logo
How US tariffs will impact South Africa's agriculture and automotive sectors

How US tariffs will impact South Africa's agriculture and automotive sectors

IOL News15-07-2025
Several sectors are set to be affected by the tariffs.
Image: IOL
South Africa's export-dependent industries are bracing for an unprecedented disruption as a 30% tariff on exports to the United States is set to take effect on August 1, 2025. This policy shift is expected to impact the country's vital sectors, especially agriculture, automotive manufacturing, and metals. Citrus, wine, and macadamia
Among the most severely exposed is South Africa's citrus industry, which is the second-largest in the world. The US currently imports about R1.8 billion worth of South African citrus annually, sustaining approximately 140,000 jobs across the value chain.
A 30% tariff could effectively price South African produce out of the US market, despite strong demand driven by declining local production in Florida.
Wine and macadamia exporters can also expect to experience major setbacks. The US has been a key growth market for South African wines and tariff-induced price hikes could erase margins entirely. Macadamia exporters, already suffering from a global oversupply, will see competitiveness vanish, especially for smallholder farmers in Limpopo and Mpumalanga.
Auto industry
The Eastern Cape's automotive sector, already dealing with a 25% tariff since April, will be further hamstrung by the broader 30% import tax. In 2024, the US bought R35 billion in luxury vehicles and components from South Africa — a third of which consisted of auto parts manufactured by smaller suppliers. Steel and aluminium
Heavy industry isn't spared either. According to early projections, steel and aluminium exporters could be hit with tariffs as high as 50%. These sectors are crucial not only for direct exports but also as suppliers to automotive, construction, and energy projects.
The effect across supply chains — from mines to fabrication plants to shipping — could result in job losses, factory closures, and significant GDP contraction.
Agriculture
The agricultural sector, which contributes over 10% of South Africa's export revenue, now finds itself exposed in multiple areas. Beef, wine, and niche exports such as cold-pressed oils and processed fruits are all facing sudden erosion of competitiveness.
A recent analysis by the National Agricultural Marketing Council highlights the larger context: a global rise in protectionism, with the WTO recording record numbers of restrictive trade measures in 2025. South Africa is among the worst-hit, especially given its high compliance with global trade norms but limited leverage in bilateral negotiations. Parliament weighs in
The Select Committee on Economic Development and Trade has urged the government to act urgently. Chairperson Sonja Boshoff described the tariffs as 'a direct assault on our rural economy and industrial base,' warning that the impact would stretch far beyond exporters.
'Entire rural economies and towns — especially those dependent on citrus, wine, or macadamia farming — are in jeopardy,' said Boshoff. 'We cannot afford to wait for the axe to fall. Intervention is needed now.'
She called on the Department of Trade, Industry and Competition (DTIC) to fast-track support packages for affected industries, including logistics relief, export financing, and rapid market reorientation.
IOL
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Citrus growers call on president to urgently intervene about 30% US tariff
Citrus growers call on president to urgently intervene about 30% US tariff

