By Andrew Pike, Head of Ports, Rail and Logistics and Lena Mangondo, Executive, Bowmans

Cabinet has just announced that Transnet National Port Authority (TNPA), the landlord port authority for South Africa’s eight ports, is to be corporatised as soon as possible. What this means is that TNPA will be removed as an operating division from the stable of Transnet SOC Ltd and will become a stand-alone state-owned corporation, completely independent of Transnet. Arguably, this is the biggest single port structural reform initiative since the passing of the National Ports Act (NPA) in 2005.

This action is not happening before time: The NPA itself envisaged Transnet being corporatised in a two-stage process, which was supposed to commence “as soon as this Act takes effect”. In other words, this reform has been delayed by over 20 years. What was envisaged in the NPA was that TNPA would initially become a subsidiary of Transnet and only later might become a state-owned corporation, completely independent of Transnet. This was the scenario painted by the President in 2021, but it appears that a decision has been taken to bypass the first step and simply move TNPA right out of Transnet’s influence. This is a welcome move and makes complete sense.

There are some compelling reasons for this initiative, chief among them being the critical need for TNPA’s operational independence. Currently, the biggest single terminal operator in South Africa is Transnet Port Terminals (TPT), a sister operating division of TNPA, which also sits within Transnet. This structural arrangement has long undermined market confidence: TNPA, which is responsible for awarding concessions and other port agreements, is completely conflicted when considering any tender for a port concession in which TPT is one of the bidders.

Similarly, TNPA is also (at least theoretically) required by the NPA to regulate terminal operator tariffs, yet would face an obvious conflict of interest if required to regulate TPT tariffs. By moving TNPA out of Transnet, this reform decisively resolves the “player–referee” conundrum that has raised suspicion amongst some sector participants. TNPA will now be positioned to operate as a truly independent authority, capable of awarding concessions and overseeing port operations on a level playing field where all market participants – including TPT – are treated equally. (Tariffs will in any event probably be regulated separately by the new single Transport Economic Regulator.) This structural separation is essential to instilling market confidence and ensuring that private sector operators can compete for port opportunities confident that the process is fair and free from institutional bias.

One of the other challenges within the incumbent structure is that TNPA, which is understood to be a profitable business, has to share its revenue with the wider Transnet Group. This effective cross-subsidisation has constrained TNPA’s cash flow and limited its ability to apply revenue exclusively to port upgrades and other initiatives that enhance the port system. As a stand-alone SOC, TNPA will benefit from greater transparency over its revenue streams and will be able to invest directly in much-needed port infrastructure. Equally important, this financial independence will support the move toward cost-reflective port user charges, ensuring that tariffs are set based on the actual costs of providing port services rather than cross-subsidising other business units within the Transnet Group.

The separation of TNPA is subject to several principles set by Cabinet, which include fair compensation for Transnet, long-term financial sustainability, fair allocation of liabilities between the Transnet Group and TNPA, protection of employees and customers, keeping strategic state ownership and control of national ports infrastructure and better investment capability and infrastructure development.

Cabinet has recommended that, as part of the reform, TNPA should partner with a Development Funding Institute (DFI). Once again, this will be significant. There are huge cash demands on the Transnet Group generally and TNPA in particular. For instance, TNPA has a planned berth deepening project in Durban which will require massive investment. Bringing in an equity partner will help TNPA to raise necessary funding for its various port projects around the country. A DFI should also be able to raise funds for TNPA at far more attractive interest rates. Further benefits of a DFI shareholder would include strong governance structures and project management skills.

Overall, the initiative is both welcome and exciting, but the implementation is not going to happen overnight. Leaving aside the valuation of the business and agreement on how Transnet will be compensated, one must bear in mind that all port agreements, whilst notionally with TNPA, are legally with Transnet. Accordingly, if TNPA is to continue as the Regulator and Landlord Port Authority, all of those agreements have to be transferred with the assets and rest of the business from Transnet to TNPA. This will, of course, require the agreement of counterparties, including for instance, funders who have concluded funding agreements with Transnet. These funders will want to ensure that such reform and the introduction of a DFI will not trigger any negative loan covenants and that both Transnet and TNPA will be capable of meeting their loan repayment obligations under the financing agreements. Lessons can be learnt in respect of the recent restructure of Eskom Holdings and the National Transmission Company.

Concessionaires will be looking closely at TNPA to determine whether it can meet potential obligations under existing port agreements which are currently carried by Transnet. It is no secret that the latter itself carries significant debt, so one might expect a review of Transnet’s financing agreements for disposal, change-of-control and negative-pledge provisions, followed by requests for lender consents or waivers and a renegotiation of the guarantee terms. There will of course be a number of other issues to address, including the employee transfer process.

