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PODCAST: No Ordinary Wednesday Ep131 | South Africa’s consumer crunch

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Are South African consumers past the worst of the fuel shock?

Household budgets have been hit by higher fuel prices, rising inflation and pressure on real wages. But fuel prices are starting to fall. The risk is timing. Will relief arrive before households are forced to cut back further?

Host Jeremy Maggs unpacks the consumer outlook with Annabel Bishop, Investec Chief Economist, on No Ordinary Wednesday.

Listen to the full conversation to find out more. Read more on www.investec.com/now

Please scroll down for the transcript if you wish to read instead of listen.

Hosted by seasoned broadcaster, Jeremy Maggs, the No Ordinary Wednesday podcast unpacks the latest economic, business and political news in South Africa, with an all-star cast of investment and wealth managers, economists and financial planners from Investec. Listen in every second Wednesday for an in-depth look at what’s moving markets, shaping the economy, and changing the game for your wallet and your business.

Also on Apple Podcasts, Spotify and YouTube:

Transcript:

00:00: Introduction:

Jeremy

Consumers in South Africa entered the second half of the year on shaky ground. Household finances were already under strain before higher fuel prices, rising inflation, and renewed global uncertainty added another layer of pressure.

Yet the picture is not entirely bleak. Fuel prices are falling. The rand has shown some resilience. Wage growth is gradually improving. The question is whether that relief will arrive quickly enough for households already feeling stretched.

Then, of course, there’s the weather, with early forecasts suggesting South Africa could be heading into an El Niño cycle later this year, potentially bringing below-average rainfall across parts of the country and raising fresh questions about food prices and inflation in 2027. So where does that leave consumers in South Africa?

Hello, I’m Jeremy Maggs. This is No Ordinary Wednesday, Investec’s fortnightly podcast. In this episode, we’re going to examine the forces shaping South African consumers, from fuel and food prices to wages and interest rates.

It’s a pulse check on the household sector that accounts for roughly two-thirds of economic activity and remains one of the most important drivers of growth. Joining me is Investec Chief Economist, Annabel Bishop.

Annabel, welcome back.

01:23 – What is the consumer telling us?

Jeremy

Let’s start with a broad understanding of consumers in South Africa right now. We know they are the engine of the economy. How would you assess the health of the consumer right now?

Annabel

I think we know we’re going through a bit of a difficult patch in South Africa, given the oil price shock and the impact on fuel prices. But just to have a look at where consumers were when that started, and consumers did start the second quarter on a weak foot. Spending growth essentially stalled in the first quarter at 0.1%. The drop came as consumer faced the financial hangover from a festive period.

Obviously, there was some credit stress. So that’s not unexpected for the first quarter of a year. We talk about January-worry, for example. But typically, consumers do tend to see improvement over March and particularly into obviously April and the second quarter. That’s where we’ve really seen some difficulty.

The bottom line, I think, is that, while we obviously are going through a more difficult period, this is not something which is expected to be structural and really not even something cyclical, but more of a once-off event.

02:32 – What does the consumer signal for South Africa’s growth this year?

Jeremy

Annabel, I suspect that you can also do some broad economic extrapolation here. What does the household sector then tell us about the growth outlook moving forward?

Annabel

With consumers experiencing quite a poor hit in the second quarter, disposable income suffering from substantially higher fuel prices, which are expected to be temporary, and we’ve already seen some moderation, the economic impact for 2026 is likely to see GDP growth of maybe 1.3% instead of 1.5%.

Interestingly, that’s not only our view, but it’s also has become consensus view as well. So, this talks to the fact that there’s likely to be a moderate impact on the economic outlook, and I think that’s absolutely key. Consumers are the vital driver, the engine for the South African economy, close to 70%. And with the household consumption expenditure output itself this year running at closer to probably about 1.8% from an expectation point of view, you can see that a lot of the drop-down has rather come from the heavy hit to the trade account.

As we know, consumers will continue to spend their incomes whether they have to spend less on one item and more on another to afford the fuel price hikes. Overall, they’re still spending the same quantum. So really where the impact comes in from the consumer instead will obviously be on the inflation side. But we do not think there’s going to be a enormously detrimental impact on the economy.

Of course, we’ve seen some escalation in the Middle East recently. Expectations are still for a fairly good GDP outcome, but much will depend now how long this latest flare-up occurs in Iran and in the Strait of Hormuz, and of course, if it worsens or not.

04:11- What is squeezing households most?

Jeremy

Across all data points, Annabel, is there a single pressure point that matters most right now?

Annabel

I think if you’re looking at inflation it obviously would be transport. That really has come through with a very big impact and differentiated against different income groups. I think this is also quite interesting as well.

There’s been this very substantial jump in the cost of living or consumer price inflation pressures, as you’re talking about, faced by South Africans this year because of the oil price shock in the Middle East. We started the year with expectations of a benign inflation environment. There wasn’t anticipation that we’d see inflation rise to 4.5%, which is where it is now. The expectation was it would average 3%.

The benign inflation outlook has changed, placing significant upward pressure on household finances, which as we said earlier, already showed higher debt pressure in the first quarter. Interestingly, income earners of over about 300 and maybe 10,000 per annum, they’ve really seen inflation jump from 3% to 5% in May, and that’s the latest inflation figure.

So, in a way it’s almost an income group story as well, which is quite key. If you look at your lower deciles, and if you look at the inflation figures where you have for example 2.6% inflation figure, and it’s actually dropped to 2.3% for very low-income earners, they haven’t had such a big impact from a fuel price perspective. These often tend to be people who are not traveling very much, low-income earners and typically unemployed individuals. That even has seen falling inflation rates right up until your middle decile number five.

This is very fascinating because if you divide income earners in the South African economy into 10 income groups, people who are earning around R300,000 a year are actually in the upper income strata.

This is where the bigger impact has come from the fuel prices and that’s really been a key sticking point. So really the bottom line for consumers is that if you divide the incomes in the economy into 10 groups, your upper income group has really seen inflation rise dramatically from 3%, as we said at the start of the year before the fuel price increases, to 5.3% and likely moving towards 6%. Whereas the lower income deciles, the lower income groupings, if you will, one to five, they’ve seen inflation fall from around 2.5% close to 2% for the lowest income group and even for the mid group from three to about 2.9-2.7%.

This talks to the fact that there’s been quite a different experience across consumers in the South African economy in the face of the oil price shock.

06:46 – How hard has the fuel shock hit households?

Jeremy

Annabel, as you’ve referenced, consumers were already under pressure before fuel prices surged. So, one’s got to wonder then how much damage the oil shock has done and are households still feeling the worst of it?

Annabel

Yes. As we know, the first fuel price hike came through in April this year for South Africans. Even though the Middle East war, the oil price shock, began at the end of February, the month of March was one of calculation where government in South Africa looked at what the impact would really be for consumers. And only in February did we see the first jump.

In fact, the second quarter of this year saw petrol prices rise by R7.76 a litre and that’s a very big jump. And of course, the big impact that it has really had for households. The diesel price rising by about R9.35 for those who drive diesel vehicles. That has cut household purchasing power. It’s affected household finances. So, this really means a number of goods and services consumers can buy with their same income, if we don’t have any salary or wage changes, that declines.

Consumers can buy less and this negatively impacts households, as we said, in the second quarter, while high interest rates also eat into disposable incomes. Let’s not forget that we have also seen the Reserve Bank hike interest rates in May by 25 basis points. Given the latest flare-up in the Middle East, may well do so again now in July.

So, there’s been this differentiation. You talk about how much of this has reached households and how much has worked through. Most of it has come through on a direct causal impact, higher fuel prices straight into the impact on finances and straight into inflation that way.

There has not been evidence of second-round effects, evidence of other goods and services’ prices rising meaningfully. There might be a very slight movement here or there, and that’s even hard to discern whether it’s due to fuel prices. But really, it’s just been this straight direct effect that’s come through so far.

With the Reserve Bank hiking interest rates in May, they did it pre-emptively because they believe there may be some second-round effects but those are yet to manifest if indeed there are any. That’s where we’d look at higher food prices, for example, which haven’t occurred, but should they occur because, for example, fertiliser costs prices have gone up. Agrichemical costs have gone up very substantially.

The good news is that they went up and they came down again. The same obviously for diesel and petrol prices, we’ve seen a few fuel price cuts. Overall, there hasn’t been much impact at all on other categories in the CPI basket.  It’s just mainly been on fuel prices and that’s really where it hits your higher income earners.

09:15 – Ahead of the SARB decision, how have consumers handled a year of high rates?

Jeremy

From a longer perspective, the SARB meets again on the 23rd of July. Before we get to what might happen, on a broader canvas, how has the consumer responded to the interest rate environment that we’ve had over the past 12 months?

Annabel

The Reserve Bank has noted that out of total household expenditure, the average household spends close to 16% on transport under normal conditions, and this increases in fuel price jumps, which obviously then really strain households.

The consumer has really seen an interest rate cut cycle over the past few years. This interest rate hike that we saw in May was the first one. It was a turn in the cycle. If we look at how the consumer responded to interest rate environment we’ve had over the past year or even the past few years, consumers have benefited.

They have seen cuts; inflation drop down and a low inflation target. It has been very beneficial for consumers. Now, of course, as we noted, there was no cut in interest rates in the first quarter of this year, and instead there was a hike in the second quarter. But even it’s a very modest hike. I don’t think it’s had a major impact yet.

Of course, if we go through a series of interest rate hikes, we see another one in July and perhaps further in the year, that’s not expected. It’s not the base case. If we are going to get a series of interest rate hikes, we may get another one in July, but it’s not expected to be persistent. That will of course then have a more serious impact on consumers who will then have to cut back further in terms of expenditure.

This is all being done to limit inflation. CPI inflation on average is at 4.5%, while CPI inflation may be at close to 5.5% for your upper income earners. This is where you see people, as we said before, that the top income bracket in South Africa being calculated by Stats SA around the R310,000 mark. If you look at that per month, it’s probably around 25,000 rand a month.

But that’s something which is not the average experience, but it doesn’t really matter for the Reserve Bank. Some other income groups might be seeing inflation falling overall because inflation is no longer at the 3% inflation target range and it has moved to 4.5% and may move towards 5% and if not above this year. That is why the Reserve Bank would then consider hiking again.

And of course, that’s when you’re going to see an impact to consumers as we start to see the cumulative effects of high interest rates. It really takes probably two to three quarters, if not four quarters, for the full effect of interest rate hikes to feed through. But nevertheless, consumers do need to brace for this potentially.

11:41 – Does inflation block rate relief, or does weak growth keep it alive?

Jeremy

The MPC, from what I understand, faces something of a trade-off here. Does higher inflation rule out then rate relief, or does weak growth such as we experience still keep the door open?

Annabel

Yes. The South African Reserve Bank’s primary objective is price stability. So, they will focus on inflation, to answer your question quickly. The inflation outlook, however, is what’s most important for the Reserve Bank. They make a judgment on where will inflation be in six months to 12 months’ time? And as a consequence of that, they would adjust interest rates now or not do so to try and seek to control, alter inflation in that period.

They don’t do the same with economic growth. We don’t target economic growth. It’s not something which is looked at in terms of the inflation targeting framework. The real sticking point for economic growth in South Africa is structural, as the Reserve Bank themselves have said many times, and that is the fact that we, despite improvements, still see big structural impediments to economic growth at the ports and in other areas of the economy from an infrastructure perspective. We’ve talked before about the difficulties in bureaucracy, red tape, and there’s still the difficulty in investing in the mining sector. Another discussion for another day.

The Reserve Bank will really focus on inflation. They’ll look at things as well like the exchange rate, and what exchange rate movements mean for inflation. There was a comment recently by the governor saying we’ve had lower oil prices, that helps on the inflation outlook. But then, most recently since his comment, we’ve had much higher oil prices.

So, we don’t know exactly what’s going to happen next week when we see the MPC decision, because we don’t know exactly what’s going to happen in the Middle East. If we see a collapse down oil prices back towards $70 a barrel, most likely no interest rate hike. But if they stay sticky where they are, the Reserve Bank may consider another precautionary increase.

