can be expected, along with possible snowfall over the western mountain ranges of the Western Cape, spreading into the south-western interior of the Northern Cape.

“Strong and gusty winds over the interior may cause localised damage to structures and uproot trees. Cold to very cold conditions can be expected, along with possible snowfall over the western mountain ranges of the Western Cape, spreading into the south-western interior of the Northern Cape,” Malala explained.

READ | Western Cape prepares for severe cold, wet weather

The maritime forecast includes gale-force winds and very rough seas, with wave heights between 5.5 metres to 7.5 metres, along the coastlines of the Northern Cape and Western Cape.

These conditions will lead to disruptions to fishing and port operations, an increased risk of vessels capsizing, accidents at sea, and hazardous shoreline conditions. 

Coastal residents and beachgoers are urged to exercise caution.

“As the system progresses eastwards, it will affect the Eastern Cape, which is already vulnerable to weather-related impacts. The key concern here is strong, damaging winds that are expected across most parts of the province on Thursday, 26 June 2025.

“Furthermore, interior winds are expected to pick up and spread over the remainder of eastern provinces on Thursday and Friday, 26 and 27 June 2025, with daytime temperatures dropping to the cold category,” he said.

READ | Cold front in the Eastern Cape brings strong winds

Call to heed weather reports

The weather service called on communities to follow daily weather reports and heed severe weather warnings.

“This means following weather reports on radio, television, newspapers, social media, websites and staying attuned to what disaster management authorities have to say. This needs to be in each person’s daily routine. It is that important – a matter of life and death,” Malala said.

Additionally, the South African Weather Service will continue to monitor any further developments relating to the weather systems and will issue subsequent updates as required. 

Furthermore, intermediate updates may be followed on X (@SAWeatherServic), Facebook (South African Weather Service) or other SAWS supported social media platforms.

“Impact Based Weather Warnings, if any, will continue to be issued via the system I have just elaborated on. As I have said, we need to work more closely with stakeholders to ensure to it that we save lives and property.

“Dissemination efforts aside, the South African Weather Service will continue with its elaborate public education and awareness programme, which includes own initiative mass events and piggybacking on other governmental events to equip vulnerable communities with information that could save lives and property.

“We will also carry on with our quarterly community radio programme targeted at vulnerable communities, partnering with disaster management authorities, municipal emergency services, and humanitarian bodies such as Red Cross International for an impactful collaboration,” he said. –SAnews.gov.za

With farm co-ops, Senegal improves its agri-food value chains

Source: Africa Press Organisation – English (2) – Report:

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Agricultural cooperatives let farmers pool their resources so they can get better prices for their produce and access more markets, including international ones.

In Senegal, nearly one-third of mango and onion producers belong to one of 29 new or modernized cooperatives established by the PACAO programme. These cooperatives have forged  new links among farmers, businesses that process foods, and exporters who can sell those goods abroad.

Improving these value chains boosts food security, stimulate economic growth, and create sustainable jobs.

‘Before forming our cooperative, we each worked on our own, with no coordination,’ said Cheikh Mbacké Mboup. He’s an agricultural engineer by training with 42 years of experience in farming. ‘This prevented us from pooling our resources and negotiating better prices. We were scattered, and that limited our ability to produce and sell effectively.’ 

He’s currently serving as the chairman of the Fruit, Vegetable, and Livestock Producers’ Cooperative, known by its French acronym  (COOPROFEL). Based about 70 kilometres from the capital Dakar, in Keur Mbir Ndao, the cooperative now has 635 members.

Created in 2007, COOPROFEL overhauled its organizational structure and operations in 2021, with support from the International Trade Centre (ITC) though the Programme of Assitance for Competitiveness in West Africa – Senegal Component (PACAO-Senegal).

It’s one of 29 cooperatives that worked with the programme, bringing together nearly 70,000 producer-members who work with mangoes and onions. These cooperatives alone account for 31% of national onion production and 29% of mango production.

COOPROFEL, which operates in the mango and onion value chains, faced many challenges before teaming up with PACAO-Senegal.

Better organization in value chains

With the programme’s support, COOPROFEL members received training on good agricultural practices, marketing, leadership, communication, organizational management, and financial management. These trainings were complemented by the development of a financial and accounting procedures manual, allowing for better traceability of operations.

Organization is essential to the competitiveness of value chains and improves producers’ access to markets and inputs. Marianne Diattara has been a producer for over 25 years, and is now deputy general treasurer of COOPROFEL.