None of this is insuperable but will all take time. It is difficult to predict how soon this will happen, but the Minister of Transport, Ms Barbara Creecy, told the Parliamentary Portfolio Committee, which sat recently, that she expected implementation to commence before year end, but to run into the new year.

The reform aligns with other major reforms taking place in the logistics sector, such as the unbundling of Transnet Freight Rail in order to create Transnet Rail Infrastructure Manager as a more independent regulator of the rail network and a separate Transnet Freight Rail Operating Company. All of this aligns with Government’s policy to invite greater private sector participation, but not to sell off the family’s silver by disposing of the infrastructure itself. This remains with Government.

Although reform is taking time, it now appears to have reached the stage where one can describe it as irreversible. This bodes well for the economy going forward.

By Gavin Kelly, CEO of the Road Freight Association

Higher Fuel Prices Pushes Transport Costs Through the Roof

Every litre of fuel consumed on South Africa’s roads reflects the underlying health of the country’s logistics economy. Changes in fuel prices have a far-reaching effect on the country’s supply chain, transport systems, the wider logistics industry as well as the pricing of goods on store shelves.

The October increase in the price of fuel reminds everyone – especially the consumer – of just how exposed the broader logistics sector is to the volatility of global oil markets. With fuel prices continuing to rise, transport companies will inevitably raise the cost of transport due to increasing pressure on operational costs.

Depending on the type of operation, routes, vehicles and specific conditions of the transport leg, fuel can be anywhere between 35% and 55% of operating costs. Fuel is one of the three largest operating costs in the transport industry, thus even small price fluctuations can have significant consequences. South Africa moves more than 80% of the land-based freight via road freight (and a large amount of the general freight on rail also uses diesel) – one can understand that highly volatile fuel prices have an effect far beyond the road freight industry.

Diesel at the Heart of Freight Costs

The October fuel price adjustment sees petrol increasing to R29,88 and R30,25 per litre (inland) which is respectively a 11,6% and 12% per litre increase, whilst diesel increases by R2,84 and R3,24 per litre, depending on the amount of sulphur – resulting in a 10% or 11% increase on the base fuel cost of between 35% and 55%.

Diesel fuels a great majority of freight movement in the country, from line haul trucks that link ports and distribution centres to small delivery vehicles supplying local markets.

Since almost every sector depends on road freight, the changes in diesel prices have an exponential and expanded effect on the logistics industry and, unfortunately, the impact of fuel costs is inevitable.

As noted earlier, fuel is one of the biggest variable expenses and it impacts both short- and long-distance operations – it affects all legs in a logistics chain, and some transporters will now face severe cash flow constraints.

Global Pressures Shaping Local Fuel Prices

Global fuel market dynamics play an enormous role in determining fuel prices – supply and demand remains very relevant in what the (global) customer is prepared to pay for a barrel of oil, as well as the perceived shortage that drives a buying spree and thus the price for a barrel. Secondly, as oil is primarily bought with US Dollars, the value of the Rand against the Dollar plays a further (in our case) negative role in resulting in more expensive fuel at the pump.

Unfortunately, the majority of the petroleum products (crude oil and refined petroleum products) consumed in South Africa is imported, and this directly results in the domestic fuel cost either rising or falling.

The October increase was primarily caused by increasing global oil prices, geopolitical concerns, a weakening Rand and the growing instability in the global supply of energy networks. The political turmoil in major oil producing countries has now caused increased volatility to the market, which has led to worries about possible interruptions to the major distribution and transportation routes.

Oil markets typically react quickly to geopolitical risks, pushing crude prices higher and driving up the cost of refined fuel products downstream. For an economy like South Africa that imports oil, the outcome is often inevitable: higher domestic energy prices.

The Ripple Effect Across Logistics

Again, the fuel price increase does not end at the pump price – once fuel prices increase, the cost of moving goods from production sites to distribution centres, and finally to retailers is all exposed to price increases.

Road freight plays a crucial role in the long-distance moving of goods among ports, factories, warehouses, and retail locations.

Freight companies need to remain financially viable, and thus transport companies must choose whether to increase their rates (by a variety of factors of either full fuel price increase or a percentage thereof), or whether they have the financial reserves to withstand the increases. The latter will place pressure on cashflow and reserves. Rate adjustments are often inevitable due to the recurring fuel price strain, even if some transport operators may temporarily withstand the cost to preserve contracts and relationships with clients.

How Operators Are Managing Volatility

The transportation sector has grown increasingly defined by the volatility of fuel prices, and many transport companies adjust by reducing the volume of fuel used – fleet managers lever telematics technology, fuel choice, optimal routing software, driver training, new engine / vehicle technologies, congestion and standing time minimisation / avoidance and even load sharing.