13:49 – Why do fuel prices fall slowly, and what does that mean for inflation?

Jeremy

Let me circle back to that oil price debate then. Fuel prices, Annabel, we know rise very quickly, but obviously fall more slowly. Could you explain to us, and maybe this is just a straight economics 101 question, why the descent is so uneven, and what does that mean for inflation?

Annabel

It’s a good point because when the oil price leapt up from $65 a barrel before the start of the oil price shock, and at one point went to a $120 a barrel. We were in line for a bigger petrol price jump than we did see. That is because government took off about R3 to R4 a litre in the general fuel price levy. So, oil price shocks typically do this. You see a massive and very rapid escalation in fuel prices. Then that market shock is typically slow to unwind if there’s uncertainty, perhaps about the impact and the outlook, or there’s uncertainty around the war and how long will it take to get the ships flowing again to get oil prices moving.

We’ve had a slightly different event that globally the high fuel prices, gasoline, that’s petrol for us, and gas oil, that’s diesel for us, have seen quite big drops, even agriculture as well, because such substantially higher prices have really increased margins. There’s been a lot more production and bigger suppliers push down these prices.

We import all our fuel, or we price all our fuel in South Africa on petroleum product imports. Those have been benchmarked against international fuel prices. They’ve seen a decrease, but it hasn’t been quick enough because there are still supply constraints. There are still issues. But nevertheless, fuel prices are expected to continue to come down, just not as rapidly as they went up in the beginning.

15:35 – Are wages keeping pace, or is real income still being squeezed?

Jeremy

Annabel consumers will rightly ask whether wages are keeping up with the costs that households feel or is real income still being squeezed?

Annabel

That’s really the sticking point. Take home pay fell, disposable income, by 0.8% in April. April was the first month we saw a jump up in inflation because we obviously saw that was the first month that fuel prices came through and yes, disposable income fell. So, wages are not keeping up with inflation.

In May again we also saw real wages fall again. This has really made it quite difficult for consumers. If we have perhaps seen salary and wage increases maybe of 3% because that was the expectation that inflation now having reached the target that early this year, maybe in January or February wage setting, was really agreed around perhaps 3% or decided on a 3%. And then suddenly by April we had a fall and then May a 4.5% inflation rate. Possibly by June we might go to about 4.6%, but then we could tick-up towards 5%.

That means that you really are not keeping pace at all, and that cut in terms of real incomes will obviously make itself felt in terms of weakening economic growth as fewer goods and services can be afforded by consumers.

16:56 – What did South Africa learn from the last major El Niño episode?

Jeremy

And if that’s not enough, Annabel, then there’s the weather. So, let’s talk about the El Niño risk later this year. Obviously, it could add a food price shock to the fuel shock. Did we learn anything from the last big episode?

Annabel

El Niño’s very interesting for South Africa. The El Niño means drought for South Africa. It means not only pressure on supply, but particularly pressure on prices. El Niños in the past have really pushed up, they’ve ramped up inflation. Having a look at the El Niño itself as it develops, it’s a weather pattern and it could be perhaps more severe or less severe than is being anticipated. Certainly, the international weather bodies who monitor this have said it’s going to be moderate. It’s not going to be a light or easy one, and it could well develop into a severe one, and perhaps a very severe one.

The last time we had a severe El Niño in South Africa was when we were in the 2015-2016 period. There was another one in the early 2020s but the 2015-2016 was a severe one, which is potentially being indicated for the current weather phenomena that’ll come through.

That really is seen to come through in the November to February period in terms of most of its severity. Obviously, a lot depends on how long it lasts for, when it does occur, whether it does develop into a severe or very severe El Niño weather phenomena, or whether it does not. So still a lot up in the air.

We’ve raised our inflation forecast for next year to about 3.7%. We had an inflation forecast which was a lot lower than that for next year, and part of that was because you just have a big statistical base effect. As you saw inflation jump up in April this year because all the fuel prices went up. So next year, inflation would fall quite substantially because we find ourselves in a situation where we then see that statistical base effect suppress the outcome.

To return to your El Niño question. In the last severe El Niño, for example, fish, which one would think would be afflicted because of what happens in the ocean, it only has a weighting of 0.4%. It’s less than a 1% weighting in the index, and it’s immaterial to the CPI outcome. I think what we really need to do is have a look at the weightings of what are the areas of food, because drought affects food production, that could be affected more because of their weightings.

Even though we did see a jump up in the seafood and fish component by about 20%, the weighting of 0.4% had less than 0.1 contribution to CPI over the entire two-year period. Now, if you look at meat prices, those are weighted by about 5%, and cereal products similarly as well, and that of course is your flour – it goes into absolutely everything, whether it’s biscuits or protein bars. That would have a bigger impact. When we did see cereal price inflation rise, it jumped from 4% to about 18% in the 2015-16 El Niño period.

That’s what happens, food price inflation does jump into double digits and eventually has a 25% contribution. Now, that gave you a 1.1% overall, and CPI inflation rose by 12.3% from the end of 2014 to the end of 2016. It wasn’t only food that was really infected. Yes, cereal products jumped up and meat products, but agriculture wasn’t the main driver of the jump in inflation that period because the economy’s seen quite a lot of maturation.

The inflation impact reflects the breakdown in terms of where goods and services and prices come from. That really affects consumer spend. With the economy becoming more sophisticated, more mature over the past several decades, a severe El Niño would have a much more detrimental impact to economy in the ’60s or ’70s or ’80s than it would have an economy in the 2000s.

While we think there will be some impact, we don’t think it’s going to be as severe, even if it’s a severe El Niño, based not only on the experience of the last one, but also based on the fact that there are many other goods and services which consumers now spend on, which obviously won’t be affected by the El Niño, such as furnishings, household equipment, healthcare costs and transport.

That will dull the impact somewhat because overall the component of food is less than 20% in the CPI basket, and that of course includes beverages as well as other areas of agriculture. So different times and revisions to CPI baskets every five years by the Reserve Bank have brought in other goods which would be less affected. And we don’t think it’s going to be something which would be as severe in the past as it would have been in the ’80s for people who could perhaps remember the detrimental impact that very bad El Niños had then.

21:34 – Six months from now, what could lift consumers?

Jeremy

Let’s finish with this, Annabel, and maybe a project if we can. If you and I are sitting here in six months’ time, what needs to happen for consumers to feel better off, and what is your biggest worry or what is the biggest risk that might derail that story?

Annabel

I think consumers would feel much better off if not only we reversed these fuel price increases of around R6/R7 – where we’re sitting now. We’ve had some cuts and there’s been a lot of movement. If we went back to where we were sitting in January or February in terms of fuel prices, and we even got fuel price cuts, that’s an interest rate cut. That would obviously make consumers feel much better. But of course, that’s not expected.

We expect to rather see a slower pace of return to normality in terms of fuel prices. Perhaps by the fourth quarter end of this year, we’d start to see the fuel price effect really work its way out, certainly by the end of the first quarter of next year. The Reserve Bank will remain caution. Interesting credit rating upgrades and many other factors also help in terms of making the Reserve Bank more comfortable in its interest rate environment, including the big improvement in our government finances and our low inflation target.

We’ve entered the crisis in a very strong footing with a low inflation rate, with improving government finances, fiscal consolidation, and of course the improvement in the investor climate. All of those are helpful, but we just need to get through the hump. We just need to get through this period of high fuel prices. And we don’t expect there’ll be a jump in food prices when the planting season begins in October/November this year from oil price shock. Instead, there’s worries around the El Niño and how it’ll affect our food component. But again, it’s not expected to be very extreme.

It looks like we, we’re probably in for the same type of stress that we’ve really seen from a consumer period for most of the rest of this year. But there really is a good signal that from next year, we should see consumers experiencing an improvement in their finances. Longer-term, we anticipate further interest rate cuts. We anticipate a return to the low inflation target, and that helps consumers from a real income expenditure perspective.

Ghost Bites (DRDGOLD | Hudaco | Richemont | Supermarket Income REIT)

In this edition of Ghost Bites:

  • DRDGOLD released a refreshingly conversational presentation on their capital projects
  • Hudaco locked in the world’s strangest (or most efficient?) share repurchase
  • Richemont’s blowout sales growth brings luxury back in vogue
  • Supermarket Income REIT is raising £100 million (R2.2 billion) for acquisitions

DRDGOLD released a refreshingly conversational presentation on their capital projects (JSE: DRD)

They are in the peak of their capex cycle

DRDGOLD is busy executing its Vision 2028 strategy. This is an extensive capital programme designed to substantially increase throughput at the company’s underlying operations. Such is life in the mining sector – whether you operate underground or with surface tailings, you still need to spend money today if you want to make money down the line.

Full credit to the company for the language used in this presentation. They’ve done a good job of trying to simply complex concepts. For example, they explain that in 2023, they were “running out of room” at both Ergo and FWGR. The issue at Ergo related to tailings capacity and margin, whereas FWGR was lacking scale.

The net result of that issue? An infrastructure plan aimed at increasing throughput from 2.15 million tonnes per month (Mtpm) to 3Mtpm.

They began with an energy project at Ergo at a cost of R2.9 billion. The solar plant and battery energy storage system generates 47% of Ergo’s energy needs, helping the company avoid peak tariffs. Load shedding may be a thing of the past, but the economics generally still make sense in these projects thanks to Eskom’s tariff increases.

With that out of the way, DRDGOLD could move forward with five key projects and a total capex plan of R10 billion. This includes a number of projects across Ergo and FWGR.

The presentation goes into extensive detail on each of these projects, but even the efforts to explain the projects “simply” aren’t enough to offset how technical they are. I’m certainly not an engineer, so I won’t comment further on them.

Luckily, there’s a language that I can speak: a chart showing the capex profile from FY24 to FY29:

Ghost Bite: As you can see, we are in the peak of this capex cycle. The timing of this presentation is no accident, as the company obviously wants to remind the market why they are spending all this money.


Hudaco locked in the world’s strangest (or most efficient?) share repurchase (JSE: HDC)

Talk about a market anomaly…

Hudaco announced a very odd share repurchase. On the 14th of July, the company repurchased nearly 1.5 million shares for a total price of R283 million. This is a casual 4.855% of the total shares in issue, repurchased on a single day.

For context, the average traded volume in Hudaco shares is 26,351 shares per day (according to Moneyweb data). In other words, this repurchase represents nearly 57x the average daily volume traded. Odd.

Now, block trades like these can be arranged between parties and can still be done through the JSE order book. But here’s the weirdest part: Hudaco says that there was no prior understanding or arrangement between the company and the counterparties.

For this to be correct, holders of nearly 5% of shares in issue casually offered these shares at R189 per share and watched Hudaco buy them.

Is it possible? Technically, yes. Is it weird? Yeah, it is.

Ghost Bite: The share repurchase is within the authority given at the last general meeting, so perhaps someone wanted to get out of their position and figured that Hudaco would be on the bid. Still, it’s a wild amount of shares to go through on a single day. The repurchase authority (5% of shares in issue at the time of the authority) has almost been fully utilised.


Richemont’s blowout sales growth brings luxury back in vogue (JSE: CFR)

You won’t often see 20% growth from a company of this size

Richemont released results for the quarter ended June 2026 that set many tongues wagging. I don’t think anyone was expecting a rather spectacular 20% increase in constant currency sales! Reported sales (i.e. net of currency movement) are almost as good, up by 17%.

Jewellery Maisons did the heavy lifting, up 24% at constant rates. Specialist Watchmakers put in a decent, if not spectacular performance. That segment grew sales by 8%. The “Other” bucket, where Richemont chucks all the other stuff, grew by 9%.

Onwards to the geographical split, which is very important at Richemont and for the luxury sector at large.

We find the Americas with an outrageous 27% increase in constant currency sales and a contribution of €1.67 billion in sales. This puts it even further ahead of Europe (€1.43 billion), where sales were up by only 11%. I must point out that 11% is still a solid outcome!

But the star of the show, if you consider size and growth rate together, was Asia Pacific. The region increased by 21% on a constant currency basis, coming in at just over €2 billion in sales. Sales in China rose by double digits, putting the shine back on the luxury story.