The Citizen

time15 minutes ago

  • The Citizen

Citrus growers call on president to urgently intervene about 30% US tariff

While other industries can wait for government to negotiate the US tariff down, citrus growers could be stuck with boxes of rotten fruit. With mere days to go before Friday, when the US tariff of 30% on South African goods kicks in, the Citrus Growers' Association of Southern Africa wrote to President Cyril Ramaphosa, calling on him to urgently intervene on behalf of rural communities in the Northern and Western Cape, where citrus exported to the US is grown and where livelihoods rely on the US-SA citrus trade. 'This week, with the tariff deadline on Friday, is one of great anxiety for the citrus growers in the Western and Northern Cape. These two provinces annually export about 7 million cartons of citrus to the US,' Dr Boitshoko Ntshabele, CEO of the Citrus Growers' Association of Southern Africa (CGA), says. The association has asked Ramaphosa to urgently facilitate an extension of the current 10% US tariff beyond 1 August, which would allow for negotiations to reach a mutually beneficial trade agreement. The CGA also requested that, if a general extension of the deadline is not possible, an urgent request for a specific extension for seasonal fresh produce should be secured. 'Seasonal fresh produce is perishable and cannot be stored for extended periods like other trade products. We just passed the midpoint of the 2025 export season, which means that hundreds of thousands of cartons of citrus are ready in packhouses to be shipped to the US over the next few weeks. The implementation of a 30% tariff on 1 August will mean most of this fruit will be left unsold.' ALSO READ: Experts question if SA has a plan for US tariffs, Tau says here it is SA citrus growers no threat to US farmers—no reason for US tariff of 30% South African citrus growers do not pose a threat to US growers or jobs, as they sustain demand when local US citrus is out of season, benefiting US consumers. 'Citrus as a source of nutrition also helps to keep America healthy. Should we not be able to secure a favourable trade deal or the concession for fresh produce, local job losses before the next season will be a certainty,' Ntshabele says. Gerrit van der Merwe, chairman of the CGA, says being a grower in Citrusdal, he is very worried about the effect the tariffs will have on the town and the wider Cederberg municipality. 'Citrus forms the economic heart of the area. 'Not just farmers and farm workers will feel the impact, as local businesses and even the funding of social support programmes will be affected too. The social fabric of some rural towns in the Western and Northern Cape is threatened. 'Local growers also say a 30% tariff will not only stifle future growth but lead to the eventual destruction of between 500 and 1 000 ha of land that would simply become unprofitable.' ALSO READ: Trump tariffs implemented in same week SA citrus growers pack for US export Letter to the president about US tariff In the letter to the president, the CGA highlighted that, while much focus has been placed on market diversification in the past few weeks as a general answer to the trade turmoil, certain realities must be considered. 'Citrus is grown for designated markets, each with their own precise market and plant health specifications. Therefore, it is not easy to simply divert citrus from the US and find a new market. Should some citrus be diverted away from the US, the diversion could very well depress the price in these markets through oversupply, negatively impacting the entire Southern African citrus industry. 'The citrus industry has the potential to create 100 000 additional jobs by 2032 because of new plantings, but for this to be realised, we require the expansion of every market—including the US, China, India, the European Union, and others,' the CGA says in the letter. Ntshabele says while the CGA acknowledges measures of progress made in the US trade negotiations, it is of the opinion that more direct and active contact with the US is necessary before the 1 August deadline. ALSO READ: Devastating impact of US tariffs on SA automotive sector even before implementation US tariff much worse than losing Agoa status Arthur Kamp, chief economist at Sanlam Investments, says South Africa's direct trade exposure to the US is relatively modest but not insignificant. In 2024, goods exports to the US amounted to R156.8 billion (7.6% of total South African goods exports and 2.1% of GDP). The US announced a 30% tariff increase for South Africa. 'After taking the 25% US import tariff increases on aluminium, steel, and motor vehicles into account, while also adjusting for exclusions, we estimate the overall effective US tariff increase for South Africa is likely to be less than 20%.' However, he points out that this is still a large increase and is likely to cause a sharp decrease in South African exports to the US, including motor vehicles. 'We note that vehicle exports to the US were already significantly down last month, indicating manufacturers readjusting and finding new markets for finished goods, as total vehicle exports were up by 3%. 'While some exclusions may also be rescinded, it is important to understand that the impact will be far greater than losing our AGOA (African Growth and Opportunity Act) status alone. 'Downward revisions to South Africa's gross domestic product (GDP) forecast for 2025 should result, while combined with heightened geopolitical risk, the effect on business sentiment and investment could be more pronounced, particularly given South Africa's dependence on the US for foreign capital, especially portfolio capital, which is highly liquid.'

SA will seek new markets for minerals if US imposes high tariffs: Mantashe
SA will seek new markets for minerals if US imposes high tariffs: Mantashe

The Herald

timean hour ago

  • The Herald

SA will seek new markets for minerals if US imposes high tariffs: Mantashe

South Africa will need to seek out alternative markets for its critical minerals exports if the US hits the country with steep tariffs, said mineral and petroleum resources minister Gwede Mantashe on Tuesday. South Africa is by far the world's leading producer of platinum group metals (PGMs), which are used in car catalytic converters and are among critical minerals subject to a US investigation that could result in new import levies. Washington launched that probe in part to pressure Beijing. China is a top global producer of 30 of the 50 minerals considered critical by the US Geological Survey and has been curtailing exports. 'If the US imposes high tariffs, we must look for alternative markets,' said Mantashe on the sidelines of a G20 meeting on critical minerals. South African exports of mineral products and precious metals to the US were valued at R65.3bn ($3.64bn) last year. PGMs, largely produced by miners Valterra Platinum and Impala Platinum, accounted for 76.3% of that total. Other South African exports to the US — its second-biggest bilateral trading partner after China — include gold, diamonds, iron and manganese ores, and coal. 'We should never be bullied for our own resources. If people want to trade with us, it must be on terms that are mutually beneficial,' Mantashe said. As President Donald Trump has sought to leverage tariff threats to reshape global trade, South Africa has had a fraught relationship with his administration, which has attacked its domestic race policy and its genocide case against Israel. South Africa's exports to the US are facing the prospect of a 30% baseline tariff from August 1, though PGMs are currently excluded from those levies. Pretoria is awaiting a response from Washington to a counterproposal it submitted last month in hopes of avoiding the 30% rate, South African officials said on Monday. Reuters

The learning board: continuous education as a governance imperative
The learning board: continuous education as a governance imperative

