Monday, June 16, 2025
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Raising the ghost of Smoot-Hawley

We can’t guess where the tariffs and trade war will end up. Instead, we can just revisit the historical parallel. As the saying goes: history doesn’t always repeat itself, but it often rhymes.

Disclaimer, dear reader: I am not, nor will I ever be, an economist. But I’d be lying if I didn’t admit that in the past two weeks, I’ve unintentionally enrolled in a crash course in geopolitics and economics, all thanks to the whirlwind of activity stirred up by US President Donald Trump’s tariffs. 

When I pitched the Ghost an article about the tariff situation, he politely suggested that I steer clear of the whole messy business, since neither one of us could weigh in as an expert on this subject. He’s not wrong. Fortunately, I am more experienced in history and storytelling than I am in economics. And boy do I have a story for you. 

Against the backdrop of escalating trade tensions and policy reversals, I reckon it’s worth revisiting a historical parallel: the Smoot-Hawley Tariff Act of 1930. This legislation, intended to protect American jobs and farmers during the onset of the Great Depression, instead exacerbated economic woes, leading to retaliatory measures from trading partners and a significant contraction in international trade. 

I won’t be so bold as to say that the parallels between then and now serve as a cautionary tale, highlighting the potential unintended (or intended?) consequences of protectionist trade policies. Instead, I’ll simply tell the story and leave you to draw your own conclusions. 

The stage is set

By the late 1920s, America was quite literally buzzing. Electrification had swept across the nation, lighting up factories and powering an industrial boom that cranked up productivity like never before. Assembly lines were moving faster, goods were getting cheaper, and the gears of capitalism were whirring with giddy optimism. Add to that the rise of oil refineries and the slow retirement of horses and mules as modes of transportation, and it looked like the US was cooking. 

Once motor vehicles took over, a huge chunk of farmland (which had once been reserved to feed all those hardworking horses) was suddenly up for grabs. All that available land, combined with a few thousand enthusiastic farmers, resulted in a surplus of crops that no-one quite knew what to do with. American farms were producing more than ever, but American consumers weren’t buying fast enough to keep up. Real and nominal wages were rising, yes, but not nearly at the pace of productivity. In economic terms, this was great for charts, bad for wallets.

Along came one Senator Reed Smoot, who took one look at the mountain of unsold fruit and veg and figured the solution was simple – the government just needed to nudge Americans back towards spending their money on local produce. In his mind, the best way to achieve this was to slap tariffs on imports. Make the imported stuff more expensive, and surely Americans would have no choice but to buy local. It seemed like a feasible plan on paper, but there was a significant hurdle to success: the US was already exporting more manufactured goods than it was importing, thanks to all those swanky electric factories. In fact, America was running a trade surplus. Manufactured imports were up, sure, but exports were up even more. The real deficit was in food exports, which had been steadily declining. And while food imports were growing, they only added up to about half the value of manufactured imports. The math wasn’t quite mathing.

Then came the famous market crash. By late 1929, the global economy was starting to nosedive, and America’s knee-jerk reaction was to throw up the drawbridge – protect the jobs, protect the farmers, and brace for impact. The Great Depression hadn’t fully landed yet, but the storm clouds were already forming. In trying to shield itself from the world, the US may have just sped up the unraveling.

An ill-advised option

Reed Smoot (Utah Senator, Mormon elder, and tariff enthusiast) teamed up with Willis C. Hawley (Oregon Representative and proud chairman of the House Ways and Means Committee) to cook up one of the most controversial ideas in the annals of economics: the Smoot-Hawley Tariff Act.

It all started with a promise. In his 1928 presidential campaign, Herbert Hoover – Republican golden boy and walking embodiment of technocratic optimism – pledged to raise tariffs on farm goods to protect struggling American farmers. But once he took office, the requests started rolling in. And by “requests,” I mean full-throttle lobbying from every other industry under the sun. Steel, textiles, chemicals – you name it, they wanted in. Why should farmers have all the tariff fun?

Most Republicans were on board. But when the first attempt to push through a tariff hike came up in 1929, it hit a wall put up by a bunch of moderate Republican senators who weren’t quite ready to light the whole trade system on fire.

Then came the stock market crash.

Suddenly, economic panic was in the air, and protectionism started sounding less like a bad idea and more like a lifeboat. So back to Congress the bill went, and this time, it squeaked through the Senate by a razor-thin 44–42 vote. The House of Representatives, always the overachiever in group projects, passed it without much fuss.

Meanwhile, economists across the country collectively facepalmed. In May 1930, more than 1,000 of them signed a petition begging President Hoover to veto the bill. Even Thomas Lamont, erstwhile head of J.P. Morgan, reported that he practically got on his knees, begging Hoover to stop the act. But Hoover, ever the engineer, thought he had it all under control. He signed the bill into law on June 17, 1930, comforted by the idea that the president could tweak individual tariffs later if things got messy, up or down by 50%, no big deal.

Spoiler alert: things got messy.

From bad to worse

Grievances started rolling in almost before the ink on Hoover’s signature had dried.

The Smoot-Hawley Tariff Act sent a not-so-subtle message to the rest of the world that America was closing shop. For countries already buckling under the weight of the Great Depression, not to mention the massive tab left behind by World War I, it landed like a gut punch. Germany, in particular, took a hard hit. Already juggling war reparations and a crumbling economy, it suddenly had even fewer ways to earn the foreign currency needed to make payments. As it turns out, it’s tough to pay someone back when they won’t buy anything from you.

America was essentially demanding international debt repayments while simultaneously blocking the very goods those payments would’ve come from. The rest of the world didn’t take it lying down either. Within a short time, 25 countries hit back with their own tariffs, and what followed was essentially a global fit of economic door-slamming. Between 1929 and 1934, world trade collapsed by a staggering 66%. US exports and imports both plummeted. No-one was buying, no-one was selling. Canada took the opportunity to pivot and cozied up to the British Empire at the 1932 British Empire Economic Conference. France and Britain, clearly not amused, started building new trade alliances. Germany, boxed in and unbelievably broke, turned to clearing agreements instead of trade.

Today, economists and historians around the world agree that while the Smoot-Hawley Tariff Act didn’t set off the Great Depression (that was already brewing), it definitely deepened it and extended America’s economic recovery by multiple years. Some historians have even made the argument that by kicking the global economy while it was already down, the Smoot-Hawley Tariff Act helped to translate economic chaos into political chaos. Economic desperation in Germany created the perfect storm for extremist ideologies to thrive, which may have helped clear the runway for Adolf Hitler and set the stage for World War ll.