In the smaller segments, we have Japan with an exceptional 36% increase in constant currency. The yen has been a wild story, so this is only 20% in reported currency. Japan contributed €0.6 billion in sales, so this growth rate must be read in the context of the smaller base.

Middle East & Africa wasn’t great, as you might expect, with the conflict in Iran playing out in this quarter. Still, sales growth of 3% in constant currency is impressive against that backdrop. The region contributed over €0.5 billion in sales.

Richemont notes that some of the spend that would’ve been in the Middle East transitioned into Europe. Therein lies one great truth about the wealthy: they tend to be just as mobile as their capital!

If we look by distribution channel, then we see a promising picture for margins. The retail channel grew sales by 24% in constant currency, while wholesale and royalty income was up 9%.

Online retail remains an anomaly in this space, up 18% despite being tiny in comparison to the rest of the retail operation. I still don’t see much of a market for people spending a fortune on jewellery and timepieces online vs. in boutiques.

Ghost Bite: Clearly, the wealthiest people in the world are doing just fine, thanks. Importantly, they also seem willing to spend money in China. That’s a big deal for the luxury market, with Richemont closing 6.6% higher on the day.

116
Luxury back in vogue?

Are you buying luxury stocks based on this?


Supermarket Income REIT is raising £100 million (R2.2 billion) for acquisitions (JSE: SRI)

They will be raising from a mix of institutional and retail investors – but not from South African retail investors, sadly

Supermarket Income REIT kept SENS nice and busy on Wednesday. They announced the acquisition of three supermarkets, as well as the terms of a capital raise to support that acquisition.

We begin with the acquisitions. Supermarket Income REIT will acquire a portfolio of three supermarkets for a total of £118 million. The average net initial yield is 6.9%.

These are triple-net leases, which means that the costs associated with maintenance etc. are borne by the tenant. This de-risks the property for the landlord, allowing them to focus on the optimal funding structure without variability in the underlying cash flows. The exception is if the tenant goes bankrupt, but tenants like Sainsbury’s and Tesco should be just fine.

The leases have inflation-linked rent reviews with caps and floors. Each lease is different of course. The floors range from 0% to 3%. The caps range from 4% to 5%.

Now, how will they pay for these properties that are expected to transfer in September this year?

First, I need to point out that the pipeline of acquisitions is actually much bigger than just these three properties.

Supermarket Income REIT has its eye on nine grocery assets for a total of £216 million. In addition to the aforementioned three assets, they are looking at five UK supermarkets and one distribution asset (i.e. a warehouse). In all cases, the tenants are investment grade grocery tenants, so the fund is doing exactly what is says on the tin.

To give further context to the extent of the portfolio, the company directly and indirectly has 131 supermarket assets across the UK and France. This includes the joint venture exposure, like the 50:50 venture with Blue Owl Capital. Buying nine properties is meaningful, but not ridiculous when seen as part of the bigger picture.

Like all good property funds, Supermarket Income REIT uses debt to try and juice up equity returns. They recently issued £250 million in unsecured bonds at a fixed rate of 5.125%. They recently refinanced £445 million in debt across six lenders. Even with these new transactions, the group loan-to-value ratio won’t exceed 45%.

Along with the use of debt, a raise of £100 million in equity will be enough to help the company pursue this pipeline. They are reserving the right to increase the size of the raise if demand is strong enough.

The raise will take the form of an accelerated bookbuild in both the UK and South Africa. There’s a retail offer as well, but only in the UK. South African retail investors aren’t being given a bite at this cherry, unfortunately.

Importantly, the issue isn’t underwritten by any major investors. In terms of insider activity, certain directors (including the CEO and CFO) will participate to the tune of around £0.18 million.

Ghost Bite: At least South African institutions are being given an opportunity to consider this raise. This is exactly why a fund like Supermarket Income REIT is listed on the JSE.


Results of previous poll:


Nibbles:

  • Director dealings:
    • Afine Investments (JSE: AFI) announced that a few directors and related parties elected the dividend reinvestment option instead of receiving cash. The total value of the reinvestment across these parties was around R625k. It’s certainly not as strong a signal as an open-market purchase, but it’s still positive.
  • Newpark REIT (JSE: NRL) has renewed the cautionary announcement related to a proposal that would allow shareholders to monetise some or all of their shares in the company. At this stage, there’s no guarantee that any such proposal will be finalised or implemented, hence the need for caution.
  • Eastern Platinum (JSE: EPS) has announced the appointment of David Li as the CFO. He has extensive experience in the mining sector, gained across multiple regions over the past two decades.
  • Numeral (JSE: XII) released a change statement that details multiple adjustments to the financials for the year ended February 2025. This is never a good look, although it was a complex year that included a recovered interest of 50% in Cryo-Save. There’s almost no trade in the stock anyway, so few people will really care about FY25. If anything, the focus will be on the financials for the year ended February 2026. The biotechnology and healthcare services segment saw revenue more than double to nearly $1.8 million. Operating profit more than tripled to $426k. Oddly, the group also has a financial services segment, where revenue more than tripled and profit increased tenfold to $141k. If this company wants the market to give it any attention, they will need to put much more effort into telling the story to investors.

Ghost Bites (Alphamin | Brait | Tharisa)

In this edition of Ghost Bites:

  • Alphamin continues to ride the tin wave
  • Brait, while promising a value unlock, is executing a rights offer to put more money into Virgin Active
  • Tharisa’s production metrics and projects are on track

Alphamin continues to ride the tin wave (JSE: APH)

It’s just a pity that sales volumes were flat

Alphamin has announced its Q2 EBITDA guidance. The way the company reports is that they release extremely detailed “guidance” for the quarter that just ended. They subsequently release detailed financials as well, but by then the market has already been given the most important information.

For the quarter ended June 2026, Alphamin achieved record EBITDA of $167 million, up 6% vs. the previous quarter. This is despite an almost perfectly flat outcome in contained tin sold, so this uplift is thanks primarily to a 5% increase in the average tin price achieved.

The dip in processing recoveries that led to the disappointing outcome in tin volumes will need to be managed carefully, but these risks are a feature of mining.

The net cash position has decreased from $140 million to $91 million after paying significant distributions to shareholders. There were also large amounts for taxes in this quarter.

Other than the usual risks of operating in the DRC, the company is also monitoring an Ebola outbreak in the northeastern part of the country. Thankfully, this hasn’t impacted the area in which the mine operates. As disease outbreaks go, I don’t think it gets much scarier than Ebola.

Ghost Bite: Tin prices have been boosted by demand for the commodity in AI applications. I’ve seen it referred to as “the metal of computing power” – a nice way to remember it. Alphamin’s total return over 12 months is an incredible 61%. On a year-to-date basis, the total return is 19.4%.


Brait, while promising a value unlock, is executing a rights offer to put more money into Virgin Active (JSE: BAT)

And no, there are no prizes available for guessing who one of the underwriters is

Brait has been one of the more disappointing stories on the JSE over almost any time period. They’ve had some bad luck along the way, like the impact of COVID on Virgin Active, but there have also been a number of other issues.

With the company promising a value unlock to shareholders, they are now taking the most unusual step of raising R2.5 billion in a rights offer. Usually, a value unlock means that money flows from the company to its investors, not the other way around!

Part of the justification is that the company needs to redeem the convertible bonds for £138 million. Fair enough. But the other reason is that Brait is throwing another £108 million at a Virgin Active capital raise of £175 million. This may well be the right thing to do in this situation, but unfortunately the group’s investment track record isn’t anything that a personal trainer would be proud of.

In case you’re wondering about the balancing figures, Brait also has access to an existing revolving credit facility, so they are just swapping one type of finance for another. They also have the net proceeds from the sale of shares in Premier (JSE: PMR), Brait’s shining success story (no sarcasm there – it’s a great business).

As is usually the case when Christo Wiese is involved in a company, the rights issue is being underwritten by Titan Financial Services. To be fair, at least this offer has other underwriters as well in the form of various asset managers. Shareholders are also able to apply for excess offer shares, so there are some elements to this structure that make it fairer to minority shareholders than is sometimes the case.

Underwriting never happens for free. The underwriters will be paid 1% of the aggregate offer price, or a cool R25 million.

Ghost Bite: Brait’s share price has been a rather bleak story. I’m glad I haven’t been invested here. The closest I get to Brait is contributing to their income statement via regular smoothies at Kauai.

162
An unusual value unlock

Does this approach make sense from Brait?


Tharisa’s production metrics and projects are on track (JSE: THA)

As you would expect during a period of heavy capex, net cash has decreased

PGM and chrome miner Tharisa has released a production report for the third quarter ended June 2026. They believe that they can deliver their FY26 guidance based on the year-to-date performance.

Importantly, the underground project is on time and in line with budget at this stage. This is a major transition for Tharisa that should further improve the investment case for the group.

On a quarter-on-quarter basis (i.e. Q3 vs. Q2), PGM production was up by 15.5%. This was driven by a significant improvement in recoveries and a better weather environment vs. the preceding quarter. Chrome production dipped by 2.5%.

Commodity prices haven’t played ball lately, with the PGM basket price down in the past quarter. Tharisa, like all mining houses, has to try and invest on a through-the-cycle basis. When prices are particularly high, they bank the excess cash and thank their lucky stars. When prices are under pressure, they have to vasbyt and stick to the plan.

The underground project, as well as Karo Platinum, will put pressure on the capex budget and thus the balance sheet. Debt has increased significantly from $129.6 million at the end of March 2026 to $188.1 million at the end of June 2026. The net cash position has dropped from $54.7 million to $10.7 million.

Importantly though, they are still in a net cash position!

Ghost Bite: Tharisa’s share price is down 8.6% year-to-date thanks to the PGM sector blowing off some steam. The total return over three years is 46%. Mining cycles tend to be longer than that, but that’s a decent indication of strategic delivery to shareholders.


Results of previous poll:


Nibbles:

  • Director dealings:
    • The CEO of Bytes Technology (JSE: BYI) bought shares worth around R2.3 million. But this purchase was eclipsed by an independent non-executive director, who bought shares worth R9.3 million! It’s always very encouraging to see on-market purchases like these. Remember, VCP also recently bought a chunk of shares in Bytes. The share price is up 19% over 30 days and 14% year-to-date.
    • The CEO of Africa Bitcoin Corporation (JSE: BAC) bought shares in the holding company worth R86k.
  • Copper 360 (JSE: CPR) announced that the mining contract for the Rietberg mine has been awarded to Cementation Africa, the mining business that emerged from the Murray & Roberts corporate collapse. The contract is worth R874 million and is structured as a “strategic alliance” – that certainly sounds a lot friendlier than many of the construction contracts that end in disputes and large claims. Let’s hope that this one goes smoothly. This is a significant step for Copper 360, particularly as the share price has suffered a catastrophic decline of 91% over three years.
  • Spear REIT (JSE: SEA) announced that the Competition Commission has approved the acquisition by Spear of the three office buildings at 1 Sportica Crescent, Bellville. Transfer is expected during September 2026.
  • Raubex (JSE: RBX) has renewed the cautionary related to the ongoing evaluation of strategic options related to the investment in Bauba Resources. My view is that they need to try get out of that asset entirely, as it isn’t a good fit with the rest of the group. Much easier said than done, of course!
  • Datatec (JSE: DTC) announced that the deal related to the refinancing of Westcon International and the investment in a minority stake by General Atlantic has been delayed by a few weeks. The closing date has moved from 14 July 2026 to 4 August 2026. A delay is not uncommon in corporate transactions.
  • Lewis (JSE: LEW) announced that Global Credit Ratings (GCR) updated its credit ratings to AA-(ZA) and A1+(ZA) for long- and short-term debt respectively. As lending money is core to the Lewis business model in furniture retail, having cheaper access to finance is extremely helpful for margins. Ratings upgrades don’t tell you anything about whether the shares are a good purchase at this price, but they sure do tell you a lot about the underlying financial health of the group.
  • I generally don’t comment on ongoing share repurchase programmes, but I’ll make an exception for Reinet (JSE: RNI) given the significance of their decision to return excess cash to investors. Between 6 July and 10 July 2026, they repurchased shares worth R582.6 million.
  • Shuka Minerals (JSE: SKA) has completed the eighth drill hole at the Kabwe Zinc Mine. The “Speaks” orebody seems to be returning better results than management anticipated, so that’s positive.
  • Master Drilling (JSE: MDI) has now received the necessary approval from the SARB for the special dividend of 40 cents per share. The payment date is 17 August 2026.
  • PPC (JSE: PPC) has beefed up its board with the appointment of a highly experienced banker as an independent non-executive director. Nick Pagden, who has served as Chairman of Banking South Africa at Citigroup since 2022, joins the board (and investment committee) with effect from 1 October 2026. I enjoy seeing skills like these on corporate boards.