‘Now, the market is much more accessible. Recently, we took part in major trade fairs organized in Dakar,’ she said.

‘Today, our mangoes are exported to countries like Belgium, Spain, France, the Netherlands, and Morocco. As for onions, the cooperative has helped us better organize our production and sell at higher prices. We now have more stable incomes,’ said Amadou Thiam, Vice President of COOPROFEL.

A business partner of COOPROFEL, Mamadou Ndiaye, Sales Manager at TropicaSem, confirms this success. ‘We’ve been working with COOPROFEL since 2023. Last year, we sold them over 78 tons of seeds. The cooperative is one of our best clients.”

The cooperatives can steer their produces through the value chain so the mangoes and onions can be turned into new products. Those processed goods fetch higher prices than the fresh fruit, creating jobs and growing incomes.

Mangoes are sold fresh but also as purée, jam, smoothies, flour, vinegar, and more. Processed onion products are also found in supermarket shelves across Senegal and in weekly markets.

These products go through several stages: the farmer who harvests them, the cooperative that aggregates and sells them, the factory that processes them, and the distributor who places them on shelves or exports them. By organizing agricultural cooperatives, PACAO-Senegal strengthens a vital link in this chain and facilitates market access for cooperative members.

But the value chain is not just about products. It’s also about people, like Cheikh Mbacké Mboup, Marianne Diattara and Amadou Thiam. It’s about the farmers that PACAO-Sénégal has supported, whose incomes have risen thanks to better organization. It’s about their business partners – customers and suppliers – whose operations have expanded. And it’s about the consumer, who has access to quality local products. 

By structuring value chains, PACAO-Sénégal creates a virtuous circle by promoting agricultural cooperative societies. 

– on behalf of International Trade Centre.

New Study Shows the Coca-Cola System has an Economic Impact of $10.4 Billion Across its Value Chain in Africa, Supporting More Than 1 Million Jobs

Source: Africa Press Organisation – English (2) – Report:

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  • Across 54 African markets, The Coca-Cola Company and its authorized bottlers, collectively known as the Coca-Cola system, contributed $10.4 billion in economic activity across its value chain in 2024.

  • The Coca-Cola system and its value chain supported more than 1 million jobs in retail, agriculture, manufacturing, transport and services in Africa.

  • The Coca-Cola system purchased $4.3 billion from suppliers in Africa in 2024, representing 83% of the system’s total procurement on the continent.

The Coca-Cola Company (www.Coca-ColaCompany.com) today announced the results of a comprehensive, Africa-wide socio-economic impact study during the 2025 U.S.-Africa Business Summit in Luanda, Angola.

The study shows that the Coca-Cola system, made up of The Coca-Cola Company and its authorized bottlers, working with a wide network of suppliers, manufacturers, service providers and customers, contributed $10.4 billion in value-added economic activity across its value chain in Africa in 2024.

The Coca-Cola system supported more than 1 million jobs across its value chain on the continent in sectors like retail, agriculture, manufacturing, transport and services. This included 36,800 direct Coca-Cola system jobs, plus 987,000 indirect jobs that are supported across the value chain, meaning the system collectively supported 27 additional jobs for every job it directly creates.

The study, conducted by global consultancy Steward Redqueen, shows that the system invested $4.3 billion in the African economy in 2024 through the purchase of goods and services from local suppliers, representing 83% of its total procurement.

“Our long-standing presence in Africa, working with locally owned bottlers and suppliers, allows us to drive more sustainable growth and contribute to the continent’s development,” said Luisa Ortega, president of the Africa operating unit of The Coca-Cola Company. “Our unique operating model allows us to make a lasting impact in local communities.”

The company’s portfolio in Africa includes a wide range of brands in several beverage categories. Ingredients and packaging used by the Coca-Cola system in Africa are mostly locally sourced, supplied, produced, manufactured and distributed.

“The Coca-Cola Company’s commitment to Africa remains steadfast,” Ortega said. “The Coca-Cola system has announced investments of nearly $1.2 billion on the continent over the next five years, and we are hopeful that stable and predictable policy environments will enable more investments in the months and years ahead. Additionally, the Coca-Cola system will invest nearly $25 million by 2030 to help address critical water-related challenges in local communities in 20 African markets.”