Turns out, protectionism didn’t protect much.

The spinoff 

When Smoot-Hawley passed in 1930, unemployment in the US was already a troubling 8%. The tariff was sold as a fix and a way to protect American jobs. Unfortunately, it achieved the opposite. By 1931, unemployment had doubled to 16%. By 1932, it hit 25%. 

Now, to be fair, not all of that can be pinned on the tariff. As we’ve established, the Great Depression had already begun, thanks to a toxic brew of financial recklessness, plummeting demand, and a banking system built like a house of cards. But while Smoot-Hawley didn’t start the fire, it definitely poured gasoline on it: trade collapsed, farmers were gutted, and export-heavy industries got slammed. 

By 1932, the Democrats ran on a promise to rip up the tariff playbook. And after Roosevelt  won, he and the newly Democratic Congress passed the Reciprocal Trade Agreements Act of 1934. Suddenly, the president and not Congress had the power to negotiate tariff cuts, country by country. No need for a two-thirds Senate vote, just a regular majority. It happened so quickly that you might have missed it if you blinked, but it was a seismic shift in who controlled US trade policy.

And that shift has stuck. Fast forward nearly a century, and Donald Trump was out on the campaign trail saying he could slap tariffs on other countries without Congressional sign-off. And he wasn’t wrong – he was just taking full advantage of the powers handed down through decades of tariff delegation. If you’ve been asking yourself why it feels like one man is able to make and break the world economy with the stroke of a pen these days, well, there’s part of your answer. The ghost of Smoot-Hawley may be in the room with us right now.

About the author: Dominique Olivier

Dominique Olivier is the founder of human.writer, where she uses her love of storytelling and ideation to help brands solve problems.

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. She now also writes a regular column for Daily Maverick.

Dominique can be reached on LinkedIn here.

GHOST BITES (Delta Property Fund | Gemfields | Vukile Property Fund)

Property sales continue at Delta (JSE: DLT)

Two sales have been completed and new ones have been announced

Delta Property Fund has been trying to sell off properties as part of a need to urgently bring down the loan-to-value ratio in the fund. The deals don’t always close due to various conditions attached to the transactions, so it’s good to see that the deals for Anchor House and Thuto House (both in Bloemfontein) have now concluded and properties have been transferred.

A new deal has been announced in the form of 88 Field Street in Durban for R76 million. The non-refundable deposit is R3.8 million, so there’s still a long way to go from there. Guarantees for the remaining R72.2 million are due within 90 days from signature of the transfer agreements.

The property has a vacancy rate of 34.9% and net operating income of R6.5 million. It was valued at the end of February 2024 at R135.9 million, although achieving that number would require a huge improvement in the vacancy rate. The selling price of R76 million and the current net operating income implies a yield of 8.6%, so it feels like Delta is actually getting a decent price here considering the underlying performance of the building.

As Delta’s market cap is just R185 million because of the level of debt in the fund, this is a Category 1 deal that requires a circular to be issued to shareholders. It’s hard enough bringing the balance sheet in line. It’s even harder when the cost of doing each deal is so high due to the regulatory requirements. Such is life as a listed company though – if you want to step into that arena, you need to play by the rules.


The pressure was too much for Gemfields (JSE: GML)

They need to raise more capital from shareholders

Over the past year, when I’ve written on Gemfields, I’ve pointed out that the company has been busy with a high-risk capex programme at around the same time that market dynamics weren’t looking favourable. The share price is has lost nearly 60% of its value in the past year and this is a prime example of a dip that I avoided buying, as I felt that the underlying risks were just too great.

I’m glad I stayed out of the way. The share price dropped 23% on Friday to R1.16 in response to the release of poor results and the announcement of a rights issue to raise $30 million. The market cap is R1.35 billion, so that’s meaningful dilution for shareholders who don’t follow their rights.

The rights offer is priced at R1.07 per share, so the share is still trading above the rights offer price. The rights offer was set at a decent discount to the price before this drop, but much of the discount has now closed. This might be good news for the underwriters, as rights offers with smaller discounts tend to leave some crumbs on the table for the underwriters to pick up. Sure enough, there are two underwriters who have put their hands up: Assore International Holdings (AIH) and Rational Expectations, who are currently the largest shareholders in the company. Between them, the offer is fully underwritten.

Gemfields certainly needs the money. In fact, they need it so urgently that those two shareholders have put loans into the company for a total of $13.4 million. In case you’re wondering how that number was calculated, it’s the pro-rata share of the rights offer attributable to those two shareholders. Essentially, they are pre-paying their portion of the rights offer as a loan that will be set off against the rights offer proceeds later on. Then, if any of the rights aren’t taken up in the market, they are happy to take up more than their pro-rata allocation, which would mean a further cash injection.

To help you understand how Gemfields got into this kind of trouble, we can refer to the results for the year ended December 2024. Revenue fell by around 19% and although they did bring operating costs down slightly, it was nowhere near enough to save the EBITDA story. EBITDA margin was down sharply from 31.7% to 19.2%. By the time you reach the bottom of the income statement, you’re dealing with a headline loss per share of 2.1 US cents.

Perhaps most importantly, they’ve swung from net cash of $11 million as at the end of December 2023 to net debt of $80.4 million by the end of 2024. You can see why they need to raise cash, as relying on things like a potential sale of Faberge just isn’t certain enough. At this stage, they’ve only received non-binding offers for that business. The balance sheet is going to get worse before it gets better, with the circular for the rights issue noting that Gemfields expects to be in a net debt position of over $100 million once they’ve fully drawn down on their debt to meet ongoing capex requirements.

They certainly took the high-risk approach with this capex programme, leaving little margin for error or bad luck. Sadly, they’ve had plenty of difficulties that pushed them over the edge, ranging from an oversupply of Zambian emeralds through to fewer premium rough rubies in Mozambique and other issues.

Is it guaranteed that things will improve? No, definitely not. All you need to do is look at the diamond market to realise that products like emeralds and rubies aren’t immune to disruption or major changes to market dynamics. I would recommend referring to the detailed circular for the full picture of the risks and how the company is responding to them.


Vukile pulls the trigger on Forum Madeira in Portugal (JSE: VKN)

This is firmly part of the broader Iberian Peninsula strategy

If you’ve been following Vukile Property Fund, you’ll know that they have a 99.5% holding in Castellana Properties, their Spanish property investment vehicle. It’s a bit broader than just Spain actually, as Portugal has also caught the eye of South African property funds.