The Finance Ghost Plugged in with Capitec: Entrepreneurship without excuses – the Planetworld story

In Season 2 of this podcast, The Finance Ghost talks to South African entrepreneurs about the ideas, choices and turning points behind building a business from scratch.

Listen to the podcast:

From humble beginnings selling Bluetooth car kits to building Planetworld into a diversified importer and distributor of 78 global brands, Planetworld co-founder and CEO Maurice van Heerden shares a refreshingly honest view of what it takes to scale a business. 

In this episode, Maurice shares why culture and curating a team of winners are key to thriving in South Africa’s tough market. While the product range varies from musical instruments and pro audio to smart home tech and consumer electronics, the foundation of this business is its people. 

Episode 3 covers:  

  • How Planetworld grew from a small family business into a distributor across multiple industries
  • Why focusing on what you can control is critical in volatile markets
  • Building a culture that celebrates trying (and failing) rather than not trying at all
  • The role of people, partnerships and saying ‘no’ in scaling a business
  • Why most entrepreneurs underestimate the 20-year journey
  • The power of understanding your client deeply and owning that relationship
  • Expansion ambitions across Africa and beyond
  • Lessons from Capitec, Netflix and other culture-driven success stories
  • Why entrepreneurship isn’t for everyone

The Finance Ghost plugged in with Capitec is made possible by the support of Capitec Business. All the entrepreneurs featured on this podcast are clients of Capitec. Capitec is an authorised Financial Services Provider, FSP number 46669.

Read the transcript:

The Finance Ghost: Welcome to this episode of The Finance Ghost Plugged in with Capitec, where I get to chat to some really interesting South African business owners and understand more about their journey to get to where they are today.  

In this episode, I am thoroughly looking forward to speaking to someone who is no stranger to the audio world and podcasting. It’s quite rare that I get to chat to someone who has a better microphone than me, better headphones than me and a lovely Shure background there.  

That is Maurice Van Heerden, co-founder and CEO of Planet World. Maurice, thank you so much for doing this. I can’t wait to chat. I actually know a fair bit about this industry based on my upbringing and my dad having been in this industry forever.  

So, lots and lots of cool nostalgic memories of going to music stores, helping to deliver stuff; really growing up in an entrepreneurial household in this space. Thank you for doing this. It’s great to have you. 

Maurice Van Heerden: Thanks. Appreciate it. Yeah, it’s really great to be here and share our story and looking forward to a great conversation. 

The Finance Ghost: Yeah, absolutely. So, let’s dive straight in. We are all very accustomed to hearing about how tough it is to grow a business in South Africa. As an importer and a distributor of products, as Planet World is, you really do have to deal with so much of the tricky stuff, right?   

You’ve got to deal with the rand, which jumps around all over the place. It’s been better recently, but we all know how hard it’s been over the years. Delays at the ports, import tariffs. It’s really a Venn diagram of so many things that make it difficult in South Africa, and yet here you are.  

I think just to set the scene, give us an overview of the Planet World business, so people know what you’ve built; and maybe just some more context to the journey over what is essentially two decades, right?  

Maurice Van Heerden: 18 years ago I was a schoolteacher in the UK. My brother was working with a small business called Planet Electronics, and he convinced me to come back.  

Collectively with my two brothers and my father, we bought the business. And at the time, they were selling Bluetooth car kits and parking sensors. That’s kind of where the journey started.  

But today we’re a pretty significant importer across several different industries. We have roughly 200 staff across our different locations in the country (we have four). We supply roughly 3,000 customers on a monthly basis. And we do that across a bunch of different verticals.  

So, the first is the one that you’re close to, which is musical instruments. We have a big portfolio of musical instruments that we supply across music stores. We then also have a pro audio division, which is essentially any large-format sound.  

So, if you think of the sound that goes into a stadium, into a concert arena, into a house of worship, or into the education sector, into schools and so on, any large gathering of people, the audio and heavy equipment required for those is what we import and distribute.  

We also have a residential business. If you think of any high-end home audio, home automation and lighting and security, we have a business that services those needs.  

And then we have a very strong retail business where we have recently mostly focused on audio, but we’re also starting to focus increasingly on consumer electronics, especially smart products around smart cleaning and so on that we import and distribute to retailers across the country.  

And then lastly, we’ve got an automotive business. The automotive business is actually how we started. Back in 2008, we started importing infotainment systems for vehicles, and that’s really how the business got on its feet. 

Today we’re the largest importer of car audio. We import six or seven leading international brands and distribute those across retailers and fitment centres and dealerships in the country. We’re very diversified, and we work through a lot of complexity.  

But I suppose to your point, to give you a very simple answer of how we deal with the complexity, and certainly the outside influences, is that I really just don’t care. I don’t really think about it.  

All sorts of things like currency fluctuations and import tariffs and duties are totally out of our control. And so, as a business, we try and focus on the things that we can control. We are all subject to this, and all the competition that we have in the market are all subject to the same challenges, and they’re totally out of our control. So, wasting any of our time being concerned about them seems like a waste of time to me.  

The things that we can control, of course, are great customer service. We’ve got 3,000 customers that buy from us on a monthly basis. And these are businesses, so they require our products and services to survive. We take the customer experience really seriously.  

We also take our people really seriously. And we try and create an environment that’s fun and challenging and exciting, where people really belong and feel like they’re achieving something.  

And then, of course, we have great relationships with suppliers, and we manage those closely, and we work very closely with our suppliers to develop the South African market.  

And so those are things within our control, and that’s kind of what we focus on.  

We also really cherry-pick the brands that we work with. So, we’re very fortunate to be in a position that we are a desired distributor by international suppliers. We say no a lot more often than we say yes. 

In order for us to take on a product, we need to really love the product. Our values need to align with the supplier. We need to feel that the product really is leading in its market and that they’re really progressive and building a great business we can piggyback off.  

And, of course, that our values align as a business, that we know this is a partner for the long term, and we enter into that partnership with the best potential outcomes for both them and for us. Those are the things that we can focus on. And that’s really what our energy goes into. 

The Finance Ghost: Love it. There’s so much cool stuff in there. This is exactly why entrepreneurship is so exciting, right? Because when you go and read about the biggest companies in South Africa, they will so often blame the economy for slow growth.  

And half of it is true, because it is very hard to grow at that size if the economy is not in your favour. But some of it is just a cop-out by listed company executives, as opposed to people who need to eat what they kill, right? Like entrepreneurs. That’s part of why entrepreneurs are just so great.  

And it’s exactly as you’ve described it there. It’s focusing on what you can control, not being hamstrung by all of the external reasons why something won’t work. Obviously, you have to be careful. There’s no point in running into a burning building and thinking that it’s going to work out well. But if you just do the right stuff over time, then you’ll get there as you’ve done, which is fantastic.  

It’s two decades almost – about 18 years I think you said. And it is amazing to me how often I’ve seen it in my advisory career. Even now speaking to entrepreneurs, two decades seems to be the amount of time it takes for a business to really become a settled thing of value, that can exist beyond the original founder.  

It seems to take that long. I’m not sure what it is about that length of time. I’m only in year six of The Finance Ghost. So, I don’t know yet. But if you think back on your two-decade journey, what do you think it is that makes it take that long?  

And maybe as part of that, you can also just speak to the people around you. You’ve spoken about this team of winners, but it sounds like there are other execs involved, there are co-founders. What does that journey really look like for you? 

Maurice Van Heerden: This is by no means a one-man enterprise. As I mentioned, we’re a team of roughly 200 people. We’ve got an executive team; we’ve got quite an extensive management team.  

I do think, and I can only speak for my instance, the reality is when you start the business, you’re typically naive and quite stupid, to be totally honest. You don’t really know the levers that you can pull to make your business successful. You screw it up a lot. And I could tell you countless stories of things that I’ve screwed up, but it’s part of the journey.  

Something that’s potentially a personality trait, not something that I think you necessarily can learn (maybe you can, but in my experience, you either have this in your personality, or you don’t), is to not have this fear of failing. And by failing, I don’t mean mass failure and the entire business closes, and you have to sell your house and live on the street.  

What I mean is trying things and then being so pessimistic that you want certainty of the outcome. And so in fact, what you don’t do is try. You rather just kind of stay within your safety net. 

I think that’s a personality trait that’s consistent with entrepreneurs in general – they’re not afraid to try.  

In fact, we’ve got an internal culture document. One of the things about maturing over time is that in the early days, I never even thought about culture, what kind of business we wanted to be and how we wanted people to perceive us. And if we as a business took a look in the mirror, what did we want to see? I never even thought about that. It didn’t even cross my mind.  

But one of the things that we have now, we’ve got like a Planetworld standards document. And one of the standards is that we celebrate failure. And hidden in that sentence is that what we are really hard on is not trying. Never in this team at Planetworld are people punished for failure. Where people are taken to task is when they don’t try.  

And so, I’d much rather have a team of people that are constantly pushing the edge and trying new things and trying to approach problem-solving in a unique and different way and screwing it up. I’d much rather have that than a team of people that are hiding behind a computer and not trying to solve the complex problems, because the reality is somebody else is going to solve them and then you’re stuck behind.  

But this all sounds like wisdom now, but it has taken 20 years to get to the point where I and my executive team and management team are very, very clear about these things. And we’ve got a very clear culture and dynamic and way that we work that really works within our industry and within our business.  

When you’re young or when you’re just starting, it’s very difficult to know those things. To some degree, that’s where people will lean on mentors or their formal education for guidance. But in reality, the real world is a lot more complex, and it’s a lot more challenging and difficult. And you will have to take on challenges that no university can prepare you for.  

And I think this inherent non-fear of failure is probably the strongest quality that you can have.  

To speak to your point of the 20 years, as you mature as a business, you start to figure out what you’re really good at and what you’re not so good at. And you start to lean into the things that you’re really, really good at. And me as a leader in the business, it’s also very important for me to know what I’m not good at.  

There are certain things that I’m good at, but there’s a hell of a lot that I’m really, really not good at. And over time, I’ve managed to bring people in not only as management and as executives, but also as owners in the business who are really, really good at the things that I’m not good at.  

I’m a big-thinking guy. I love risk, love the next big opportunity. I’m hugely optimistic about the world around me, and I see success everywhere. But unfortunately, life doesn’t work like that. So, I need people around me that will also just ground me and give me the realities and lean into the facts and the data so that I can make strong decisions for the business.  

And I’ve been very lucky that I’ve got a team of absolute rock stars around me. We all complement one another, but inherently we all have this same very ambitious drive to win. 

That’s really what the foundation of this business is. Whether we sold toilet paper or musical instruments, we would be successful at it because of our drive and our culture and the way that we work. 

The Finance Ghost: Again, so much wisdom in there, which is fantastic. I love that reference to fear of failure. And like you say, it’s not enormous, life-changing, life-ruining failure, like I’ve lost everything. Everyone should be fearful of that, clearly. But I do agree with you that if you are a risk-taking person, you’ve just got a way better chance of cracking it as an entrepreneur.  

And there’s nothing wrong with this, but if your idea of success is to go and have this very long career in one place and you kind of work your way up the ladder and everything – sometimes I’m jealous of those people because it strikes me as a simpler life. Look, I’m sure you’ve had these moments as well where you look at what you’re doing, you’re like, why am I like this? Why is this inside me? You know? [Laughs]. 

Maurice Van Heerden: It’s also a very boring life, in my opinion. I agree with you. Some people find comfort in predictability and security.  