This study highlights the Coca-Cola system’s role in Africa’s long-term growth and driving more sustainable development across the continent. The approach adopted by Steward Redqueen integrates client-provided operational data with trusted third-party economic sources and industry benchmarks. More than just measuring direct contributions, the analysis uncovers economic interlinkages, showing how the Coca-Cola system drives production, generates income, and supports employment across a spectrum of industries and geographies.

Teodora Nenova, Managing Partner at Steward Redqueen added: “Our impact assessment reveals the wide-reaching economic footprint of the Coca-Cola system across Africa. The findings highlight the scale of the Coca-Cola system’s local presence and its ongoing contribution to economic opportunity and livelihoods across the continent.”

– on behalf of Coca-Cola.

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About The Coca-Cola Company:
The Coca-Cola Company (NYSE: KO) is a total beverage company with products sold in more than 200 countries and territories. Our company’s purpose is to refresh the world and make a difference. We sell multiple billion-dollar brands across several beverage categories worldwide. Our portfolio of sparkling soft drink brands includes Coca-Cola, Sprite and Fanta. Our water, sports, coffee and tea brands include Dasani, smartwater, vitaminwater, Topo Chico, BODYARMOR, Powerade, Costa, Georgia, Fuze Tea, Gold Peak and Ayataka. Our juice, value-added dairy and plant-based beverage brands include Minute Maid, Simply, innocent, Del Valle, fairlife and AdeS. We’re constantly transforming our portfolio, from reducing sugar in our drinks to bringing innovative new products to market. We seek to positively impact people’s lives, communities and the planet through water replenishment, packaging recycling, sustainable sourcing practices and carbon emissions reductions across our value chain. Together with our bottling partners, we employ more than 700,000 people, helping bring economic opportunity to local communities worldwide. Learn more at www.Coca-ColaCompany.com.

How a volunteer group grew into a Ugandan tech leader

Source: Africa Press Organisation – English (2) – Report:

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Ten years ago, the ICT Association of Uganda (ICTAU) was a small, volunteer-run organization with limited capacity. It had one staff member, a working board, and little visibility among decision-makers. Uganda’s tech sector was expanding, but ICTAU lacked the structure and support needed to keep up.

With stronger governance and support from the NTF V FastTrackTech project in Uganda, ICTAU is now shaping policy, supporting start-ups, and building a more inclusive digital economy.

A decade ago, coordination among tech companies was weak. Many worked in isolation, unaware of the benefits of joining a larger network. Governance was also a challenge. Without a professional secretariat or strong leadership, the association could not consistently deliver value to its members.

Gideon Nkurunungi, who joined ICTAU in 2022 and became CEO the next year, says that early on, the association had little influence. ‘We didn’t have proper systems in place. Most members weren’t active. We weren’t running events or engaging in policy discussions. There was potential, but no structure to realise it.’

Strategic support sparks change

That started to change when ICTAU partnered with the International Trade Centre’s Netherlands Trust Fund V (NTF V) FastTrackTech project.

One of the first areas of support was internal governance. The board expanded to include more diverse expertise, and the organization established a permanent secretariat. This included the creation of the CEO role, which brought in professional leadership for the first time.

NTF V FastTrackTech also helped ICTAU develop programmes focused on start-up support, export readiness, and certification. Members received training in agile and lean start-up methods, connected with international buyers, and exhibited at global events.

Inclusion was another key focus. NTF V FastTrackTech encouraged ICTAU to increase support for women-led and youth-led businesses. This led to the formation of a Women in Tech chapter and more women joining the board.

New spaces for dialogue and networking

The changes quickly produced results. ICTAU launched the National ICT Summit and the CIO breakfast series, both of which created new spaces for dialogue and networking. Members could now meet face to face, showcase products, and exchange ideas. These events also increased the association’s profile with government, donors, and international partners.

ICTAU also began engaging more actively in policy. It hosted roundtables, consulted on draft legislations, and crafted reports on sector trends and challenges. Members had new ways to make their voices heard.

Membership growth followed. The association has grown from around 100 members at the start of the NTF V partnership to over 300 today. These include students, startups, non-governmental organizations, professionals, and larger companies.

‘Members are more involved now. They attend events, ask questions, and share experiences. We’ve become a proper community, not just a database,’ says Nkurunungi.

’Having structure and a clear direction lets us serve more people and deliver better results,’ says Nkurunungi. ‘The work we’re doing now lays the foundation for the next ten years.’

Plans for mentorship

Uganda is one of East Africa’s fastest-growing economies, with a rising wave of fintech, foodtech, software and data startups. Start-ups play a key role in driving economic growth, creating high-value jobs and advancing national development.