Vukile was an early adopter of the Iberian Peninsula trend, with more REITs now looking for opportunities in that region for much the same reasons that make Eastern Europe popular: these countries offer higher growth opportunities within the broader European safety net.

The latest such example is the acquisition of Forum Madeira in Portugal, a shopping centre on the island that features an open-air cinema. As you can guess, there’s a strong tourist element to this business model. The GDP of Madeira has grown at pretty epic levels and unemployment is down at 5.9%. They are loving the tourism story in Madeira and it sounds like a solid place to invest.

The property is being acquired for €63.3 million, so that’s a meaty price tag. The initial net operating income yield is 9.5%, reminding us once more than you can own a prime shopping centre in Madeira on a similar yield to the average buy-to-let residential property in South Africa. This is why I far prefer owning REITs to having direct property ownership. The property was independently valued in November 2024 at €72.8 million, so either they’ve gotten it at a discount or the valuation assumptions have deteriorated since then based on macroeconomic risks. It’s probably a bit of both.

It’s worth noting that Vukile isn’t going to have 100% of the earnings. Castellana is doing the deal through its 70%-owned subsidiary Caminho Propicio. This means that Vukile will control the centre through the structure, but will only enjoy 69.65% of the earnings (remember that there’s a tiny minority interest in Castellana as well). In case you’re wondering, the other 30% shareholder in Caminho Propicio is RMB, so Vukile is strongly in bed with its bankers.

The deal will be funded by in-country debt of €28 million, with the rest coming from existing cash resources. The loan-to-value ratio for the deal is therefore 38.5%. It’s interesting that they calculate the ratio based on the independent value of the property, not what they are actually paying for it.


Nibbles:

  • Director dealings:
    • Des de Beer bought another R14.2 million worth of shares in Lighthouse Properties (JSE: LTE), so this has been another strong buying season for him.
    • A non-executive director of BHP Group (JSE: BHG) bought shares worth R4.1 million.
    • The CEO of Santam (JSE: SNT) bought shares worth R613k.
  • Montauk Renewables (JSE: MKR) broke ground on a renewable natural gas landfill gas project in Oklahoma. They expect to invest between $25 million and $35 million in this project, with a target commissioning date in the first quarter of 2027.
  • Due to the ongoing liquidation process and the fact that financials for the year ended June 2023 are still outstanding, Conduit Capital (JSE: CND) has renewed its cautionary announcement.

PODCAST: Positioning for tariff turmoil

Listen to the podcast here:


In this special edition of Investec’s No Ordinary Wednesday podcast, we delve into the recent market turmoil following President Donald Trump’s controversial tariff announcements, which led to a staggering $5 trillion loss in the S&P 500 in just two days. Investec Wealth & Investment International’s Chief Investment Strategist, Chris Holdsworth, and Investment Strategist, Osagyefo Mazwai discuss implications for the global and local economies, investment portfolios and the future of markets.

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 Spotify and Apple Podcasts:

GHOST BITES (Anglo American | Choppies | Life Healthcare | Murray & Roberts | Renergen | Tharisa | Trematon)

Anglo’s deal with Peabody is under fire – literally (JSE: AGL)

Will we see a material adverse change clause being triggered here?

Nothing ever seems to be simple at Anglo American. Although they’ve undoubtedly created a number of problems for themselves along the way, they’ve also had some bad luck. The latest such example is an “ignition event” (i.e. a fire) at the Moranbah North mine that is part of the steelmaking coal business that Peabody Energy is buying.

Well, that they are in theory buying. Peabody has come out with a statement that they are “reviewing all options” in relation to the deal. In other words, the lawyers are pointing out the material adverse change clauses in the deal and the corporate financiers are working with the accountants to figure out if the fire exceeds any thresholds that are in the agreement.

This isn’t an uncommon thing. Imagine if you were buying a car, but you would only take ownership in 6 months and the current owner will continue to use the car for that period. Wouldn’t you want some kind of protection regarding the condition of the vehicle by the time you take ownership? This is what material adverse change clauses do.

Anglo American is downplaying it of course, referring to a “minor ignition” and the camera footage showing no evidence of damage. Again, nothing unusual here – the lawyers are making sure that Peabody puts out grave-sounding announcements in case they want to pull out of the deal, while Anglo is making it sound like it would be ridiculous for Peabody to do so.

And so the corporate dance continues…


Choppies is selling its business in Zimbabwe (JSE: CHP)

This isn’t exactly the biggest deal that you’ll see on the market

Choppies is selling Choppies Zimbabwe to Pintail Trading, a competing retailer in the southern region of Zimbabwe. The buyer isn’t a related party to Choppies.

It’s a tiny deal, with a price of just $260k. This is really just a case of getting rid of a headache, allowing Choppies to focus on regions where it believes it can be profitable. Instead of throwing more capital at Zimbabwe, they are simply getting out with a clean exit and a small cash inflow.

The Choppies market cap is R1.9 billion, so this disposal is truly a rounding error in the bigger picture.


You have to read the Life Healthcare update carefully (JSE: LHC)

There are some important earnings adjustments

Life Healthcare is in the process of selling the LMI business in a deal that shareholders almost unanimously voted in favour of. Against this backdrop, they’ve also released an earnings update dealing with the six months to March 2025.

Although there are some timing differences related to Easter, the southern African business experienced a 2% uptick in Paid Patient Days (PPD) and a 6.1% increase in revenue per PPD. This has driven revenue growth of between 8% and 9%, which is pretty good for a hospital group.

Now, you would expect to see that kind of number driving a significant jump in HEPS. Instead, once you work through the adjustments to arrive at pro-forma HEPS from continuing operations, you find a move of between -5% and +7.1%. In other words, barely positive at the midpoint. If you use pro-forma normalised earnings per share from continuing operations (no kidding), then the increase is between 0.2% and 12.3%.

Here’s the thing that a lot of shareholders probably didn’t realise: there’s a large contingent consideration payable to Piramal Enterprises, the previous owners of LMI. This is a good example of being on the wrong side of an Agterskot! The fair value adjustment is a huge R2.9 billion, or 203 cents per share. They exclude this from normalised earnings per share and from pro-forma HEPS. It will be included in HEPS from continuing operations though due to technical definitions, which means that Life will actually report a substantial headline loss this period.

There are other adjustments in the numbers as well, mainly related to payments to LMI management. These deals are complicated.