The first thing I say to any senior person that’s coming into our business, and sometimes it scares very talented people off. But I always say, if you’re joining Planetworld because you’re looking for job security, please don’t come.  

And I say that because we’re not the type of business that offers job security. What we offer is a lot of freedom to solve very complex challenges in your own way and to be super creative about how you do it. That’s what we offer. So, when you work here, you’ll be very challenged. 

You will get a lot of freedom, be given a lot of responsibility, and of course with that, some expectation. And if that excites you, then brilliant.  

But it doesn’t excite everybody. Then I always say, well, I’m sure you could find a job at ABSA because you probably work there for 30 years and do well, climb the corporate ladder slowly. This is not that kind of place. And I don’t think any entrepreneurial, truly entrepreneurial environment is like that. I just don’t think it works. 

The Finance Ghost: No, absolutely. Look, just to be clear, you know, the reference to ABSA there is not because of who’s sponsoring this podcast. It’s really just corporates that have that slightly older-school culture. And it is like job security, safety. There are a lot of people who crave that. To be honest, I think most people crave that.  

And it’s really just this crazy few who want to go out there and disrupt and do these things. And maybe that’s why you bank with Capitec hey? Because that DNA is firmly there, based on the experience I’ve had. 

Maurice Van Heerden: We do an annual management get-together. And in that get-together, we look at the year ahead and some of what our big audacious goals are. And last year I actually presented the Capitec story as part of our executive session.  

I’d been at a talk at Capitec a few months before. Then I was absolutely blown away by the way that they’ve managed to build this business of enormous scale, yet retain this loose entrepreneurial style, which is very, very uncommon, and especially in banks.  

Banks by their very nature are quite rigid. They’re complex businesses. Yet Capitec was this extremely entrepreneurial start-up kind of environment, but in a very significant big bank. And they’ve since extended that into business banking. Obviously we bank with them and very proud to be banking with them.  

But another good example would be Netflix, which also retains – a lot of our culture stuff is really just plagiarised from Netflix. You can build significant businesses that perform by all the measures that you would be expected to and yet retain this very loose entrepreneurial style of doing business, where you’ve got great people that are all working towards a common cause.  

And because you’ve got great people, you don’t have to create a thousand rules to protect yourself from the stupid people [laughs] because you don’t have any. You’ve got real talent in your business that’s super ambitious. And that’s very much something that we’ve tried to imitate. 

The Finance Ghost: Oh, I love that. That’s very, very good. I actually have TJ Strydom’s book on Capitec on my desk. And I always remind myself what I took from that book was if you just focus on the thing you’re really good at and you focus long term on it, you can do exceptionally well.  

Every entrepreneur at some point doubts themselves and goes, “Oh, I need to do 100 other things. Maybe I should go into this or go into that.” – or it’s a slow month or whatever. You’ve just got to keep that true north.  

Yours sounds like culture, actually, above all else. I was going to ask you with all these product categories and your finger in so many pies and yes, audio is the thing that just brings it all together. 

What actually brings it all together maybe is just the culture, actually. Maybe that’s what makes Planetworld so interesting. You could almost sell anything. As you say, look, you’re selling cool stuff. I mean, let’s call a spade a spade. Musical instruments, audio, those epic home systems. Very fun products.  

But it’s the culture, right? That’s actually what ties it all together. It’s not the product range. 

Maurice Van Heerden:  I believe so. So early on it’s very difficult to establish yourself as a recognised distributor in South Africa. Especially when you don’t have large amounts of capital behind you, which we didn’t have. I was a schoolteacher and my brother was a waiter.  

So, it takes a lot of time and a lot of hard work to get going. But once you have a little bit of a name for yourself, you just need that one product that retailers like, or the one product that has quite a lot of demand in the market that kind of sets you off on a journey.  

But now we distribute 78 global brands. I would be very surprised if there are any distributors in the country that do more than that. And the thing that allows us to deal with the complexity and allows us to deal with all the different industries, is that our culture remains the same throughout, and they are also very different industries.  

You come from a musical instruments background. That’s guys with ponytails and Led Zeppelin T-shirts; relaxed. And there’s a certain way that they communicate with each other. There’s a whole vibe about that industry. 

The Finance Ghost: In my dad’s case, it was an Afro and Led Zeppelin T-shirt straight out of the 70s. It’s amazing. Those photos make me happy. 

Maurice Van Heerden: I can see where the afro comes from! [laughs] So that’s one industry. But on the other side we do pro AV business, so we basically service corporate South Africa with all of their boardroom solutions, video conferencing equipment and so on. And that’s stiff. I always say that’s pointy shoes and button-up shirts.  

We at Planetworld maintain this – we’ve got a very casual, loose style. When somebody from our business turns up, it’ll likely be in a cool, unique-design Planetworld T-shirt and jeans and a pair of Jordans or something. They will be a highly competent person that’s genuinely interested in delivering the best value for you as humanly possible.  

A high level of integrity – they’re not there to siphon money off you. They’re there to give you the best possible solution that we can give. But they are going to be very ambitious. They’re going to push you to be ambitious about your project and your plan. That’s what translates across all the industries.  

Industries that are typically one way or another way. What people really care about is doing business with people that are honest and truly want what’s best for them. Doing it to a high degree, and a high standard, and knowing that when the proverbial hits the fan, I’ve got somebody that’s going to support me and have my back.  

That’s the culture that we drive throughout the business. And I think we could sell toilet paper, cosmetics, I think we could sell anything because that universal truth is true, no matter what it is that we’re selling. 

The Finance Ghost: Yeah, it’s so interesting. And the route to market here is also fascinating because you spoke earlier about your dealer base. Very important to you. That’s how you get these products out broadly. You’d never have the capital to go and open all of those places yourself. It just wouldn’t make sense.  

But you’ve also got these experience centres, which is obviously where you have invested. So, from the outside looking in, my guess would be that there are certain products that you need people to see and touch, in an environment that is more controlled, hence the experience centres.  

And then there’s other products where people can see and touch them adequately in a music store or in a car audio store or whatever the case may be. Is that how you choose what gets an experience centre and what doesn’t? 

Maurice Van Heerden: We have two different methodologies at play. One is our retail business, where we supply hundreds of retailers around the country with equipment. And so, the retailer is the showroom.  

We create a beautiful point of sale or demonstration within a retail store. And they, of course, have feet walking through there throughout the week. And people get to experience our products in the way that they should. That is by far the easier way.  

The second part of our business we call project-based business. So, it’s relatively long-pipeline business. And a good example would be if you were building a home and you know that you want a relatively high level of AV equipment throughout the home, and you want it to disappear into the home (so you don’t want freestanding speakers and things all around the house).  

So now it becomes a project. And so, at the stage when your architect’s designing the home, he needs to meet with somebody to go and design all of these elements into his drawings. And that’s really where the journey starts on a project like that.  

But in order to do that, the end user or the homeowner needs to see, well, what’s the finished picture going to be if I invest all this money? And that’s quite difficult to showcase.  

So, what we’ve done is we’ve created these experience centres where we basically tell the story. We become your imagination of what is possible in your home, at your church, at your school, in your boardroom, and we sort of paint that whole story.  

And at the point at which the end consumer and the architect want to start looking at what’s available, they would then come to our offices and get a full demonstration from very entry-level equipment all the way up to the ultimate experience. And that’s why we created these facilities.  

They’re hugely expensive, they’re difficult to manage. If you looked at them purely on a P&L, you would tell me I’m crazy. The intended consequence, is, of course, to create more business. The unintended consequence is that customers love spending time in our offices because they’re beautiful, they’ve got all this equipment.  

And we increasingly get businesses that genuinely just want to do business with us because they just love our facilities and our approach and that we’ve got this incredible showroom that absolutely blows them away. And on the first interaction they go, “Wow. I just – I’ve never seen anything like this. I want to be part of this”.  

And that’s the intangible benefit of building these facilities. I would say the last thing is that it really inspires our teams because it keeps them on the cutting edge of what is possible in these different environments. And also, they’re super proud of what we build and how we execute from an experience level.  

So, there’s a lot of financial reasons to do it, but solely those don’t entirely make sense. There are also just cultural reasons to do it. It really entrenches you in these industries and they’ve been hugely successful for us. And in fact, we start our next renovation in our showroom on Monday. So here we go again. 

The Finance Ghost: So, Maurice, you’ve shared so many excellent, excellent stories here and insights into how to actually build a business like this. I love the point on culture, and building this culture of winners, I think that comes through 100%, and the business is a winner. So clearly it works.  

But it’s all about the future, right? I think any entrepreneur tends to focus on the future rather than where we’ve come from. Very few entrepreneurs I meet sit there and pat themselves on the back for what they’ve done. They’re always looking ahead. It’s just what makes us entrepreneurs.  

So, as you look ahead over the next few years, what is the next big step for the business? What is going to make a really big difference to the extent, obviously, you’re willing to talk about it publicly. What’s the big dream here? 

Maurice Van Heerden: I’m 42, I’m very early in my career and very, very excited about the future for the business. At the position we are in now, we’re really like a 100-metre athlete who’s prepared for the Olympics and the tournament’s now starting.  

We’re well conditioned, we’re in fantastic shape. Our diet’s right, our mindset is right, and really, we’re ready to sort of jump and go and win the opportunity that we see in the market for sure. We’re very, very good at telling brand stories. What we’ve done particularly in our retail business is we’ve become very, very good at speaking to high-income groups.  

So, if you think across our brand portfolio, we distribute a brand called Sonos, which eight years ago nobody really knew what it was. Today it’s by far the largest premium audio brand in the country.  

Through that process, we know where those high-end consumers shop, we know what their activity online is, we know what kind of influencers and advocates they follow. We know so much about that consumer, and so really our sort of next five years is about owning that customer to an extent.  

So, the products and services that these customers, medium- to high-net-worth income homes require, is really the gap that we want to fill. And so, we’re constantly looking for international brands that appeal to these customers, and we know exactly how to take those brands to market. So that’s one end that we’re very focused on.  

We’ve recently launched a consumer electronics brand called Roborock, which is a premium floor-care business, totally out of our audio wheelhouse. But they’re the largest manufacturer of robotic vacuum cleaners in the world. And it’s been an enormous success.  

And the reason it’s been an enormous success is because we know exactly how to reach the customer in a way that they are comfortable, and they trust our communications and so on. And so, we’re looking to add more product to that portfolio.  

And really the only guiding principle for us is that it needs to appeal to a mid- to high-end type of customer. And two is it needs to be really technology driven.  

So, we’re really, really interested in robotics, we’re interested in AI, we’re interested in products that are saving people time, making life easier and that are sexy.  

And the second thing I will say is that across our project-based business is that we’ve got very big ambitions to expand into Africa. So, we do quite a lot of business, probably 5% of our revenue to 8% of our revenue, is in Africa now. We want that to be 50% over the next five years. And Africa is a difficult place to do business, right?  

It’s difficult for South Africans to do business in Africa, but it’s particularly difficult for the US or the East to do business in Africa. So, we want to be that gateway of taking brands into Africa as these markets are developing and growing, that we really establish ourselves at the forefront of bringing technology into particularly Sub-Saharan Africa. 

The Finance Ghost: I love that, Maurice. Well done. That’s a really cool strategy. And a lot of the people listening to this podcast and reading Ghost Mail would definitely be in your high-income category where they’ve got some pretty cool setups at home.  

So I would encourage you, if you are listening to this, it’s time to, shall we say, upgrade your leisure space. Go and check out planetworld.co.za, reach out. Check out the experience centre. It sounds very, very cool.  

And Maurice, from my side, just congratulations and thank you for sharing such an upbeat description of what it’s like to actually build something like this over 20 years. It’s very clear that you have had, and are still having a lot of fun and, like you say, you’re still early in the journey.  

So, I’m slightly jealous of the people who get to work with you because I think it sounds like a very cool culture and those cultures are hard to find.  

And all the best. It’ll be very nice to actually just stay in touch and see how the thing progresses because I think it’s going to go very far. So well done. 

Maurice Van Heerden: Awesome, Ghost. I appreciate it. It was a real pleasure. 

