
How Redefine and its tenants are shaping a greener future together
Redefine Properties is rewriting the role of a property partner in South Africa by placing people, purpose and planet at the heart of everything we do. With sustainability rooted in collaboration, Redefine is leading the way towards a more sustainable, future-fit built environment: one green building, one partnership, at a time.
'A sustainable future isn't something we can achieve alone; it's something we build together.' - Ursula Mpakanyane, Head of ESG, Redefine Properties
ESG: From a buzzword to a business ethosIn recent years, environmental, social and governance (ESG) principles have become a staple in the corporate world. Turning this concept into meaningful action is a trademark of responsible companies:
• Environmental: Reduce carbon emissions, conserve water and energy, and manage waste
• Social: Support the wellbeing of tenants, employees and communities
• Governance: Entrenchment of our environmental goals through the adoption of green lease principles
At Redefine, we aim to achieve these goals through collaboration and stakeholder partnerships, especially with our tenants.
Purpose-built, people-powered
'ESG is embedded in every decision we make,' says Mpakanyane. 'We believe property is our commodity, but people are our business. That's why our mission is bold: to deliver the smartest and most sustainable spaces.'
From a sustainability perspective, the proof is in the numbers
- Green buildings are ±25% more energy efficient and ±17% more water efficientR15.6 billion issued in green funding- 129 Energy Performance Certificates obtained- 9 Net Zero Carbon Level 2 buildings, including Alice Lane, Convention Tower, and Ballyoaks Office Park that were achieved this year.
- 62% of Redefine's SA portfolio is Green Star certified
'These buildings do more than perform well – they show what's possible when partners collaborate and share responsibility to achieve sustainability goals,' explains Mpakanyane. Green buildings deliver results
According to the 2024 MSCI Green Index, Green Star certified Prime and A Grade offices delivered a 10.1% total return, outperforming non-certified assets by 120 basis points. Furthermore, sustainable real estate provides proven long-term value and resilience, having outperformed non-certified spaces by 28.2% since 2016.
A future that works for all
For Redefine, sustained green building success is a shared responsibility. We collaborate with our tenants to manage resources, increase efficiency, and support shared sustainability goals.
Live the upside. Partner with Redefine to build with people for purpose.
Contact us: www.redefine.co.za
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

IOL News
5 days ago
- IOL News
Small Modular Reactors: A strategic opportunity for South Africa's energy future
Professor Bismark Tyobeka is the principal and vice-chancellor of the North-West University. Image: Supplied The global energy landscape is undergoing profound change. Among the most promising innovations is the small modular reactor (SMR), a nuclear technology being promoted as an alternative not only to large conventional nuclear plants but also to fossil fuel-based generation. For South Africa, SMRs represent both a technological advance and an economic opportunity. The 'small' in SMR refers to its generating capacity — typically between 50 and 300 megawatts electric (MWe) per unit. By comparison, a conventional large reactor such as Koeberg's units generates around 970 MWe each. SMRs are often deployed in clusters such as four-pack, six-pack, ten-pack or more, depending on the electricity needs of a region. The 'modular' aspect means that these reactors can be manufactured on a factory floor, shipped to site, and added incrementally. A single module can be installed and commissioned, with more units added over time as demand and financing allow. This phased approach lowers upfront capital requirements and accelerates deployment. The compact footprint of SMRs makes them suitable for sites where large plants would be impractical. Koeberg, for example, occupies a vast area due to its size and the 'source term', or the potential release of radioactivity in an accident. Larger plants require extensive emergency planning zones, creating buffers between the reactor and residential areas. SMRs, with their smaller source term, can be sited closer to demand centres because any potential release would be far smaller and more easily diluted. This reduced land requirement also opens possibilities for locating SMRs near existing industrial hubs. They can be placed closer to the grid, reducing costly transmission infrastructure. In some cases, they could operate entirely off-grid, directly powering energy-intensive