Results are due for release on 22 May. I suspect that most investors will focus on operating profit and whether the increase in revenue actually led to better margins. It’s pretty hard to tell from this trading statement whether that was the case or not.


The show is over for Murray & Roberts shareholders (JSE: MUR)

As I suspected from the business rescue plan, it is indeed a doughnut

Zero. Niks. Nada. F*kol. That’s what Murray & Roberts shareholders will be receiving from the business rescue process. Although that did come through pretty strongly for me in the business rescue plan, it wasn’t explicit. The release of interim results by the company has now confirmed the position.

Here it is, in black and white (and yellow):

For employees and other stakeholders, the mining business will continue operating. This is because the business is being rescued, even if it comes at the expense of shareholders. This is obviously a vastly preferred outcome to the whole thing shutting down, but it’s a timely reminder that shareholders very rarely get anything out of a business rescue process.

Remaining announcements from the company will sadly be administrative in nature as the various processes are followed to wind-up the company.


Finally, some good news for Renergen (JSE: REN)

But what about the court proceedings?

Those who have been following the recent news at Renergen will know that the company has been locked in battle with Springbok Solar regarding a development that has been at odds with Tetra4’s production right. Tetra4 is Renergen’s subsidiary that houses the helium assets.

The big news for Renergen is that the defective Section 53 MPRDA approval for Springbok Solar has been revoked, based on Renergen’s appeal to the Director-General of the MPRDA. It was specifically found that Springbok Solar failed to consult Tetra4 as required by regulations.

The share price closed 14% higher as the market celebrated this outcome. I’m certainly no expert in this space, but it doesn’t look as though the court judgement has been handed down yet. This means there is still the risk of something going wrong. The devil is always in the details in these processes and making assumptions is very dangerous.


Tharisa’s production has been impacted by the weather (JSE: THA)

At least Q2 was ahead of Q1, though

Tharisa has released a production report for the quarter ended March 2025. If you compare the numbers to the immediately preceding three months, then both PGM and chrome production came in higher. Prices for PGMs were also up, although chrome prices were well down.

The group’s net cash position decreased from $89 million at the end of December to $79.3 million at the end of March, mainly due to an increase in debt.

If you look at the six months on a year-on-year basis rather than sequentially, then PGM production fell by 12.2% and chrome concentrate production was down nearly 13%. PGM prices in USD increased by 4%, but chrome prices were down just over 12%.

You can therefore see why the price is down 20% over 12 months, as the PGM price move isn’t enough to offset the dip in PGM production, while both key chrome metrics went the wrong way.


Trematon should be repurchasing shares instead of focusing on dividends (JSE: TMT)

At least include some buybacks in the strategy to return capital to shareholders

Trematon is an investment holding company, which means they trade at a discount to intrinsic NAV. If you are wondering why, just refer to the recent African Rainbow Capital transaction and then consider the bad name that it gives to the entire sector, as they’ve basically turned the discount to INAV from a market estimate into an observable fact.

Where does this leave Trematon? Well, they plan to sell off assets and distribute proceeds to shareholders. Over time, this reduces the INAV. But what it doesn’t do is reduce the INAV per share, as they are paying dividends rather than doing share buybacks. All this does is reduce the share price over time, which means anyone looking at the company needs to constantly remember that there were prior dividends. I must acknowledge that I forgot this when writing about the trading statement that preceded this announcement, in which I pointed out the downward trend in INAV, so my apologies for that.

The point here is that buybacks, which would protect INAV per share (and perhaps even enhance it), while returning capital to shareholders, would be preferred to dividends. Liquidity is the obvious challenge here, but the average daily traded volumes aren’t too bad.

If we dig into the underlying assets, we find 1% revenue growth at Generation Education. Student numbers and operating profit fell year-on-year and the schools are sub-scale. They need to try attract more students without deviating from what makes these schools different. The group has raised external funding in the schools business and has seen its shareholding decrease from 82.7% to 68.2%. You have to wonder if diluting ownership at this point in the Generation journey is really the optimal approach, particularly when they’ve unlocked capital through other disposals (e.g. Aria) that could’ve been allocated into the schools. If they have their doubts about the business, then they also can’t expect the market to form an orderly queue to buy Trematon shares.

Club Mykonos in Langebaan also saw a drop in profits, contributing just R2.6 million to group profits in this period. It’s a decent cash generator, but those are marginal numbers at the end of the day. The development of the last piece of land at the resort is imminent.

There are a couple of other property assets as well, with an overall flavour of asset disposals rather than acquisitions being clearly visible.

The TL;DR here is that Generation is now the biggest asset. Trematon isn’t exactly showing growth in that asset and is happily diluting its stake in the business, while paying dividends instead of doing share buybacks. I must tell you that none of this fills me with confidence.

The INAV per share is 344 cents and the share price is R2.00, so that’s a 42% discount to INAV. As investment holding companies go, that’s actually a pretty standard discount.


Nibbles:

  • Director dealings:
    • Des de Beer bought shares in Lighthouse Properties (JSE: LTE) worth R11.25 million.
    • A non-executive director of BHP (JSE: BHG) bought shares worth a meaty R833k.
    • A director of a major subsidiary of Shoprite Holdings (JSE: SHP) bought shares worth R261k.
    • The CEO of Momentum Group (JSE: MTM) bought shares worth R234k.
    • The CEO’s spouse bought shares in Purple Group (JSE: PPE) worth R195k.
    • A non-executive director of STADIO (JSE: SDO) bought shares for his minor child worth R5.5k. Start ’em young!
  • Nu-World (JSE: NWL) has a market cap of just R545 million. This is a typical small cap with limited liquidity in its stock. The results for the six months to February 2025 reflect revenue growth of 28.8%, which obviously sounds fantastic. Although blunted somewhat by the time we get to HEPS growth, there’s certainly nothing wrong with HEPS being up 19.2%. Margins are under pressure in the business due to levels of competition in the market. Another interesting nugget is that the company saw an increase in sales from the two-pot savings withdrawals, so this revenue growth should be treated with caution in terms of how sustainable it is (or isn’t). As a final comment, the company saw solid growth in revenue in Australia, so here’s a rare example of a South African company seeing some success in that frightening land of spiders, snakes and broken retail dreams.
  • Wesizwe Platinum (JSE: WEZ) is still trying to recover from a cyberattack in December 2024. This has led to ongoing delays in the publication of financials for the year ended December 2024. And perhaps most importantly, they are still working on the approval for the letter of support beyond the current funding cap of $1.52 billion. This requires approval from the China National Development and Reform Committee (NDRC). Given the South Africa – China relations, you would think that this is an easy thing to get right, but it does seem to be taking its time. This is all part of Wesizwe’s broader plans to obtain funding for the Bakubung Project.
  • Mpact (JSE: MPT) announced a couple of new independent non-executive director appointments, including Sbu Luthuli as lead independent director.
  • Purple Group (JSE: PPE) announced that chairperson Happy Ntshingila is stepping down on a temporary basis due to requirements under the Legal Practice Act (nothing untoward here – Ntshingile is completing a pupillage). Craig Carter will act as interim chairperson.