Ghost Bites (Mantengu | Northam Platinum | Purple Group | Schroder European Real Estate | Spear REIT)

In this edition of Ghost Bites:

  • Mantengu may have locked in a profit on the iron beneficiation plant
  • Northam Platinum met or exceeded guidance for key metrics
  • Purple Group reaches for the Telescope with a spicy acquisition
  • It’s time to put Schroder European Real Estate out of its misery
  • Spear REIT locks in a tidy return on two properties

Mantengu may have locked in a profit on the iron beneficiation plant (JSE: MTU)

It all depends on how the next year pans out

Mantengu has announced the disposal of the iron beneficiation plant in Limpopo for R50 million. Having bought the asset little more than a year ago in February 2025, they are locking in a profit on disposal of R33.5 million!

It’s not quite that simple, as only R20 million of the price is payable immediately. The remaining R30 million becomes payable when the iron plant achieves “commissioning” – which they define as the plant achieving not less than 75% of its full capacity for three consecutive months.

Weirdly, the purchaser will have 12 months to achieve that status. If they don’t, then the R30 million lapses. That doesn’t feel like the right incentive to me, but presumably the underlying scenario analysis checks out.

An important element of the deal is that Mantengu will have the ability to construct additional iron plants globally under a licence agreement. This may become useful down the line, especially if the Averi transaction goes ahead.

Ghost Bite: There’s absolutely no guarantee that the R30 million will go through. If it doesn’t, then Mantengu got their money back on this asset and some change. But if it does, then they’ve locked in a juicy little profit here!


Northam Platinum met or exceeded guidance for key metrics (JSE: NPH)

It’s just a pity that PGM prices have let them down

Northam Platinum released a production update for the year ended June 2026.

They came in ahead of guidance on key metrics including total equivalent refined metal produced from own operations, equivalent refined metal purchased from third parties, total chrome concentrate produced and sold, as well as total 4E metal sold. A mouthful, I know. But all four of those metrics achieved record levels in this period, so they deserve a mention.

Other production metrics were all within guidance, driven by a solid performance across the group’s operations. This includes the ramp-up at Eland, which is proceeding on schedule.

On the PGM side, refined metal sales were up 10%. In chrome, total concentrate production was up 17.4%.

Ghost Bite: Production performance is the primary measure of a management team’s performance in the mining sector. They can’t control commodity prices, but they can control production. Despite Northam putting in a solid operational performance, the ugly correction in the PGM sector means that the price is down 30% year-to-date.


Purple Group reaches for the Telescope (JSE: PPE)

Vertical integration is coming at quite the price

Purple Group now boasts 1.3 million active clients and over R100 billion in assets on its platform. The group has done a spectacular job of scaling to this size, which is exactly why I’m a happy investor.

It’s worth pointing out that I avoided the COVID-era hype entirely though, choosing to time my entry based on when Purple Group was under pressure. They had lost their “darling” status, and the market had turned its attention elsewhere. Those are excellent ingredients for a successful entry.

My average purchase price is R1.06 vs. the current price of R1.72, a gain of 61%.

Purple has been focused on organic growth and allowing the platform to do its thing. Cross-selling has been the order of the day. I personally think that the platform has become too cluttered now, so I hope they don’t lose the “Easy” part of EasyEquities. For now at least, the numbers look fantastic and people seem to be more active than ever on the platform.

To augment this growth story, Purple has announced the acquisition of 100% of Telescope AI.

Telescope provides investment research and compliance infrastructure to platforms including IG Group, tastetrade and EasyEquities, among others. They already reach over 3 million end users across 7 jurisdictions. The compliance offering, Guardrails, has completed more than 2.5 million checks across global jurisdictions.

In other words, Purple is vertically integrating here and moving further up the value chain. Interesting.

The total price is up to $10.75 million, with $7 million payable upfront and $3.75 million payable on a deferred basis. Goodwill is the order of the day here, as Telescope NAV is just AUD494k (around $340k!) and the attributable loss after tax for the six months to February 2026 was AUD88k ($61k).

The more interesting metric would be to see what EasyEquities is currently paying to Telescope each year. By owning the company, Purple is essentially bringing that spend in-house. But even then, I suspect that you would need an actual telescope to see how high this valuation multiple is.

Of the $7 million initial payment, $5 million will be paid in cash and $2 million will be settled by issuing Purple shares at the 30-day VWAP as at the closing date.

Then, of the $3.75 million deferred amount, $2.75 million will be split into five annual instalments of $550k. Each instalment will be reduced by the extent to which the operating cash outflow of Telescope exceeds $250k per year. The net instalment can be settled in cash or shares.

The remaining $1 million deferred payment will be based on the achievement of certain milestones by Telescope AI within five years. Again, this can be settled in cash or shares.

I would love to see the underlying agreements around what the buyers can and can’t do with Telescope. It would make zero sense for the sellers to simply allow the buyers to avoid deferred payments by investing in the business and ensuring that it is operating cash flow negative. I must tell you that I’ve seen huge loopholes in many a transaction though, so anything is possible here.

Ghost Bite: This is a Category 2 transaction, so shareholders won’t be asked to vote. There also isn’t a transaction circular. If there was a vote, I suspect that there would be a lot of questions asked about the valuation. With the market cap of R2.45 billion, at least Purple Group isn’t betting the farm here.

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Purple Group's vertical strategy

What are your thoughts on this acquisition?

Errata: the first version of Ghost Bites this morning noted that Purple is buying 50% of Telescopic. My apologies for misreading the announcement. I’ve corrected this Bite to reflect that they are buying 100%.


It’s time to put Schroder European Real Estate out of its misery (JSE: SCD)

The valuation is just getting worse

Schroder European Real Estate intends to wind down the company. In many ways, they would simply be putting it out of its misery.

The recent story has been anything but happy, with Schroder suffering disappointing property returns and dealing with huge tax headaches as well.

Things aren’t getting any better unfortunately. The latest portfolio update reflects a decline in value of 3.9% over the past quarter. Aside from yield pressure, there are also more conservative assumptions around investment demand for secondary offices. Some of the industrial assets have also moved the wrong way.

Ghost Bite: It really has been a horrible story, with a total return over 5 years of just 12.7%!


Spear REIT locks in a tidy return on two properties (JSE: LAB)

This has worked out beautifully for them

Spear REIT has finalised the disposal of Hamilton House and Chiappini House, both of which are situated in De Waterkant, Cape Town. Spear originally acquired these properties in October 2024 as part of the broader deal to acquire the Western Cape portfolio from Emira Property Fund (JSE: EMI).

Spear originally paid R80.75 million for the properties. They are now selling them less than two years later for a disposal price of R108 million. That’s a 34% return over two years – a seriously impressive outcome!

Apart from the obvious financial benefit of this disposal, it also has strategic benefits in the form of simplifying Spear’s portfolio and reducing the fund’s exposure to smaller, decentralised office assets.

Ghost Bite: This is yet another reason why I leave property management to the experts. I’ll stick to buying REITs and investing in these management teams, rather than doing buy-to-let myself. I can’t see myself finding a property that can give me a capital return of 34% in two years.


Results of previous poll:


Nibbles:

  • Director dealings:
    • The CEO of Africa Bitcoin Corporation (JSE: BAC) bought ordinary shares in the company. Unlike his other recent purchases, this is at group level in the holding company itself, rather than preferred shares in one of the underlying investments.
  • Italtile (JSE: ITE) is looking for a new CEO of major subsidiary Ceramic Industries. Lance Foxcroft, who also previously served as group CEO, is taking early retirement. The reason provided is that the travel demands between Australia and South Africa are simply too great. As an interim measure, group CEO Brandon Wood will assume oversight responsibility for Ceramic Industries. The group has commenced a process to appoint a Head of Manufacturing to look after that side of the group.
  • AngloGold Ashanti (JSE: ANG) is trying to persuade shareholders to vote in favour of a proposed repurchase programme of up to $2 billion. The sticking point seems to be the tenure of the authority, with AngloGold obviously looking for as much flexibility as possible (up to five years). Proxy advisory firm Institutional Shareholders Services has recommended that shareholders vote against the programme, as their belief is that it should be limited to 18 months. It will be interesting to see how this plays out.
  • Afine Investments (JSE: ANI) announced the results of the dividend reinvestment alternative. Investors were able to reinvest up to 25% of their dividend in new shares. The end result is that R5 million in new shares will be issued and a cash dividend of R16.7 million will be paid by the company.
  • Araxi Limited (JSE: AXX) announced that Michael Pimstein will transition from Executive Chairman to Non-Executive Chairman. He is one of the four founders of the business, so this is an important step in the broader succession plan of the group.
  • African Media Entertainment (JSE: AME) announced that a company called Trucha Limited has increased its stake from 7.70% to 10.09%. I can’t find anything particularly useful about Trucha online.

Satrix: Why you’re wrong about emerging markets

Whatever you think about emerging market (EM) equities, you’re probably wrong. The popular misconception is that EM indices are a single, monolithic, low-tech, high-risk/potential-high-reward bucket. The reality is far more nuanced and far more interesting – especially if you’re building a well-diversified investment portfolio.

“When it comes to offshore diversification, most local investors automatically think of developed market (DM) indices, such as the S&P 500 or the MSCI World Index,” says Nonhlanhla Mphelo, Senior Portfolio Manager at Satrix. “And while these indices have added significant value to investor portfolios since 2010 (largely on the back of tremendous technology sector growth), looking ahead, investors may be well served by adding a diversified global equity exposure in the form of emerging market equities.”

Common misconceptions about emerging markets

EMs are often characterised as politically unstable, commodity-driven and highly dependent on global cycles. But while these risks remain relevant in parts of the universe, this view is increasingly outdated.

“EMs are diverse, spanning multiple regions and development stages, with many economies becoming more domestically driven,” says Mphelo. “They are also home to globally competitive companies, resulting in a wide range of risk and return profiles across the asset class.”

You’re looking at regions like Asia-Pacific (including countries like China, India, South Korea, Taiwan, etc), Latin America (Brazil, Chile, etc), Europe (Czech Republic, Poland, Turkey, etc), Africa (Egypt, South Africa, etc) and the Middle East (Qatar, Saudi Arabia, UAE, etc). When you’re investing in EM funds, all these countries (and others) represent a diverse range of geographies and industries.

Mphelo says that EMs embody both growth potential and risk. “On the opportunity side, many EM economies typically benefit from faster economic growth as they develop,” Mphelo explains. “This growth is driven by favourable demographics, rising consumption, infrastructure investment, and expanding labour forces, as populations tend to be younger and growing.”

Sectors covered by emerging markets

Another false assumption is the idea that EM funds are light on tech and heavy on resources. In fact, EMs are diversified across all Global Industry Classification Standard (GICS) sectors.

MSCI data (30 June 2026) shows the Emerging Markets Index has higher weightings in Information Technology (45.26% vs 30.27% in MSCI World Index) and Financials (18.4% vs 15.88%), while Healthcare (2.37% vs 9.08%) and Industrials (6.75% vs 11.64%) are lower.

“This reflects the structure of EM economies, where technology hardware, financial services, commodities, and materials play a more prominent role,” says Mphelo.

How EMs enhance a diversified portfolio

When you’re building a portfolio, choosing between EM and DM funds shouldn’t be an either/or debate. If anything, EM funds provide a compelling complement to those well-known DM indices – whether it’s a broad EM option like the Satrix MSCI Emerging Markets Feeder ETF or the Satrix MSCI EM ESG Enhanced Feeder ETF, or a country-specific EM fund like the Satrix MSCI China Feeder ETF or the Satrix MSCI India Feeder ETF.

“While DMs are dominated by large, mature companies and economies, EM exposure offers access to potentially faster‑growing economies, broader geographic diversification – and, in many cases, more attractive valuations,” says Mphelo. “Analysts have in recent years pointed to stretched valuations in DM equities, contrasted with EM Market equity valuations more in line with long-term aggregates.”

Within the Satrix balanced funds, EM equities are viewed as a source of meaningful long‑term upside and diversification. As a result, EM equity exposure was increased above the approximate 12% MSCI ACWI benchmark levels in the 2024 Strategic Asset Allocation review to roughly 20% of the global equities segment.