Building on the FastTrackTech foundation, ICTAU is planning a series of new initiatives. A startup chapter is being developed to offer more targeted support to early-stage companies. A mentorship programme is also in the pipeline, linking local entrepreneurs with experienced mentors from other regions.

The association will continue its work on policy engagement and certification, aiming to keep members aligned with global standards. Regular events and published insights will remain key features of ICTAU’s work.

‘We’re not treating FastTrackTech as a one-off project,’ says Nkurunungi. ‘It has shaped the way we work, and we’re keeping that approach.’

About the project

The Netherlands Trust Fund V (NTF) (July 2021 – June 2025) is based on a partnership between the Ministry of Foreign Affairs of The Netherlands and the International Trade Centre. The programme supports MSMEs in the digital technologies and agribusiness sectors. Its ambition is two-fold: to contribute to an inclusive and sustainable transformation of food systems, partially through digital solutions, and drive the internationalization of tech start-ups and export of IT&BPO companies in selected Sub-Saharan African countries.

– on behalf of International Trade Centre.

The International Monetary Fund (IMF) Resident Representative pays farewell call on Minister for Foreign Affairs and Tourism

Source: Africa Press Organisation – English (2) – Report:

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The International Monetary Fund (IMF) Resident Representative, Mrs. Aissatou Diallo called on the Minister for Foreign Affairs and Tourism, Mr. Sylvestre Radegonde as part of her farewell tour this Monday 23rd June 2025 at Maison Quéau de Quinssy.

Among the issues discussed was the forecasted growth in the Tourism sector in the coming months. Minister Radegonde explained that one main challenge encountered was air connectivity which was often a deterrent to potential visitors.

During their meeting, Mrs. Diallo described Seychelles as a success story in the IMF, saying that the country has consistently performed at a high level throughout their programmes and that it was considered to be a role model. She described her 3-year tenure as one which was productive and rewarding.

Minister Radegonde personally thanked Mrs. Diallo for the work done during her tenure as the first IMF Resident Representative and wished her much success in her upcoming posting.

– on behalf of Ministry of Foreign Affairs and Tourism, Republic of Seychelles.

The proposed Transformation Fund levels the economic playing field for emerging black businesses

Source: South Africa News Agency

By Parks Tau 

In 1994, South Africa inherited an economy that was structurally designed to exclude the vast majority of South Africans. Apartheid’s distorted policies had created a dual economy: one of wealth and privilege and another of poverty and exclusion.

This calculated economic strategy, structured along racial lines, created white-owned mines, farms, and factories while many black South Africans languished on the fringes of the economy in an underdeveloped informal sector.

Their meaningful participation in our nation’s wealth was further eroded by discriminatory laws that restricted Black South Africans from owning land, accessing quality education, and entering skilled professions.

These economic distortions which were implemented over hundreds of years continue to plague our nation today as we grapple with one of the highest levels of economic inequality in the world, worsened by alarmingly high unemployment, especially among Black youth.

The country’s Gini coefficient of 0.63 shows that our nation’s income remains unevenly distributed, with the top 10 percent of the population holding more than 85 percent of household wealth. This persistent disparity undermines the development of an inclusive economy where all citizens participate and benefit.

The transformation we seek is about positive change and is the only logical path to long-term growth and the reduction of inequality. In deracialising ownership across our economy, we open more opportunities for black people, in particular women and the youth.

While the Constitution guides our work in creating a society with equal opportunities, we require a deliberate removal of structural obstacles to draw more people into the economy and mechanisms that advance our constitutional commitment to economic redress and transformation.

In this regard, government plans to introduce the Transformation Fund to help level the economic playing field for emerging Black businesses, particularly those in key economic sectors such as manufacturing, agriculture and tourism who struggle to secure funding due to stringent lending requirements.

The fund will provide financial support, infrastructure and capacity-building to Black-owned businesses – in particular Small, Medium and Micro Enterprises, women and youth entrepreneurs, and people living with disabilities – who are often locked out of meaningful economic participation due to their lack of access to capital.

In fostering greater access to capital, business owners can invest in equipment, hire skilled staff, expand into new markets and ultimately quicken the pace of transformation in South Africa’s economy. It is also expected to stimulate meaningful economic activities across all regions of our country.