Weekly corporate finance activity by SA exchange-listed companies

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In an update to shareholders, Anglo American (Anglo) advised that, subject to shareholder approval on 30 April 2025, the expected demerger date of Anglo American Platinum (Amplats) from the group to be 31 May 2025. Anglo confirming it would continue to hold an c.19.9% shareholding in Amplats for at least 90 days following the demerger. During 2024 Anglo sold down an 11.9% shareholding in Amplats from its original 79% stake. The remaining stake will be distributed to Anglo shareholders who will each receive 110 Amplats shares for every 1,075 Anglo shares held. Amplats is seeking a secondary listing on the LSE which will be in addition to the existing primary listing on the JSE. In conjunction with the demerger, Anglo intends to carry out a share consolidation to provide consistency in the Anglo share price before and after the demerger process.

BHP Group has purchased 3,234,465 shares in the open market on the ASX, LSE and JSE exchanges at an average price of A$39.68, £19.23 and R448.67 per share. The shares were purchased in terms of its Dividend Reinvestment Plan (DRIP).

The JSE has approved the transfer of the listing of Grand Parade Investments to the General Segment of Main Board with effect from 10 April 2025. The listing requirements in this segment are less onerous for the smaller and mid-cap firms.

This week the following companies repurchased shares:

EPE Capital Partners has acquired 13,500,000 A shares in an intra-group repurchase with EPE Capital Fundco. The shares were repurchased at R4.90 per share for a total value of R66,15 million. These, and other shares held in treasury, totalling 31,086,046 in aggregate, will be delisted and cancelled.

During the period 19 February 2025 to 4 April 2025, Netcare repurchased 42,713,982 ordinary shares at an average price per share of R13.1359 for an aggregate R561,1 million. The repurchase was funded from cash generated by operations.

Schroder European Real Estate Trust plc acquired a further 318,400 shares this week at an average price of 65 pence per share for an aggregate £206,307. The shares will be held in Treasury.

On March 6, 2025, Ninety One plc announced that it would undertake a repurchase programme of up to £30 million. The shares will be purchased in the open market and cancelled to reduce the Company’s ordinary share capital. This week the company repurchased a further 823,202 ordinary shares at an average price of 125 pence for an aggregate £1,03m.

In its annual financial statements released in August 2024, South32 announced that it would increase its capital management programme by US$200 million, to be returned via an on-market share buy-back. This week 860,579 shares were repurchased at an aggregate cost of A$2,29 million.

On 19 February 2025, Glencore plc announced the commencement of a new US$1 billion share buyback programme, with the intended completion by the time of the Group’s interim results announcement in August 2025. This week the company repurchased 17,250,000 shares at an average price per share of £2.42 for an aggregate £41,8 million.

In October 2024, Anheuser-Busch InBev announced a US$2 billion share buy-back programme to be executed within the next 12 months which will result in the repurchase of c.31,7 million shares. The shares acquired will be kept as treasury shares to fulfil future share delivery commitments under the group’s stock ownership plans. During the period 31 March to 4 April 2025, the group repurchased 3,600,000 shares for €205,44 million.

Hammerson plc continued with its programme to purchase its ordinary shares up to a maximum consideration of £140 million. The sole purpose of the buyback programme is to reduce the company’s share capital. This week the company repurchased 428,996 shares at an average price per share of 233 pence for an aggregate £996,391.

In line with its share buyback programme announced in March 2024, British American Tobacco plc this week repurchased a further 660,581 shares at an average price of £31.01 per share for an aggregate £20,48 million.

During the period 24 to 28 March 2025, Prosus repurchased a further 7,032,648 Prosus shares for an aggregate €293,83 million and Naspers, a further 512,676 Naspers shares for a total consideration of R2,34 billion.

Three companies issued profit warnings this week: Combined Motor Holdings, Trematon Capital Investments and aReit Prop.

During the week two companies issued cautionary notices: Mustek and Choppies Enterprises.

Who’s doing what this week in the South African M&A space?

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Choppies Enterprises has disposed of its Zimbabwean business to Pintail Trading, a leading supermarket retailer of groceries and hardware products in the southern region of Zimbabwe. Although the Zimbabwe business is viable in the long-term, Choppies will need to invest more capital to support these operations for extended periods which management believes is not economically viable for the group at this time. Pintail will pay $260,000 for the Zimbabwe business.

The Board of Assura plc, the UK healthcare REIT with an inward listing on the JSE, has accepted an improved offer from Kohlberg Kravis Roberts and Stonepeak Partners for an all-cash deal valuing the company at c.£1,6 billion. Shareholders will receive 48.56 pence for each Assura share and a dividend of 0.84 pence per share due to be paid on 9 April 2025. The offer represents an c.32% premium to the 3-month volume weighted average of the Assura share as of 13 February 2025, the day prior to the commencement of Assura’s offer period. Last week Assura received an offer from Primary Health Properties (PHP) for an all-share combination implying a value c.£1,5 billion which the Board unanimously rejected. The KKR-Stonepeak consortium offer is conditional on shareholder approval.

Cashbuild through its subsidiary Cashbuild Management Services, has acquired a 60% controlling interest in Allbuildco for R93 million. Allbuildco owns three hardware and building material stores trading under the names Amper Alles in Silverlakes, Rayton and Groblersdal. The remaining 40% will be retained by the sellers. The parties have agreed to a series of put and call options exercisable during the next five years which may result in Cashbuild acquiring a further 10% to 40% interest in Allbuidco. The consideration for the options has been capped. The acquisition aligns with Cashbuild’s strategy to become a market leader in the hardware and building material sector in SA across all LSM bands.

Cape-based digital payments gateway Peach Payments has announced the intended acquisition of West-African payment platform PayDunya. The Dakar-based fintech, which was founded in 2015 and operates in six Francophone countries, facilitates sending and receiving payments on websites and mobile applications in addition to the collection and disbursement of bulk payments. The deal marks Peach Payments entry into Francophone Africa following its expansion to Eswatini (2024), Mauritius (2021) and Kenya (2018). In 2023 it closed a US$30 million funding round led by Apis Growth Fund II.