Environmentally friendly driving techniques, better vehicle maintenance, and more sophisticated logistics planning are now essential resources for controlling operating expenses. 

Fuel adjustment methods have been incorporated in several transport contracts, enabling operators to partially compensate for the rapid price changes without disrupting long-term commitments. These approaches may reduce the effects of the rising fuel prices; however, they are not sufficient to eradicate them.

Navigating an Uncertain Road Ahead

The fuel price increase illustrates how vulnerable the country’s transport sector is to international energy trends.

Unfortunately, it is difficult to completely rule out further fuel price increases – already there are indicators are that South Africa is heading towards further fuel price increases in November, should the tensions in the Middle East not be resolved. The ongoing geopolitical tension and the surge in risk, coupled with the supply and demand factor, adaptability will continue to be vital for South Africa’s freight sector.

Transport companies’ strategies for navigating this increasingly unstable operating environment will continue to be shaped by limiting fuel use, enhancing operational efficiency, and preparing for unpredictability.

One thing is certain: In a country that is dependent on road freight, such as South Africa, every adjustment in the price of diesel has consequences extending past the petrol pump, it goes deep into the transport systems that keep the country running.

Gavin Kelly, CEO of the Road Freight Association

A year ago, AI assistants sent this business no visitors. Now they do. For transport, logistics and supply chain companies, the way buyers shortlist carriers and freight partners is changing too.

IMS‘s work with Big Talk Entertainment shows how AI search is starting to influence how South African businesses are found. The lessons apply across the sector, from freight operators, couriers and clearing agents to warehousing, cold chain and supply chain software firms.

Between February and July 2026, Big Talk Entertainment recorded 28 website sessions from AI assistants such as ChatGPT, Gemini and Perplexity. Over the same period in 2025, Google Analytics 4 recorded none. The Cape Town entertainment agency worked with Johannesburg-based digital agency IMS to make its website easier for search engines and generative AI tools to find, understand and cite.

The numbers are still small, and IMS is candid about that. “The direction is what matters,” says IMS’s Chief Disruptor, Francois Vorster. “A way of finding customers that did not exist a year ago now does.”

Over the same six months, new visitors from Google search rose 67%, and people typing the website’s address directly into their browser, often a sign that someone remembers a brand, rose 87%.

Why This Matters for Logistics

Big Talk is not a logistics business, but its corporate buyers behave like yours. They research several suppliers before they make contact, and in logistics a poor choice means late deliveries and damaged stock. More of that research now starts with a question put to an AI tool, such as “Which freight forwarders handle cross-border shipments to Zambia?” or “Who offers warehousing near the Durban port?”

“Choosing a logistics, transport or supply chain partner is a high-stakes decision, so buyers research thoroughly before they request a quote, and more of that research now starts in an AI tool and not a Google search,” says Vorster. “We can’t say for certain how much of the improvement came from traditional search work and how much from the AI-focused work. What we can say is that AI tools have become a measurable new source of visitors for a business that had none a year ago.”

What IMS Did

IMS combined traditional search work with making the business easier for AI tools to find and recommend: improving the website’s technical foundations, rewriting pages to answer the questions customers ask, and keeping the business’s details consistent everywhere AI tools look.

For a logistics business, that means clearly explained services, current coverage areas and routes, fleet and capabilities, licences and certifications, and answers to common shipper questions.

“A few years ago, nobody asked ChatGPT to recommend a band for their wedding. Now many people do,” says Deon Schlebusch, Managing Director of Big Talk Entertainment. “We are not walking away from the channels that have always worked for us, but we’d be foolish to ignore a new one that’s starting to send us business leads.”

A Word of Caution

The results come from Big Talk’s own analytics, comparing 1 February to 31 July 2026 with the same period in 2025. Because traditional and AI-focused work ran together, the growth cannot be credited to the AI work alone, and any link between AI recommendations and direct visits cannot be proven from the data. “We would rather show what we can actually measure than overclaim,” says Vorster.

Logistics businesses should also make sure claims about coverage, transit times, licences and safety records are accurate and verifiable, because buyers rely on what AI tools tell them.

What is GEO?

Generative Engine Optimisation, or GEO, is the practice of making a business easier for AI tools to find and recommend. Where SEO is about ranking on Google, GEO is about being the answer an AI tool gives.

The full case study is available at https://imsolutions.co.za/news/big-talk-entertainment/

Francois Vorster, IMS Chief Disruptor

Deon Schlebusch, Managing Director of Big Talk Entertainment