industries such as mines and smelters. Consider South Africa's mining sector. Large gold or platinum mining complexes in areas such as Rustenburg or Carletonville could be powered by dedicated SMRs, eliminating the need for long transmission lines. Similarly, smelters — which have suffered output cuts due to Eskom's supply constraints — could secure reliable 24/7 power from on-site SMRs. This would cut carbon intensity and help meet ESG commitments. Excess electricity could be sold into the grid, providing both operational resilience and an additional revenue stream. Factory fabrication is another major advantage. Traditional nuclear construction involves assembling vast quantities of components on site, often in challenging conditions. SMRs, by contrast, can be built under controlled conditions — creating opportunities to localise production and develop a domestic manufacturing value chain — subject to rigorous quality checks and regulatory inspections before shipping. This approach shortens construction timelines, reduces labour requirements on site, and minimises the risk of cost overruns. Some SMRs, particularly high-temperature gas-cooled reactors such as the pebble bed design pioneered in South Africa, use fuel that is inherently safe. Each fuel particle is coated in layers of graphite and silicon carbide, creating a robust barrier to the release of radioactive material. Even in the event of an accident, the reactor is designed to shut itself down without operator intervention if temperatures exceed safe limits. This intrinsic safety significantly reduces the risk of major incidents. SMRs are not theoretical concepts. Two are already operational: China's high-temperature gas-cooled reactor (the HTR-PM), connected to the grid in 2021, and Russia's floating nuclear power plant, the Akademik Lomonosov, which can be moored near coastal demand centres. In the United States, designs such as NuScale's light water SMR and TerraPower's advanced reactor (backed by Bill Gates) are progressing. Argentina is building its own version, and other countries are investing heavily in similar projects. For South Africa, SMRs offer several strategic benefits. Their smaller capacity makes them more affordable to build in stages, easing the financing burden. A 300 MWe SMR produces less than a third of Koeberg's output but could be replicated over time to meet growing demand. Deploying them at or near mines, smelters, industrial parks, or even large data centres could boost productivity, protect jobs, and attract investment. The rise of artificial intelligence and cloud computing is driving demand for data centres. These are massive facilities that require uninterrupted, high-capacity electricity. Locating such centres in South Africa, powered by dedicated SMRs, could position the country as a continental hub for digital infrastructure. However, for this potential to be realised, South Africa's regulatory framework must adapt. The Independent Power Producer (IPP) programme has opened space for private investment in renewables, but nuclear is not currently included. Extending the IPP framework to allow privately owned nuclear plants, particularly SMRs, could unlock significant investment. Such a move would encourage participation from local and international companies that are wary of building large, centralised plants but are keen to deploy smaller, modular units. SMRs could also replace ageing coal-fired stations, particularly in Mpumalanga. By siting new pebble bed modular reactors on or near existing coal plant locations, transmission infrastructure could be reused, reducing costs and speeding up integration into the grid. The case for SMRs in South Africa is compelling. They offer flexibility in siting, whether on-grid or off-grid, and scalability, with capacity added as needed. Their advanced fuel designs and passive shutdown systems provide enhanced safety, while their ability to power energy-intensive industries and attract new sectors can stimulate economic growth. Furthermore, factory fabrication shortens construction timelines, making them a faster, more efficient option for expanding the country's energy mix. To seize this opportunity, South Africa must act decisively. That means establishing clear regulations for private nuclear generation, incentivising industrial users to adopt SMRs, and reviving domestic expertise in pebble bed reactor technology. The technology exists, international examples prove its viability, and the need for reliable, low-carbon power has never been greater. Small modular reactors will not replace the entire energy system, but they could become a cornerstone of a diversified, resilient, and sustainable South African grid. The time to prepare for their deployment is now.