IOL News

timean hour ago

  • IOL News

The learning board: continuous education as a governance imperative

The pace of change in technology, climate governance, geopolitical tensions, stakeholder expectations, and regulatory shifts demands more than static knowledge. It calls for a governance mindset that embraces learning as a strategic necessity. Image: AI Lab Nqobani Mzizi In today's dynamic environment, a board's effectiveness is measured not just by what its members know, but by how deliberately they continue to learn. Directors may be appointed for their experience, but without renewal, that experience quickly becomes outdated. Yet in many organisations, director education is reduced to a box-ticking exercise, limited to induction packs, technical updates or ad hoc compliance briefings. This is governance at its most passive. In truth, boards should embody the traits of a learning organisation: adaptive, inquisitive, self-aware and committed to continuous renewal. An informed board acknowledges that its fiduciary duties exist in a world of fast-moving risks and opportunities. The pace of change in technology, climate governance, geopolitical tensions, stakeholder expectations, and regulatory shifts demands more than static knowledge. It calls for a governance mindset that embraces learning as a strategic necessity. The proof is stark: a 2023 PwC South Africa Director Survey revealed that 68% of South African directors admit their boards are outmatched by technological disruption, yet a mere 31% invest in formal upskilling. Directors cannot rely solely on legacy knowledge or past achievements. The role has evolved, and so must those who occupy it. In 2022, boards spent less than 5% of their time discussing climate risks. The KZN floods that year cost R50 billion. The gap between governance and reality is unsustainable. Boards that fail to learn, fail to lead. The concept of a learning organisation, popularised by Peter Senge, rests on disciplines such as systems thinking, personal mastery, mental models and team learning. These principles are equally applicable to governance. Boards that model intellectual agility are better positioned to anticipate risk, adapt to change and shape resilient organisations. They do not wait for a crisis to revisit assumptions. They engage proactively, ask difficult questions and challenge entrenched thinking. Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Advertisement Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Next Stay Close ✕ Yet becoming a board committed to continuous renewal does not happen by accident. It requires deliberate investment. Formal director development programmes are one part of the equation, but not the whole. Ongoing capacity building must be embedded into board culture and processes. It includes reflections after key decisions, cross-committee peer learning, exposure to external perspectives and periodic assessments of knowledge gaps. It also includes openness to uncomfortable truths, recognising when the board lacks diversity of thought or when market and strategy assumptions are no longer fit for purpose. One of the clearest signals of a board's commitment to growth is how it allocates time. Agendas dominated by compliance reviews and operational reports leave little space for strategic thinking or capacity building. A forward-looking board agenda should reserve time for horizon scanning, scenario planning and trend deep dives, from generative AI and cybersecurity to climate disclosures, social unrest and institutional reputation. The question is not whether these issues are important, but whether the board is equipped to govern them well. Governance frameworks codify this imperative. King IV in South Africa explicitly underscores the need for ongoing director development as integral to ethical and effective leadership. Principle 1 highlights the responsibility of the board to lead with competence and awareness, while Principle 7 calls on governing bodies to ensure that their composition, skills, experience and capacity align with the organisation's needs. Continuous learning is, therefore, not an optional extra, but a governance requirement rooted in accountability and future fitness. Importantly, this learning orientation must go beyond individual directors. It must shape the board as a collective. The best boards are not echo chambers of technical expertise, but dynamic forums of inquiry. They welcome diverse viewpoints, interrogate blind spots and evolve with the organisation they serve. Adaptive boards are also better stewards of succession, identifying gaps and mentoring future leaders with clarity and foresight. They understand that board continuity is not just about filling seats but about transferring wisdom. Some companies have introduced directors' retreats, not as ceremonial off-sites, but as serious opportunities for immersive engagement with new ideas. Others rotate committee chairs to foster cross-learning and reduce siloed thinking. A growing number of boards are also creating advisory panels with academics, technologists or emerging market experts who present independent insights and challenge institutional orthodoxy. Boards that operate as communities of growth also tend to approach self-evaluation differently. Rather than relying on template-based questionnaires, they view assessments as opportunities to identify development areas, improve dynamics and deepen collective performance. The value lies not only in the review itself, but in the courage to act on its findings. In an age of complexity and disruption, the evolving board is not a luxury. It is a governance necessity. It strengthens oversight not only through technical competence, but through curiosity, humility and responsiveness. It builds institutional capacity not merely to react, but to adapt and regenerate in the face of change. To lead well in this environment is to remain teachable. An adaptive board recognises that effective governance is not about knowing everything, but about cultivating a posture of inquiry, one that seeks out what matters most before the next disruption makes it urgent. Board effectiveness demands self-examination. Boards must ask: Are we building knowledge renewal into our board agenda, or treating it as an after thought? Do our development efforts build strategic agility, or simply refresh technical compliance? Are we actively drawing on diverse, independent perspectives to challenge blindspots? If our approach to knowledge renewal were visible to stakeholders, would it inspire confidence or concern? Ultimately, a board's legacy will rest not on its past expertise, but on the learning culture it fostered and how well it prepared the organisation for the future. 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

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store