“This positioning was based on higher expected returns due to lower valuations,” says Mphelo, comparing the MSCI World’s price-to-earnings (P/E) ratio of approximately 24.6x to the MSCI Emerging Markets P/E of 18.6x as at 30 June 2026. “Our belief was also that EMs offered more attractive economic growth prospects and attractive upside potential, while adding important sector diversification from the high-tech exposure offered by DM equities,” she explains.

“Emerging markets offer significant long‑term potential and have delivered competitive performance relative to the MSCI World and S&P 500 over certain periods,” Mphelo concludes. “As part of a diversified portfolio, EM exposure can provide both growth opportunities and diversification benefits. And while volatility is higher with EMs, patient investors who can tolerate risk may benefit from the structural growth trends present across EM economies, including Africa and beyond.”

Disclaimer

Satrix Investments (Pty) Ltd is an authorised Financial Service Provider (FSP) in terms of the Financial Advisory and Intermediary Services Act, 2002 (FSP no 43670). Satrix Managers (RF) (Pty) Ltd (Satrix) is an authorised Financial Service Provider (FSP no 15658) and a registered and approved Manager in Collective Investment Schemes in Securities. Collective investment schemes are generally medium- to long-term investments. With Unit Trusts and ETFs, the investor essentially owns a “proportionate share” (in proportion to the participatory interest held in the fund) of the underlying investments held by the fund. With Unit Trusts, the investor holds participatory units issued by the fund while in the case of an ETF, the participatory interest, while issued by the fund, comprises a listed security traded on the stock exchange.

ETFs are index tracking funds, registered as a Collective Investment and can be traded by any stockbroker on the stock exchange or via Investment Plans and online trading platforms. ETFs may incur additional costs due to being listed on the JSE. Past performance is not necessarily a guide to future performance, and the value of investments / units may go up or down. A schedule of fees and charges, and maximum commissions are available on the Minimum Disclosure Document or upon request from the Manager. Collective investments are traded at ruling prices and can engage in borrowing and scrip lending. A feeder fund is a portfolio that invests in a single portfolio of a collective investment scheme, which levies its own charges, and which could result in a higher fee structure for the feeder fund. International investments or investments in foreign securities could be accompanied by additional risks such as potential constraints on liquidity and repatriation of funds, macroeconomic risk, political risk, foreign exchange risk, tax risk, settlement risk as well as potential limitations on the availability of market information. The manager has the right to close the portfolio to new investors in order to manage it more efficiently in accordance with its mandate.

Visit www.satrix.co.za for more information.

Ghost Bites (Labat Africa | Old Mutual | South Ocean Holdings)

In this edition of Ghost Bites:

  • When will Labat Africa engage with the market and tell their story?
  • Old Mutual reminds us just how well our market infrastructure works in South Africa
  • South Ocean Holdings expands in Cape Town

When will Labat Africa engage with the market and tell their story? (JSE: LAB)

They now own 100% of Classic International, yet the share price remains stuck at R0.03

Labat Africa has now concluded the acquisition of the remaining 24.45% in Classic International. This means that they’ve issued another 900 million shares (at R0.03 per share) to settle the purchase price of R27 million.

Classic International is an IT company. Unsurprisingly, it doesn’t take long for the words “artificial intelligence” to be thrown around as well. This is part of Labat’s broader transformation into a tech company, something that the market is finding difficult to understand. Historically, Labat was a cannabis business, so you can’t really blame the market for the confusion.

Ghost Bite: Labat Africa has been promising to talk to the market and explain the strategy. This implies that a Capital Markets Day is in the pipeline. Let’s see if (and when) that happens.


Old Mutual reminds us how well our market infrastructure works in South Africa (JSE: OMU)

By emerging and frontier market standards, we are very spoilt here

There’s never a dull moment when it comes to frontier markets like Zimbabwe.

Old Mutual has been suspended from trading on the Zimbabwe Stock Exchange (ZSE) for years now, despite the suspension having absolutely nothing to do with Old Mutual itself.

After years of engaging with regulators, Old Mutual has determined that the easiest route to achieving some liquidity for investors in Zimbabwe will be via a transfer of the listing from the Zimbabwe Stock Exchange to the Victoria Falls Stock Exchange (VFEX).

Interestingly, VFEX now has 19 counters listed on its exchange vs. just one listing in 2020 when the nonsense started with the ZSE suspensions. Another element worth highlighting is that VFEX trading is all denominated in USD, so you also don’t get the same currency volatility that you’ll find on the ZSE.

Ghost Bite: This makes no difference to South Africa investors in Old Mutual, but I think it’s a good reminder of some of the difficulties in doing business in markets like these. Our financial markets infrastructure in South Africa is literally world-class.


South Ocean Holdings expands in Cape Town (JSE: SOH)

A related party deal gives them a foothold

South Ocean is a R200 million market cap company with thin liquidity in its stock.

The company is focused on low voltage electrical cables. This is a difficult business that saw profitability plummet in the year ended December 2025, hence why the share price is down 41% over 12 months.

South Ocean is now acquiring Southern Atlantic Cables for R4.5 million. South Ocean will pay for the deal through the issuance of shares at 98 cents per share. The current traded price is R1.00 per share.

The unusual element to this deal is that it is a related party transaction, thanks to the involvement of the Chairman of South Ocean in this asset. It’s a rather convoluted story, with the summary being that the Chairman got involved in this asset a year ago to acquire it from a former customer. For whatever reason, the opportunity wasn’t available to South Ocean at the time.

As with all related party deals, the director with a conflict of interest reclused himself from the meeting to discuss the transaction. The rest of the board believes that the deal is fair, particularly in the context of the cost of setting up distribution in Cape Town.

Southern Atlantic Cables generated net profit of R968k in the period ended December 2025, so they are picking it up on a P/E of roughly 4.5x.

Ghost Bite: Single-digit P/E multiples are market practice for industrial assets in South Africa. If anything, given the size of this business, 4.5x is probably slightly on the high side. With part of the justification being the route-to-market in Cape Town, this valuation is being substantiated by more than just the existing earnings. A build-or-buy analysis is common in corporate transactions.

144
Strategic vs. financial investors

Are you familiar with how strategic investors (like South Ocean) differ from financial investors?


Results of previous poll:


Nibbles:

  • Director dealings:
    • As part of broader share awards, the CFO of Lewis Group (JSE: LEW) sold shares in excess of the taxable portion worth R1.34 million.
    • A founding director of Famous Brands (JSE: FBR) sold shares worth R98k. This adds to the recent selling by that director.
  • Accelerate Property Fund (JSE: APF) made a mistake in their last SENS announcement. Distributable earnings will be between 1.96 cents and 2.31 cents, not between R1.96 and R2.31. With the share price at R0.49, I imagine that most people just read straight over the error without realising it. Anyway, the company has now corrected it. For anyone who thought that the company is trading on a P/E of around 0.25x, this will be an unpleasant correction.
  • Visual International (JSE: VIS) has confirmed that Serowe Industries has terminated its non-binding offer to acquire up to 34.9% of the company. This is yet another reminder that a corporate deal is never done until the cash has flowed. Even binding offers can fall over, so non-binding offers are little more than a promise to meet up for dinner at some point.
  • Novus (JSE: NVS) continues to build its stake in Mustek (JSE: MST). These are on-market trades, so it takes a long time to meaningfully add to an existing position via this approach. Recent purchases have taken Novus from a direct stake of 50.44% to 50.67%. Together with concert parties, the stake has increased from 70.73% to 70.96%.
  • Shuka Minerals (JSE: SKA) released another set of drilling results at the Kawbe Zinc Mine. As usual, you need a degree in geology to understand anything about the technical elements of the announcement. It seems like the latest drilling was in a northern area of the project that isn’t as well understood as the rest, so this was exploratory drilling in the truest sense. Having now learnt more about the orebody, they will return to more central areas that aren’t as unknown.

What really happened on Dyatlov Pass?

A slashed tent, frozen footprints, and injuries with no visible cause. The Dyatlov Pass case has everything a good mystery needs, except a conclusion.

At the end of the 1950s, nine experienced hikers walked into the Ural Mountains in Western Russia. None of them walked out again. What they left behind has puzzled the world for decades: a tent slashed open from the inside, warm clothing and shoes left behind, and bodies scattered across the frozen slopes in various states of undress.

The events that took place on the Dyatlov Pass are shrouded in mystery; we have many theories, but no irrefutable conclusions. Grim though it may be, it has become one of the internet’s favourite enigmas, probably because it has so many tantalizing clues scattered across it. 

Proceed with caution, dear reader, and with the knowledge that no straight answers lie in wait at the end of this article. 

First, the facts

In January 1959, a 23-year-old radio engineering student named Igor Dyatlov led a group of 9 experienced hikers into the northern Urals on a ski expedition. One member of the group turned back early with joint pain, thereby becoming the only member of the 10 to survive. 

The 9 remaining hikers pressed on toward a mountain that the local Mansi people called Kholat Syakhl, which roughly translates to “Dead Mountain”. As far as names go, that one is probably the closest that a mountain can provide in lieu of an actual indemnity form. 

The group had arranged to send a telegram to their sports club once they reached the settlement of Vizhai, which they estimated they would get to no later than 12 February. When the date came and went with no sign of a telegram, nobody panicked. After all, there was a great distance to cover and delays were quite normal on such ambitious expeditions. It wasn’t until the 20th of February, when stressed relatives of the hikers started demanding action, that search parties were sent out. 

On 26 February, volunteer searchers found the hikers’ tent on the slope of Kholat Syakhl. It was half-collapsed and appeared to have been cut open from the inside. The hikers’ clothing and supplies were still inside, but they were not. Instead, footprints leaving the opening in the tent indicated that they had walked towards the treeline, which was about 1.5 kilometres away, in single file and at a normal pace. What was even stranger was the fact that the footprints revealed that only some of the hikers were wearing boots when they left the tent – some were barefoot, and one set of prints was left by a person wearing only one sock. 

They found the first two bodies under a pine tree. They were stripped down to their underwear and huddled around the remains of a small fire. Some distance away from them, three more bodies, slightly better dressed, were found in the snow, in positions that suggested that they were attempting to return to the tent when they died. The final four were only found about two months later, buried under metres of snow in a ravine. 

Next comes the inquest

A legal inquest started as soon as the first five bodies were found. A medical examination found no injuries that might have led to their deaths, and it was concluded that they had all died of hypothermia – unsurprising, considering nighttime temperatures in the area were recorded as low as -40 degrees Celsius. It seemed like a relatively open-and-shut case (with the odd inexplicable detail here and there) until the second batch of bodies was recovered from the ravine. At this point, things got a little weird.

Three of the hikers found in the ravine had fatal injuries: one had major skull damage, and two had crushing chest fractures. These were the kinds of internal injuries that coroners usually saw in car crash victims – and they were almost exclusively internal. With the exception of some soft tissue damage to their faces (which is to be expected from being found face-down in running water), none of the four bodies from the ravine had external wounds that aligned with their severe bone fractures. 

The Soviet inquest opened in February 1959 and was hastily closed that May with the deliberately hollow verdict that the hikers had died from “a compelling natural force”, whatever that means. The files were then classified and packed away in a secret archive, where they stayed for three decades. Relatives were told only that the group had frozen, and the dead were buried in closed coffins

Now, the theories

Given the combination of unusual circumstances, unanswered questions and unyielding Soviets in charge of the information, human imagination was left to fill in the gaps in this story. And boy, did we produce some colourful theories over the course of the past 67 years.

Of course, there’s a Yeti theory, because you can’t have people dying under strange circumstances anywhere near a snowy mountain without invoking a shaggy, slouching cryptid. Proponents of this theory point to the fact that some of the hikers died of physical trauma (they don’t have an explanation for the fact that the hikers had almost no external wounds – maybe the Yeti was wearing gloves that day). What really fanned the flames of this theory was a creepy photograph retrieved from one of the hikers’ film cameras, which showed what appeared to be a dark, blurry figure peering around a tree. There’s every likelihood that this was just another hiker. Unfortunately, the image really is too blurry to say for sure. 