IOL News
05-08-2025
- IOL News
Governing innovation: enabling disruption without losing control
Governance is not about constraining creativity but stewarding it wisely. A board that governs innovation well does not seek to eliminate uncertainty, but to navigate it with foresight and discipline. Image: AI Lab By Nqobani Mzizi In this modern era of unrelenting disruption, boards are increasingly required to go beyond merely overseeing performance. They must also enable innovation. Technologies like generative AI, ESG-linked investment models, and platform-based business strategies are reshaping industries. These changes demand not only operational adjustments but also bold strategic reinvention. Yet many boards are grappling with how to respond to innovation strategically, without compromising their core governance responsibilities. This uncharted terrain is testing the resolve of modern boards. Traditional governance models were built for stability, predictability and control. Innovation, in contrast, is uncertain, iterative, and non-linear. It often involves experimentation, ambiguity, and sometimes failure. For boards used to structured reports, clear metrics, and linear plans, this unpredictability can seem risky. Yet paradoxically, resisting innovation presents a greater threat than any of those listed on the strategic or operational risk registers. As digital disruption and societal shifts accelerate, the board's ability to cultivate innovation has become essential to long-term value creation. A common governance blind spot is to relegate innovation to a management function, with limited strategic involvement from the board. The assumption that management is inherently more equipped to drive innovation can be detrimental. This gap may stem from a lack of technological fluency, unclear mandates or discomfort with the intangible nature of innovation. The result is often a lag: boards are briefed on innovations after the fact, rather than helping to shape direction, assess risk appetite or define success. This reactive posture creates a widening governance gap, one that threatens not only agility but long-term relevance. The 2023 McKinsey Global Board Survey reveals a troubling paradox: while 87% of directors cite innovation as a top three priority, fewer than 20% believe their board governs it effectively. This is more than a governance failure; it signals a countdown to organisational irrelevance. Boards must now reconsider what it truly means to govern innovation. Governing innovation does not mean micromanaging trial and discovery. Instead, it means creating the conditions under which innovation can thrive ethically, strategically and responsibly. It involves asking the right questions: does the board have visibility into the innovation pipeline? Is there alignment between novel initiatives and long-term strategy? Are ethical risks, data governance and unintended consequences being considered? Today's stakeholders, whether customers, investors, regulators or communities, expect organisations to innovate responsibly. Boards must ensure that these efforts are not only profitable but also purposeful. King IV offers helpful guidance. Principle 4 speaks to the board's responsibility to appreciate that strategy, risk, performance and sustainability are inseparable. This includes nurturing forward-looking capability not as a standalone concept, but as a core element of strategy. Principle 6 further calls on the governing body to ensure that risk governance enables rather than stifles opportunity, including calculated risk-taking in pursuit of innovation. Boardrooms that successfully navigate innovation often exhibit a shift in culture: from risk aversion to constructive inquiry. They influence disruptive growth strategy, empower management to explore, remain informed, and maintain clarity on governance boundaries. They create healthy space for emergent thinking, scenario planning, and strategic 'what ifs'. They also recognise that not every new idea will succeed, and that setbacks, when properly governed, can become valuable sources of learning rather than liability. Sanlam's board didn't just approve partnerships; they embedded innovation into governance. As one of Africa's largest insurers, the company has, since 2021, actively expanded into fintech and inclusive insurance models across emerging markets. Notable recent initiatives include strategic partnerships launched in 2023 with digital platforms in India and Africa to deliver tailored insurance products to underinsured populations. The board's commitment to strategic modernisation is evident in its approach to ecosystem partnerships and sustainable growth. Similarly, Rain's digital-first disruption required its board to rethink traditional governance. Since its 2018 launch as South Africa's data-only mobile network, the company's bold strategy demanded governance structures that could support rapid scaling. The board implemented oversight enhancements in 2022 that strengthened both customer trust and technological agility, proving that disruptive growth and strong governance aren't mutually exclusive. Effective governance of innovation may require boards to rethink their own composition. Do directors bring diverse perspectives, digital fluency, or entrepreneurial experience? Are there mechanisms for onboarding emerging expertise