Who’s doing what in the African M&A and debt financing space?

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Moroccan fintech, PayTic, has closed a US$4 million seed extension round led by Cathay AfricInvest Innovation Fund. Other investors in the round included Build Ventures, Axian Group, Mistral, Island Capital Partners and Concrete.

Sahel Capital, through its Social Enterprise Fund for Agriculture in Africa (SEFAA), has provided a US$500,000 working capital loan to TAFALO, a Côte d’Ivoire-based agribusiness with operations in Duonfla, Odienné, Touba, Koro and Korhogo.

Verdant Capital Hybrid Fund completed an additional investment of US$4.5 million in LOLC Africa Singapore (LOLC Africa). This follows an initial investment of US$9 million in LOLC Africa, in June 2023. Both investments are structured as holding company loans, and they are being directed towards LOLC Africa’s operating lending subsidiaries in Zambia, Rwanda, Egypt, Kenya, Tanzania, Nigeria, Malawi, Zimbabwe, Ghana, and the Democratic Republic of Congo.

Côte d’Ivoire’s Djamo has raised a US$17 million equity round led by Janngo Capital and including SANAD Fund for MSMEs, Partech, Oikocredit, Enza Capital and Y Combinator. The company’s last capital round of $14 million was in 2022 and the founders say that the company has grown its revenue 5x since then. Having recently branched out into Senegal, the digital banking startup now serves over 1 million customers across the two Francophone West Africa countries.

On 25 April, the Sanlam Kenya Plc Rights Offer will open following approval by shareholders, the Capital Markets Authority, the Nairobi Securities Exchange and the Insurance Regulatory Authority. The company is looking to raise KES2.5 billion by way of allotment of up to 500 million ordinary shares at a price of KES 5.00 per share.

Raxio Group has announced US$100 million in financing from the International Finance Corporation (IFC). The debt funding from IFC will help Raxio double its deployment of high-quality colocation data centres within three years, addressing growing demand in underserved markets across the continent. Raxio is developing a sub-Saharan African regional data centre platform in countries including Ethiopia, Mozambique, the Democratic Republic of Congo, Côte d’Ivoire, Tanzania, and Angola.

Navigating the key tax trends in South African M&A

South Africa’s M&A landscape is experiencing a significant improvement in activity, fuelled by both domestic consolidation and international investment.

This has thrust the intricacies of the tax environment into the spotlight, making it an indispensable element of strategic planning for any deal. The complexity of South Africa’s tax laws, combined with recent legislative amendments and judicial precedents, underscores the necessity for a proactive tax strategy in M&A transactions. Here, we delve into the pivotal tax trends that are shaping the M&A market in South Africa, providing insights for both local and global investors.

The Capital Gains Tax in South Africa, with an effective rate of 21.6% for companies, significantly impacts the financial outcomes of M&A deals. This tax can considerably diminish net proceeds for South African resident sellers. However, international sellers typically rely on Double Taxation Agreements (DTAs) to either mitigate or eliminate CGT, highlighting the critical role of DTAs in cross-border transactions. In addition, the decision to structure a deal as a share sale versus an asset sale often hinges on CGT implications. While optimising for tax efficiency, it is equally important to ensure compliance, as the South African Revenue Service (SARS) vigilantly oversees these structures to prevent tax avoidance or worse, evasion.

The imposition of a 20% withholding tax on dividends and 15% on interest for non-residents directly affects the profitability of cross-border investments. Yet, through diligent tax planning and leveraging DTAs, these rates can be reduced, provided there is strict compliance with local regulations and adherence to obtaining tax residency certificates. Effective planning not only ensures the repatriation of profits efficiently, but often underpins the overall tax efficiency and viability of cross-border M&A deals.

In M&A, debt financing is often favoured, particularly when dealing with capital-intensive targets. However, South Africa’s thin capitalisation rules impose limits on interest deductions from related-party loans, which can skew the financing structures in M&A deals. Too much debt relative to equity can lead to disallowed tax deductions, increasing taxable income. Therefore, a balance between debt and equity is necessary to leverage tax benefits while staying within regulatory bounds. This involves navigating through sections like 23M, which specifically limits interest deductions for cross-border loans between connected persons, and understanding the impact of local borrowing restrictions for affected persons whose shares are held by exchange control non-residents.

Sections 43 to 47 of the Income Tax Act offer opportunities for tax deferral in corporate reorganisations or share transfers, which can be particularly advantageous for managing cash flow during M&A integration. However, these benefits come with stringent anti-avoidance provisions, necessitating careful planning to ensure eligibility. Roll-over relief can significantly enhance financial flexibility during group restructurings, but compliance with eligibility criteria is paramount to avoid unexpected tax liabilities.

Section 42 of the Income Tax Act allows for tax deferral in asset-for-share transactions, which is a boon for M&A strategies. However, this comes with its own set of anti-avoidance measures to prevent abuse. The timing of transactions is crucial; selling shares within 18 months of such a swap can reverse the tax benefits. Moreover, the assumption of liabilities in share swaps can lead to deferred tax liabilities that might materialise upon exit, requiring careful long-term planning to manage future tax implications.

Transfer pricing remains a critical area of focus in cross-border M&A, where transactions between related parties must adhere to arm’s length principles. Comprehensive documentation and pricing strategies are essential to avoid penalties and adjustments. Post-acquisition, aligning intercompany transactions to support business operations while ensuring compliance is key to minimising tax risks.

Foreign investors must be wary of inadvertently creating a permanent establishment in South Africa, which would trigger local tax obligations. Structuring investments through local subsidiaries can provide a shield against PE risks, while maintaining control and tax efficiency.

Broad-Based Black Economic Empowerment (B-BBEE) ownership compliance is not just about meeting regulatory requirements, but is crucial for operational success in South Africa. Structuring transactions to align with BEE ownership requirements while ensuring tax efficiency involves navigating complex rules to minimise tax penalties while maximising business outcomes. This requires a nuanced understanding of how B-BBEE ownership impacts can be integrated into tax planning strategies to enhance the overall value of M&A transactions.

Recent court decisions have been centred around the interpretation of the FBE exemption in South African tax law. One example is the Coronation FBE (foreign business establishment) case, a significant tax dispute between Coronation Investment Management SA (Pty) Ltd and the Commissioner for the South African Revenue Service (SARS), which has clarified aspects of tax exemptions for foreign subsidiaries, providing clearer pathways for tax-efficient structuring in international operations.