A similar transformation initiative took place in South Korea, whose government actively worked with companies in the country to address market failures. Local businesses known as Chaebol were guaranteed loans from the banking sector, backed by the government. In the late 1980s, this led to rapid industrialisation with Chaebol businesses dominating the industrial sector in manufacturing, trading and heavy industries

There was also great success in Malaysia’s empowerment initiative, demonstrating what can be achieved through transformation. The country in 1970 found itself in a similar position we face today and began to transform its society and economy through economic empowerment. Its empowerment plan, the National Economic Policy, assisted with the redistribution of the country’s wealth to the indigenous Malays known as Bumiputeras. Today Malaysia is among the richest countries in Southeast Asia by GDP per capita.  

The Transformation Fund we are proposing will operate through a transparent application process, where qualifying businesses as well as partnerships, can apply for funding based on the project’s potential for social impact, sustainability, and alignment with national development goals.

The fund will be anchored in contributions already made to the Enterprise Supplier Development and Equity Equivalent Investment Programme as part of our nation’s B-BBEE policy.  While no additional contributions are required over and above those made under our B-BBEE commitments, the voluntary co-funding by government and business of our transformation efforts can quicken the change we want in our economy.

In supporting the Transformation Fund, both the public and private sectors stand to benefit from the investment in future suppliers, customers, and innovators who will, in turn build resilience and relevance in a fast-changing society.

In advancing the establishment of the fund, it is proposed that the fund will be managed by a dedicated governance structure to ensure transparency. A Special Purpose Vehicle will be established to ensure accountability to an Oversight Committee and a board that possesses the required skills and capacity.

The fund’s draft concept document was released for public comment on 19 March 2025 and the comment period concluded on 28 May 2025. South Africans are encouraged to continue to actively engage on the fund, and more details can be found on the website www.dtic.gov.za.

Government plans to have the fund operational by the end of the year and capacitated with R100 billion. Once operational, it will assist in helping to bring real change in our economy and the lives of people. Let us turn transformation from a concept into practice as we make a real difference in others’ lives and create a fairer society.

*Parks Tau is the Minister of Trade, Industry and Competition

Spaza Shop Awareness Campaign benefits business owners 

Source: South Africa News Agency

Government’s Spaza Shop Support Awareness Campaign is providing much-needed clarity while also encouraging business owners to do things by the book.

“Before today, I didn’t know where to start or which documents were truly necessary. This workshop answered questions I’ve had for years. Now, I understand what compliance actually means and how to meet those expectations,” spaza shop owner Matshidiso Mooki said.

Mooki was among those who attended the session held at the City Hall in the Vereeniging Central Business District in Gauteng on Friday.

She said the campaign brought clarity.

“I am determined to ensure that I comply with all the regulations so that I can qualify for support through the Spaza Shop Support Fund,” she said of the session.

The campaign offered spaza shop owners and township-based convenience store operators critical information on how to apply for both financial and non-financial support under the R500-million fund that was launched by Trade, Industry and Competition Minister Parks Tau and Small Business Development Minister Stella Ndabeni Abrahams in April.

For Matome Tshabalala, the information received at the session was a game changer. He started his shop after the COVID-19 lockdown.

“I’ve always operated informally, but now I want to do things the right way. What stood out for me was the emphasis on record-keeping and understanding zoning laws. I also appreciated the introduction to stock management and bookkeeping,” he said.

The campaign, which aims to formalise and support township-based enterprises, brought together local spaza shop owners, government officials and business development stakeholders.

READ | Government’s Spaza Shop campaign goes to Sedibeng

Compliance 

Participants at the session heard about the importance of compliance requirements for spaza shop permit applications. 

Matshepo Madumbo, the Assistant Manager of Local Economic Development and Tourism at Emfuleni Local Municipality, emphasised the importance of adhering to municipal regulations when applying for permits.

“Many residential areas are not zoned for commercial activity. For a spaza shop to operate legally, the property owner must apply for a rezoning certificate. Without that, the business cannot be recognised as compliant.

“I cannot stress the importance of submitting a stamped building plan, an occupancy certificate, certified identity document, a proof of address no older than three months, and registration documents from the Companies and Intellectual Property Commission (CIPC) along with a valid tax clearance certificate,” she said. 

Madumbo noted that failure to comply with these requirements often leads to unnecessary delays and missed opportunities for funding and supplier networks.

“The Spaza Shop Support Campaign continues to rollout across provinces, ensuring that township entrepreneurs are not only included in the broader economic framework but are also equipped to thrive within it. 