One hypothesis, popularised by Donnie Eichar’s 2013 book Dead Mountain, is that wind going around Kholat Syakhl created a Kármán vortex, which can produce infrasound (low frequency acoustic waves) capable of inducing panic attacks in humans. Eichar claims that, because of their panic, the hikers were driven to leave the tent by whatever means necessary and fled down the slope. By the time they were farther down the hill, they would have been out of the infrasound’s path and would have regained their composure, but in the darkness would have been unable to return to their shelter.

Another popular theory is that the campsite fell within the path of a Soviet parachute mine exercise. This theory alleges that the hikers fled the tent in a shoeless panic after being woken by loud explosions overhead. The four found in the ravine were fatally injured by parachute mine concussions. 

There’s a bit of meat to this theory, as there are indeed records of parachute mines being tested by the Soviet military around the time the hikers were in the area. Parachute mines detonate while still in the air rather than upon striking the Earth’s surface and produce signature injuries similar to those experienced by the hikers: heavy internal damage with relatively little external trauma. The theory also coincides with reported sightings of glowing, orange orbs floating or falling in the sky within the general vicinity of the hikers. However, mines detonating overhead, or anything striking the ground, should leave traces – and searchers found no metallic shards, no fragments, no blast debris and no craters at the site. There’s also no explanation for why the physical trauma would affect only four out of nine hikers.

And then of course, there are the avalanche theories, of which many different versions exist. The original searchers dismissed the idea almost immediately, and for good reason: there was no debris, no obvious slide path, and the slope looked too gentle to produce one. Experienced hikers like Dyatlov and his group would not have pitched their tent in the path of an obvious avalanche risk.

But in 2021, two scientists at Swiss universities, Alexander Puzrin and Johan Gaume, offered a version that answered those objections. Their model proposed a slab avalanche – not the roaring, tree-flattening wave of the imagination, but a smaller slab of hard-packed snow. 

Their theory is that the hikers had cut into the slope to pitch their tent, weakening the snow above them. Over the following hours, fierce katabatic winds loaded fresh snow onto that weak spot until a slab broke loose and slid down onto the tent while they slept. It was small enough to leave almost no trace by morning, which explains why the first searchers saw no avalanche at all. 

A compressed slab of snow pressing sleeping bodies against the hard floor of the tent could, the researchers argued, produce exactly those crushing injuries without breaking the skin. The single-file march from the tent and the retreat to the trees reads as the disciplined response of trained mountaineers who knew that disturbing the snow too much could spring another avalanche. The pace of their exit could also have been slowed by the need to carry the injured. How the injured wound up separated from the rest of the group if they couldn’t walk on their own remains a lingering question. 

To their credit, Puzrin and Gaume are the first to admit they haven’t closed the case, only made the avalanche theory plausible again. Critics still point out that the slope is shallow and the classic signs were missing. But of all the theories, this one is probably the one that asks us to believe the least.

The mountain is keeping its mystery

So, what happened on the Dyatlov Pass? Even if we trade a supernatural mystery for a natural one, the natural one keeps a few cards face-down. The avalanche model is the most convincing thing we have, but it still can’t fully explain why the group split up, why they cut the tent open instead of using the door, why the Soviets guarded the inquest files so fiercely or what those orange lights in the sky were.

In 1962, a monument bearing the faces of all nine hikers was raised beside their graves in the Mikhaylovskoye cemetery in Yekaterinburg. A year later, a group of climbers fixed a plaque to the mountain itself, with an inscription naming the pass in the group’s honour. It has been called the Dyatlov Pass ever since. Yuri Yudin, whose sore knee sent him home early and saved his life, carried the weight of that luck until he died in 2013. Before his death, he requested to be buried alongside his friends. For the first time in 54 years, Dyatlov’s hiking party rested together again.

If you want to really dig into this story and see more photos, this website is quite a thing.

About the author: Dominique Olivier

Dominique Olivier uses her love of storytelling and ideation to help brands solve problems.

Her first book, Lessons from Loss, has been published by Penguin Random House.

She is a weekly columnist in Ghost Mail and collaborates with The Finance Ghost on Ghost Mail Weekender, a Sunday publication designed to help you be more interesting.

You can learn more about her work at dominiqueolivier.com and she can be reached on LinkedIn here.

Ghost Bites (Accelerate Property Fund | Bytes Technology | Capitec | Sappi)

In this edition of Ghost Bites:

  • Accelerate Property Fund makes more progress
  • Bytes Technology investors will have to be patient
  • Capitec sells the rental finance business to Sasfin
  • Sappi unlocks some positivity in the market

Accelerate Property Fund makes more progress (JSE: APF)

This is one of the few speculative positions in my portfolio

Accelerate Property Fund is an interesting special situation on the JSE.

The fund has been trading at a vast discount to net asset value (NAV) per share for a variety of reasons. These include questions around whether Fourways Mall can be turned into a success, as well as the historical disputes and legal claims with ex-CEO Michael Georgiou (whose entity Azrapart is now in business rescue, and being managed by the business rescue practitioners).

I bought this stock a while ago based on progress they had made with major disposals like the Portside building. When a fund is trading at such a large discount to NAV, the main thing you want to see is the disposal of properties at a price close to NAV. Portside was a perfect and very large example of this.

Technically, if the fund sold absolutely everything and returned the capital to shareholders, the discount to NAV would close and there would be large gains on the table. In practice, what happens is somewhere in the middle – some of the buildings are disposed of, and the discount partially closes.

To that end, I’m happy to see that Accelerate has sold the BMW Fourways dealership showroom for R174 million to a subsidiary of Toyota. That probably gives us a clue about the future of the cars you’ll find at that property. But more importantly for me and the other Accelerate shareholders, the valuation of that property is R180 million.

This means that Accelerate has achieved close to NAV on this disposal, with a strong disposal yield of 6.4%. It’s a prime property, but I’m still glad that they’ve gotten this price. Nothing is ever guaranteed until the deals are actually done.

In further good news, Accelerate’s distributable earnings for the year ended March 2026 came in between 1.96 cents and 2.31 cents per share. That’s a massive swing from a distributable loss per share of 3.97 cents in the prior period. There’s still no dividend (the company’s balance sheet needs further improvement), but the direction of travel is clear.

The final piece of good news is one that will be the subject of debate. The company has decided to derecognise the obligation of R371 million linked to the rebuilt claim by Azrapart. This is a more aggressive accounting policy than we’ve seen before, so the company must be feeling confident that this claim has no merit. This does mean that the NAV will need to be adjusted by investors based on the risk weighting that they are willing to put on this claim.

Ghost Bite: My average in-price is R0.41 per share and the current price is R0.51. Accelerate has been as high as R0.76 per share. Of course, hindsight has demonstrated that I should’ve sold and re-entered lower down. I remain confident that my position will work out nicely here.


Bytes Technology investors will have to be patient (JSE: BYI)

Income is growing, but operating expenses are soaking up that growth

News broke the other day that VCP has taken a stake of over 5% in Bytes Technology Group. The market would see that as a positive sign. There’s now more information to consider, as Bytes used its AGM as an opportunity to give a brief update on recent trading.

For the first four months of the new financial year, Bytes achieved double-digit growth in gross invoiced income and gross profit. This is across both the private and public sectors.

Sounds wonderful, except operating profit is flat year-on-year. Investing for growth is fine, but one wonders about a strategy in which such strong top-line growth isn’t converting into anything for shareholders.

According to management, this performance is consistent with the company’s outlook, so they are on track with their plans at the moment.

Ghost Bite: Over 90 days, Bytes is up 44%. But on a year-to-date basis, the share price is only up 11%! Talk about perfect market timing for those who bought the selling pressure at the end of March.


Capitec sells the rental finance business to Sasfin (JSE: CPI)

Both financial services houses are sticking to what they are good at

Here’s something interesting, not least of all because it’s the first piece of news I’ve seen on Sasfin in a while.

You may recall that Sasfin was taken private as part of a significant strategic shift away from their traditional banking business and towards the areas in which Sasfin traditionally has strength.

Similarly, Capitec built its group by focusing on the things they are really good at.

The latest transaction is a good example of two financial services companies sticking to their knitting.

Capitec will sell the Capitec Rental Finance business to Sasfin for R201 million. Additionally, Capitec will provide a secured credit facility of R1.6 billion to that business to fund the ongoing rental receivables book. This means that Capitec retains indirect exposure to this segment via a loan, rather than through equity ownership and operating risk.

Capitec originally acquired the Capitec Rental Finance business as part of the Mercantile Bank deal in 2019. They’ve no doubt developed a good understanding of the business over the past 7 years, giving them the confidence to switch from being an equity holder to being a lender.

As for Sasfin, it’s good to see some positive momentum there after the take-private.

Ghost Bite: A R201 million transaction is literally a rounding error vs. Capitec’s market cap of R547 billion. But for Sasfin, this will be an important transaction.


Sappi unlocks some positivity in the market (JSE: SAP)

Recent trading has been better than expected

Sappi closed 15% higher on Thursday after giving the market some hope about the financial prospects of the group.

Previous guidance was that adjusted EBITDA in the third quarter would be lower than in the second quarter. Updated guidance is that group adjusted EBITDA should be broadly in line with the second quarter.

There’s a big difference between going backwards and ending up flat quarter-on-quarter. This is why the market gave this broken stock some love.

This performance was driven by stronger-than-anticipated results in North America, along with the steady ramp-up of Somerset Mill PM2 sales volumes.

Ghost Bite: Sappi is as speculative a stock as you’ll ever find. Even after the 15% jump, the share price is still down 58% year-to-date!


Results of previous poll:


Nibbles:

  • Director dealings:
    • Two directors of Goldrush (JSE: GRSP) bought shares worth over R1.65 million.
    • The CEO of Vunani (JSE: VUN) bought shares worth R130k. The spouse of another long-standing top exec bought shares worth R200k.
    • The CEO of Finbond (JSE: FGL) bought shares worth R45k.
  • S&P upgraded the credit rating of NEPI Rockcastle (JSE: NRP) from BBB (with a positive outlook) to BBB+ (with a stable outlook). This is a factor of the company’s strategy and strength of the balance sheet. If you’re interested in learning more, I explained the importance of credit ratings in a video and podcast available here.
  • Aspen (JSE: APN) announced that chairman Kuseni Dlamini will step down as Chairman and independent non-executive director. He’s been in that role since 2015, so that’s quite an innings! Ben Kruger will take on the role of Chairman after the AGM in December. Notably, Chris Mortimer is also stepping down as an independent non-executive director. He’s been on the board since 1999!
  • Numeral (JSE: XII), one of the most obscure names on the local market, gave an update on its healthcare and biotech segment. Aside from the development of a flagship facility in Kyalami, they’ve also invested into WestMed in the Western Cape. They are exiting Longevity and Isopharm. Also, the shareholding in Cryo-Save was increased to 51% as expected. Financials for the year ended February 2026 are expected to be finalised by mid-July.
  • Zeda (JSE: ZZD) has issued additional notes to the value of R1.1 billion under its Domestic Medium-Term Note (DMTN) Programme. They got this done at 5 basis points below price guidance, so that should assist a bit with their cost of funding.
  • Sebata Holdings (JSE: SEB) is no longer suspended from trading. There were initially suspended in October 2025 due to failure to release results for the year ended March 2025. They’ve now caught up, so the shares can trade again. With a market cap of under R100 million, I still wouldn’t expect much in the way of traded volumes.
  • Two non-executive directors of Cilo Cybin (JSE: CCC) have resigned. Replacements haven’t been named yet. There’s also a change to the company secretary. That’s a lot of governance churn at the same time for a small cap.

VIDEO: Why credit ratings matter | Why REITs raise capital so easily

The recently launched Ghost Bites podcast brings you an audio supplement to the daily Ghost Bites that you know and love in Ghost Mail. This gives me an opportunity to expand on certain topics in detail, while bringing in the results of the poll as well.

This edition of Ghost Bites makes sense of these SENS announcements:

  • Fitch upgrades the credit ratings of several local banks
  • Hyprop initially announces a R500 million capital raise, but raises R739 million in the end

Always do your own advice and speak to your financial advisor before making any investments. The Finance Ghost may hold positions in any of these stocks at time of recording or subsequently.

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