Conversely, the Thistle Trust Case is a landmark judicial decision concerning the taxation of trusts, particularly involving capital gains in multi-tiered trust structures. The case addressed how capital gains are taxed when distributed through multiple tiers of trusts, specifically focusing on the application of the “conduit principle” in tax law. The ruling has tightened the rules around the conduit principle in trusts, impacting how capital gains are managed in M&A, necessitating a reassessment of trust structures.

As South Africa’s tax environment becomes more intricate, proactive and strategic tax planning is vital for M&A and corporate activity success. By understanding and adapting to these evolving tax trends and regulatory shifts, both local and international investors can navigate the complexities, unlock greater value, and achieve sustained success in this important area.

The ability to anticipate changes and adapt strategies accordingly will be the hallmark of astute deal-making in an improving South African environment.

Johan Toerien is a Corporate Finance Transactor and Rolf Roux is Head of Corporate Solutions | RMB Corporate Finance.

This article first appeared in DealMakers, SA’s quarterly M&A publication.

The ZIDA Advantage: How the Act and the Agency facilitate mergers and acquisitions in Zimbabwe

Bureaucratic delays and regulatory uncertainty are a few examples of the challenges that hamper the completion of transactions in Zimbabwe. These hurdles are made lighter by the Zimbabwe Investment and Development Agency Act (Chapter 14:37) (the Act) and, more importantly, the Agency established under it. Whilst the Act provides the general framework for investments in the country, the Agency is tasked, among other things, with streamlining investment approvals and promoting investment in general.

This instalment, the second in a three-part series, puts into focus the Act and the Agency and expands on how these two are critical components in Zimbabwe’s mergers and acquisitions (M&A) landscape. In addition, the article will reveal how both can be invoked to serve as crucial enablers of M&A transactions. By understanding the advantages proffered by the Act and the Agency, foreign investors and local dealmakers can rely on them to facilitate deal execution, investor protection, and ensure regulatory compliance.

The starting point for assessing how one can benefit from the Act and the Agency is to understand the Act. The Act came into force in February 2020, and it is a piece of legislation meant to provide for the promotion, entry, protection and facilitation of investment; to provide for the establishment of the Zimbabwe Investment and Development Agency, and to provide for matters incidental to or connected to the aforementioned.

Therefore, ZIDA is reference not only to the Act itself, but to the Agency which is created under it.

Benefits under the legislative framework

(a) Streamlining processes:

Before the introduction of the Act, Zimbabwe’s investment framework was fragmented across multiple statutes, naturally creating delays, regulatory uncertainty, and inefficiencies in the M&A process. The Act thus consolidated the since-repealed Zimbabwe Investment Authority Act [Chapter 14:30], the Special Economic Zones Act [Chapter 14:34] and the Joint Ventures Act [Chapter 22:22] into a single, investor- friendly law.

The Act also provides a simplified understanding of the investment licensing procedure for Public Private Partnerships and Special Economic Zones, while the underlying and supporting regulations also allow for the issuance of tax and customs related benefits applicable.

For M&A professionals and foreign investors, this is key to providing transaction guidance, and it also constitutes a streamlined legal framework that improves transaction certainty.

(b)The priority list:

This is the equivalent of ‘jumping the bureaucratic queue’ – legally. It is a ‘super power’ for companies dealing with government departments. Sadly, this super power is either not entirely known or it is severely underutilised.

The ability to jump the bureaucratic queue is found under section 6 of the Act. The provision states that, “Every officer, organ or arm of the State, and every statutory body and local authority whose duty it is to consider any application for the grant of any permit, licence, permission, concession or other authorisation required in connection with any activity, or for the provision of a service, shall ensure that, as far as possible, priority is given to the consideration of any application therefor by an applicant whose activity is permitted or approved in terms of an investment licence issued under this Act.”

Therefore, once a company is granted this license, most (if not all) processes must, as a matter of law, be given priority. Sensitising the authorities on this aspect may provide efficiency for any transaction or related applications.

(c) Clarity and legal protection for investors:

The Act incorporates globally accepted investment protection principles that are critical for foreign investors, including: the National Treatment Principle (NT), whereby foreign investors must be treated no less favourably than domestic investors in similar circumstances; the Most-Favoured Nation (MFN) Treatment, whereby any benefits granted to one foreign investor must be equally available to others; the Fair and Equitable Treatment principle, whereby investors are protected from arbitrary regulatory changes and unfair treatment; and protection against expropriation, whereby guarantees are offered against forced takeovers and state interference without adequate, prompt and effective compensation.

Further to the above, the Act also provides for repatriation of funds, and accords investors the right to challenge decisions affecting their investment through dispute resolution mechanisms.

By embedding these principles, the Act seeks to reduce policy uncertainty – a key concern for investors considering Zimbabwe. However, although these principles are reflective of the intention to provide more investor clarity, it should be noted that there is still massive policy inconsistency currently prevailing in Zimbabwe, especially in respect of currency laws in the country. It would be interesting to see investors pivot on this Act to challenge certain policies that affect investment in Zimbabwe.

Benefits from The Agency

As alluded to in the initial article, the Agency is one of the key regulatory bodies that govern M&A transactions in Zimbabwe, and it is essential to drive M&A efficiency. While the Act sets the legal framework, the Agency is the operational body that executes the law, ensuring that M&A transactions proceed smoothly.

ZIDA serves as the primary investment promotion authority, facilitating dealmaking by reducing bureaucratic delays, offering post-investment support, and creating a more predictable regulatory environment. This is primarily done through its One-Stop Investment Services Centre (OSISC). A key obstacle to efficient deal execution in Zimbabwe has been the need to navigate multiple government departments for approvals. The OSISC integrates approvals from all the key regulatory bodies stated in the initial article.

In practice, the Agency also meets up with investors and key stakeholders, upon request, to cater to any investor issues, including any bottlenecks that may arise during subsequent transactions. By bringing these agencies under one coordinated platform, OSISC cuts approval timelines, eliminates redundant processes, and improves regulatory transparency, all essential for fast-tracking M&A transactions.

Unlike traditional regulators that focus solely on approvals, ZIDA provides ongoing support to investors and ensures that their business needs, from a regulatory perspective, are catered for. More recently, in 2024, ZIDA suspended its yearly licensing maintenance fee of approximately US$3,000, rightfully pointing out that the fee actually deterred investment and unnecessarily penalised investors. It also provides for regulatory updates, helping investors stay compliant with evolving policies, and even goes further by making available investment opportunities in different economic sectors in the country.

As Zimbabwe continues to refine its investment climate, the Agency and the Act are both critical components in the M&A landscape. Together, they create a structured, investor-friendly environment for M&A transactions. For investors and M&A professionals, understanding ‘the ZIDA advantage’ is not just advantageous – it is essential. By fully acquainting oneself with the elements provided by the Act and the Agency, one can ensure a more seamless transactional experience for investors in Zimbabwe.

Tapiwa John Chivanga is a Partner | Scanlen & Holderness

This article first appeared in DealMakers AFRICA, the continent’s quarterly M&A publication.

GHOST BITES (Alphamin | Assura – Primary Health Properties | Jubilee | Purple Group)

Some good news at Alphamin (JSE: APH)

The Bisie tin mine in the DRC has resumed operations

Market sentiment is disastrous enough right now without taking into account additional risks like regional conflicts. This is why it was very important for Alphamin to get the Bisie tin mine operations in the DRC back up and running as soon as possible, although the conflict situation is obviously outside of their control.

The share price was in proper trouble before the news of the resumption of operations, having dropped around 40% year-to-date. Thanks to a sharp rally of 24% based on the latest news, that year-to-date picture has improved to a drop of 26%. It’s ugly, but less ugly at least.

Importantly, although the mine was evacuated in mid-March, tin concentrate export logistics continued without interruption. They have limited concentrate stock on hand, so they definitely can’t afford any more problems like this.

The insurgents are 130kms east of the mine. That’s not exactly the biggest margin of safety, so investors will still be wary here.


In a shock to no one, Assura has rejected the Primary Health Properties proposal (JSE: AHR | JSE: PHP)

I really didn’t understand the deal strategy here

UK-based healthcare property group Assura is the talk of the town. They’ve been looking at a potential offer from KKR and Stonepeak Partners that has now turned into a firm offer. It’s an all-cash deal, which is always appealing to shareholders who enjoy clean transactions with low implementation risk. The board has decided to recommend this offer to shareholders.

This means that the approach by Primary Health Properties has been rejected once and for all. I’m not surprised in the slightest. As I wrote at the time when the indicative terms first came to light, a part-share part-cash offer that is essentially a merger would need to be at a price that is a premium to the competing all-cash offer. You’re asking shareholders to walk a road of believing in synergies and taking on deal risk. How can you ask them to do that for less money than the alternative?

Weak corporate finance strategies aside, we can now just focus on the KKR / Stonepeak offer. It comes in at 49.4 pence per share, comprising 48.56 pence in cash to be paid by the offeror and the rest in the form of the quarterly dividend that existing shareholders will be permitted to receive. This works out to 33.9% premium to the 30-day VWAP up until 13 February, which is when the offer period commenced.

Alas, no sooner had Assura arrived on the JSE than it seems to be leaving. At least we will still have Primary Health Properties. I just hope they get better advisors, or more executives with corporate finance experience if they plan to be doing transactions like this. I’m all for throwing your hat into the ring, but at least give it a chance.


Jubilee has found an unnamed partner for its surplus PGM feed material in South Africa (JSE: JBL)

This is necessary because chrome production is much higher

Jubilee’s chrome concentrate production reached record numbers in the six months to December 2024. This has created a lot of PGM-bearing material on the surface as a by-product. Instead of investing in capacity to process this material themselves, Jubilee has opted to partner with a local company to do it – they just won’t tell us who it is.

Earnings from the project will be shared equally and there’s an initial term of 12 months. This sounds like a pretty smart plan that will do wonders for FY25 production levels and especially return on capital, as no additional capex is required.


The flywheel is spinning at Purple Group (JSE: PPE)

Assets are growing faster than clients – and that’s what you want to see

This is easily the best set of numbers that we’ve seen from Purple Group. That seems obvious when a metric like HEPS jumped by 204.1%, but that’s not even the best part. The key is to look at the sources of that growth, particularly in the core EasyEquities business.

The flywheel that needs to spin is client growth. Active clients grew by 8%, so that gets a tick in the box. The next all-important wheel is average inflow per retail client. Ideally, you want clients to put more and more money into the platform each year as their investment capability and level of financial acumen grows. Sure enough, the numbers per cohort are encouraging (longer standing clients are more valuable) and the average inflow per retail client is up 49% to R5,201. That’s still such a small number compared to how traditional brokers think about their clients, which shows you why this business is important.

Then, you want to see that costs aren’t growing as quickly as revenue. The HEPS growth kinda gives that away already, so you know there’s good news coming. There’s a comment in the CEO report that for every R100 increase in revenue, R70 is flowing through to the bottom line. That’s a strong incremental margin of 70%. For reference, the group profit before tax margin is currently 25%. This shows that top-line growth has every possibility of turbocharging the profit before tax growth.

For me, the best story in the group is the reduced reliance on activity-based revenue. Just take a look at this chart from the earnings report and consider how different this story would be if the purple bars weren’t there:

Aside from my worries about the valuation, my biggest gripe was that the immense multiple was being applied to revenue that isn’t recurring in nature. I wasn’t wrong, as you can see by the dips in the orange bars and the general lack of growth in that type of revenue, particularly when compared to the purple bars. These days, the multiple is far more reasonable and the underlying revenue is more recurring in nature.

With initiatives like EasyCredit, they certainly need to be careful about the risk that they introduce into the business model. The key is to go steadily rather than quickly. We’ve also seen very little progress thus far in the Philippines, with a current monthly cost of R1.5 million per month. Thankfully, the core business looks solid enough to support some initiatives that bring upside optionality to the story.

I’m finally ready to be long Purple Group, after a good few years of having to explain to people what the difference is between a great company and a great investment. If a share price is at reasonable levels, it’s possible for something to be both.


Nibbles:

  • Director dealings:
    • Des de Beer bought shares in Lighthouse Properties (JSE: LTE) worth R523k. This adds to his significant recent tally.
    • The COO of Spur (JSE: SUR) sold shares worth R421k.
    • The independent chair of KAP (JSE: KAP) bought shares worth R232k.
  • There are a couple of significant senior management changes at African Rainbow Minerals (JSE: ARI), with the current CEO of ARM Platinum moving across to run ARM Technical Services, a division that is being reintroduced at the group to focus on enhancing the efficiency and effectiveness of the group.
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