“By focusing on compliance, formalisation, and access to resources, the campaign is helping to level the playing field for small business owners in underserved communities,” said the  Department of Trade, Industry and Competition and the Department of Small Business Development.  – SAnews.gov.za

Valor Hospitality Partners signs three deals in Namibia, expanding its continental footprint

Valor Hospitality Partners (www.ValorHospitality.com), a global leader in full-service hospitality solutions, today announced the signing of three new hotel management contracts in Namibia. This follows an announcement earlier this week of two new properties in West Africa that’s been added to its portfolio on the continent, signed at the Future Hospitality Summit (FHS) in Cape Town this week.  

The three deals are all with IHG Hotels & Resorts, one of the world’s leading hospitality companies, to manage three new-build properties in Namibia, namely the Vignette Collection Dunes Resort Swakopmund making its debut in the country, Holiday Inn Walvis Bay, and voco Windhoek CBD. 

The debut of a Vignette Collection property in Namibia bears testament to the country’s growing appeal as a destination of choice for the discerning traveller.  

The combined capital expenditure for the development and establishment of the three new-build properties in the Southern African country is a significant R1.3 billion.  

Not only do these agreements strengthen Valor’s relationship with IHG in the region, it also expands their footprint across the continent and attests to the growing preference for fully-integrated hospitality management services.  

Valor will oversee the successful opening and management of each of the Namibian properties, drawing on their deep global experience to bring a best-in-class offering to the agreement.  

Michael Pownall, Co-Founder and Managing Partner at Valor Hospitality Partners, says the signing of these agreements reflect not only confidence in the continent’s hospitality sector but also its appreciation for the value fully-integrated management services offer. “These partnerships are about value first and foremost, and how that value enhances the entire sector for all stakeholders. Of course we’re also immensely pleased – and proud – to grow and diversify our regional presence even further” he says.  

Valor brings global insights and strategy to the table. Combined with their deep understanding of how to blend the big-picture with regional and cultural nuances in each location, it’s an approach that ensures global best-in-class management and operational practices at every level.  

Haitham Mattar, Managing Director, IMEA, IHG Hotels & Resorts , said: ” Namibia is one of the most promising growth markets in southern Africa, and we are proud to enhance our presence in the country with three distinctive brands. With strategic locations in Swakopmund, Walvis Bay, and Windhoek, these hotels will cater to the full spectrum of traveller needs, from lifestyle seekers and leisure guests to business executives. This deal shows our ambition to expand our footprint in high-potential African markets through strong local partnerships and a diversified brand portfolio. 

He added: Valor Hospitality Partners is one of IHG’s trusted partners in the region and is a strategic choice for managing these properties in Namibia. We have every confidence in the value that add and look forward to working with them as we enhance our presence in the country. 

Reagon Graig, Managing Director Cadence Capital added: “Our collaboration with IHG Hotels & Resorts marks a major milestone for Namibia’s growing hospitality sector. Also commenting on the transaction, Rodrigo Pimenta, Managing Director, Santiago Property Developers said: “The development of these three hotels aligns perfectly with our vision to support the country’s tourism and business infrastructure, while creating high-quality, globally recognised destinations. We look forward to welcoming guests to these hotels and contributing to Namibia’s continued growth and appeal on the world stage. 

The magnitude of these deals reinforce Valor’s strategic growth on the continent and its ongoing commitment to building world-class and sustainable hospitality operations that embody the brand’s “whole world of local” value ethos.  

Distributed by APO Group on behalf of Valor Hospitality.

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Delia de Villiers 
delia@phoenixcollective.world 
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Valor Hospitality Social Media: 
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LinkedIn: https://apo-opa.co/4kSsEQL
For more information about Valor Hospitality and its innovative approach to hotel management and franchising, visit www.ValorHospitality.com.  

ABOUT VALOR HOSPITALITY PARTNERS: 
Valor Hospitality Partners (https://apo-opa.co/3TzaXd1) is a leading global full-service hotel underwriting, acquisition, development, management, and asset management company. With over 90 hospitality projects in its international portfolio, Valor Hospitality offers an array of services, including site selection, product and brand selection, entitlements, financing solutions, conceptual design, construction and project management, procurement, technical services, pre-opening, and operations management. Valor also provides consulting services on a wide range of project scenarios, including working with new or existing ownership groups on reviewing site selection, assessing feasibility studies and project budgets, compiling project budgets, and underwriting. For more information, visit www.ValorHospitality.com

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