without disrupting governance coherence?Increasingly, progressive boards are including innovation experts on committees, engaging external advisors, or hosting learning sessions with disruptors to sharpen their own lens. Boards should elevate innovation to a standing agenda item to ensure consistent strategic attention. They can also establish dedicated innovation or technology committees tasked with monitoring emerging trends and risks. These committees track tangible innovation metrics such as percentage of revenue from new products, rate of project progression through innovation pipelines, and measures of customer adoption or satisfaction linked to novel offerings. Dashboards integrating these metrics into board reports enable timely interventions and strategic alignment. Finally, for high-impact innovation bets, boards may consider engaging independent panels or conducting peer reviews to provide fresh perspectives, challenge assumptions and strengthen decision quality. Boards must also examine whether their own rhythms support adaptability and reinvention. An annual strategy retreat is not sufficient. Agile governance requires periodic check-ins on emerging initiatives and a willingness to evolve oversight models in step with emerging realities. The tension between innovation and control is often overstated. Governance is not about constraining creativity but stewarding it wisely. A board that governs innovation well does not seek to eliminate uncertainty, but to navigate it with foresight and discipline. To govern innovation is to ensure that risk and renewal are not seen as trade-offs, but as twin responsibilities of a future-fit board. This requires courage, curiosity and humility; attributes not always associated with traditional governance but essential in the age of transformation. To remain future-fit, boards must ask: Are we fostering innovation or merely observing it? Do our governance processes support creative exploration, or stifle it? Is our board equipped to interrogate the future, not just report on the past? Are we balancing risk management with opportunity stewardship? Ultimately, thriving organisations will be those governed by boards that treat innovation not as a threat to control, but as a catalyst for renewal, turning uncertainty into lasting value through foresight, adaptability and curiosity. Nqobani Mzizi is a Professional Accountant (SA), (IoDSA) and an Academic. Image: Supplied * Nqobani Mzizi is a Professional Accountant (SA), (IoDSA) and an Academic. ** The views expressed do not necessarily reflect the views of IOL or Independent Media. BUSINESS REPORT


Eyewitness News
01-08-2025
- Eyewitness News
How Redefine and its tenants are shaping a greener future together
Redefine Properties 1 August 2025 | 7:51 Redefine Properties is rewriting the role of a property partner in South Africa by placing people, purpose and planet at the heart of everything we do. With sustainability rooted in collaboration, Redefine is leading the way towards a more sustainable, future-fit built environment: one green building, one partnership, at a time. 'A sustainable future isn't something we can achieve alone; it's something we build together.' - Ursula Mpakanyane, Head of ESG, Redefine Properties ESG: From a buzzword to a business ethosIn recent years, environmental, social and governance (ESG) principles have become a staple in the corporate world. Turning this concept into meaningful action is a trademark of responsible companies: • Environmental: Reduce carbon emissions, conserve water and energy, and manage waste • Social: Support the wellbeing of tenants, employees and communities • Governance: Entrenchment of our environmental goals through the adoption of green lease principles At Redefine, we aim to achieve these goals through collaboration and stakeholder partnerships, especially with our tenants. Purpose-built, people-powered 'ESG is embedded in every decision we make,' says Mpakanyane. 'We believe property is our commodity, but people are our business. That's why our mission is bold: to deliver the smartest and most sustainable spaces.' From a sustainability perspective, the proof is in the numbers - Green buildings are ±25% more energy efficient and ±17% more water efficientR15.6 billion issued in green funding- 129 Energy Performance Certificates obtained- 9 Net Zero Carbon Level 2 buildings, including Alice Lane, Convention Tower, and Ballyoaks Office Park that were achieved this year. - 62% of Redefine's SA portfolio is Green Star certified 'These buildings do more than perform well – they show what's possible when partners collaborate and share responsibility to achieve sustainability goals,' explains Mpakanyane. Green buildings deliver results According to the 2024 MSCI Green Index, Green Star certified Prime and A Grade offices delivered a 10.1% total return, outperforming non-certified assets by 120 basis points. Furthermore, sustainable real estate provides proven long-term value and resilience, having outperformed non-certified spaces by 28.2% since 2016. A future that works for all For Redefine, sustained green building success is a shared responsibility. We collaborate with our tenants to manage resources, increase efficiency, and support shared sustainability goals. Live the upside. Partner with Redefine to build with people for purpose. Contact us: