DOCSLIB.ORG

Introduction

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Introduction by Ogaga Udjo and David Swanepoel, ZA Logics Introduction Business Rescue is a legal remedy, under Chapter 6 of the Companies Act, (Act 71 of 2008), that attempts to save financially distressed entities by This article by ZA Logics, is the first restructuring their operations, which enables them to continue to operate in a of a three-part series titled solvent state while being restructured. “Restructuring for take-off: Business Rescue in South African Aviation”. ZA Take note that when Business Rescue Proceedings are discontinued (by an Logics Managing Director, Ogaga order of Court) after application by the Business Rescue Practitioner, an Udjo and Legal Counsel, David insolvent company is liquidated in terms of Chapter 14 of the Companies Act, Swanepoel, will discuss corporate 1973 (Act 61 of 1973). Business Rescue is similar to The United States restructuring dynamics within the Bankruptcy Protection Code, specifically Chapter 11 – “Reorganization”. The South African aviation environment. economic impact of the Covid-19 Pandemic has seen some airlines (and other This first article is titled "Setting businesses) in South Africa utilising this procedure evidenced, by inter alia The Scene", as background to retail giant Edcon Limited entering this process on 29 April 2020. aviation restructuring is set to provide context to the eight-year In South Africa’s environment, Business Rescue can commence either through history (that is still unfolding), a voluntary basis (by resolution of the board of directors), or by way of a regarding restructuring of South Court order (on application by an affected person, referring to a shareholder, African airlines. creditor, registered trade union or employee(s)-through their representatives). In the first instance, it must be shown that the company is financially distressed and; there is reasonable prospect of rescuing the company. In the second instance, the Court has to be satisfied that the company is financially “The last 10 months have distressed, has failed to meet an obligation in respect of its employees, or it is heralded an interesting time in just & equitable to do so for financial reasons, and there is reasonable this landscape, given that it was prospect of rescuing the company. Entering this process affords the the first time a South African opportunity to conduct a proper assessment of the company’s financial state-owned entity (SOE) entered position and develop a structured way forward that is accepted by affected into Business Rescue (i.e. SAA)” persons for implementation. The last 10 months have heralded an interesting time in this landscape, given that it was the first time a South African state-owned entity (SOE) entered into Business Rescue (i.e. SAA), and shortly thereafter SA Express, which may set precedent for other SOEs in distress. From an aviation perspective however, these were not the first airlines to enter into Business Rescue, with 1Time Airlines being the first in 2012. 1 “Covid-19 has not been the cause of the recent proceedings “ -rather an aggravating factor- even for Comair Limited with its decades of profitability.” Market Overview Prior to Covid-19, there were some Given the current Pandemic however, IATA’s latest forecasts (13 August positive trends regarding South 2020) estimate that for the full 2020 year, South Africa’s Air Transport African aviation: sector is at risk of losing 16.6M passengers, 289 000 jobs and reducing its contribution to GDP by R97.2BN ($US5.8 ). 1. IATA had noted that in 2017, 20.9 million passenger journeys were made Over the last 10-15 years, the South African aviation industry has been to, from and within South Africa, with characterised by: firstly, the domination of two airline groups– Comair aviation and tourism representing Limited and SAA Group, with relatively extensive networks; secondly, a burgeoning secondary/regional market, driven largely by SA Airlink and SA USD 9.4 billion in gross value added. Express; and lastly, new airlines trying to breach mostly into the primary This represented 3.2% of South route market, namely Velvet Sky, 1Time Airlines, and FlySafair respectively Africa's GDP and supported 472,000 (it is necessary to highlight that Safair Operations – FlySafair’s parent jobs. company – has been operating for over 50 years). The most aggressive strategy in this regard has been employed by FlySafair – for the full year ending 2019, they had 21% seat and 22% passenger share. What has been 2. Further, it had been forecasted that clear during the Covid-19 Lockdown is that FlySafair have relative financial over the next 20 years the South resources to weather through the storm, however one can only surmise African aviation market could more their exact (financial) position as their financial statements are not publicly than double in size, resulting in 23.8 available. million additional passenger journeys, over 372,000 more jobs, and a total of USD 20.2 billion in GDP by 2037. Figure: Demand and Supply in the Domestic South African Market 2019 Source: ZA Logics Analysis (MIDT data). 2 SOUTH AFRICAN AIRLINES PREVIOUSLY OR CURRENTLY IN BUSINESS RESCUE As mentioned earlier and tabulated here, the first commercial airline in South Africa to enter Business Rescue was 1Time Airlines in September 2012, with Fly Blue Crane next in 2016; in an eight year period – five South African airlines have entered into Business Rescue Proceedings. Given the regular executive changes at the respective airlines, incumbent CEOs and immediate outgoing CEOs at the time, have been noted. Table: South African Airlines Currently or Previously under Business Rescue Source: ZA Logics Analysis (data: Various Business Rescue Filings and Integrated Annual Reports). 1Time Airlines (Pty) Limited Looking at the first airline to utilise this remedy – burdened with substantial overheads, high fuel costs and 1Time Airlines (Pty) Limited, was a low-cost carrier an aged fleet. operating in Southern Africa, with Johannesburg (OR Tambo) as their operating hub. According to the Prior to the business rescue proceedings, it Business Rescue Plan: unsuccessfully attempted compromise with its creditors. The main reason for the failure of the The company suffered considerable losses over scheme of arrangement was that the Airports the 2011 (R47.6M) and 2010 (R48.2M) financial Company of South Africa refused to accept it. years, and was not operating profitability. It was Consequently, the decision to enter Voluntary cited that 1Time Airlines had employed the wrong Business Rescue was made by the board on 16 strategy regarding the FIFA 2010 Soccer World September 2012, and Business Rescue Cup, together with an inefficient business model Proceedings commenced on 17 September 2012. 3 Salient features of 1Time Airlines Business Rescue This proposal was not supported as the parent company, Plan at time of submission were: 1Time Holdings was not prepared to irrevocably commit to and confirm their rights under the rights issue. Extension of the legal moratorium for a period of Further, no financial institution was prepared to 24 months; underwrite the proposed rights issue, dooming the Successful recapitalisation of the company was proposed rights issue to failure. Finally and critically, as critically dependent on: i. A rights issue to 1Time Airports Company’s support for the Business Rescue Plan Holdings’ shareholders to raise a minimum of R60 could not be obtained (being the largest concurrent million and ii. Debt equity swops with the owners creditor, owed R147M), the other creditors were reluctant of the leased aircraft (secured creditors); to commit to any of the proposals. A dividend of R0.20 payable to concurrent creditors, excluding Airports Company South Africa, over a period of 36 months from expiry of the extended legal moratorium. Fly Blue Crane Fly Blue Crane was a short-lived, scheduled regional -a year after its inaugural flight- and on 3 February 2017 carrier that aimed to operate secondary and tertiary announced that flights had to cease. The company cited routes within Southern Africa; it was founded by the reason for entering into Business Rescue as being to former SAA executives, Siza Mzimela, Theunis “re-engineer and strengthen their business”. Potgieter and Jerome Simelane. From a network and fleet perspective, the airline operated 2 wet-leased The Business Rescue Practitioner was quoted as saying: Embraer E145 50 seater aircraft, based at OR Tambo “I am very confident about the airline’s future, and have International Airport, to Bloemfontein, Nelspruit, every reason to believe that it is a matter of time before Kimberley, George, and Cape Town, with plans to Fly Blue Crane overcomes its challenges. The introduce flights to Namibia, Mozambique, Botswana, management and staff are here and working very hard, Zimbabwe, Swaziland and the Democratic Republic of and looking very motivated and determined.” The South the Congo. African Department of Transport cancelled their international services license to Namibia, Swaziland and The airline had stated that one of their key strategic Mozambique on 13 September 2018, two years after their differentiators was to reduce ticket prices by “15- Business Rescue commencement. As it stands the airline 30%”. As part of post commencement capital raising is currently a shell company in process of formal efforts, a R30 million bridging finance loan was deregistration by the Companies and Intellectual Property obtained from the Industrial Development Corporation Commission. – much less than the R240 million requested - subject to the condition that Fly Blue Crane should not Fly Blue Crane’s short existence was not surprising given negatively impact South Africa’s state- owned airlines, the lack of adequate capital raised and an being SAA, Mango Airlines and SA Express. undifferentiated model that would - and did - face tough competition from SA Airlink and SA Express, who were Further, an undisclosed Gulf carrier expressed strongly established on Fly Blue Crane’s target routes. investment interest however, this did not materialise.
Load more

Recommended publications
  • 1 National of Assembly Question No: 2037 2037. Mr M S F De Freitas (DA) to Ask the Minister of Transport: What (A) Plans Are In
    National of Assembly Question No: 2037 2037. Mr M S F de Freitas (DA) to ask the Minister of Transport: What (a) plans are in place to (i) have the South African airspace open and (ii) allow additional airlines to operate, (b) airlines will be involved, (c) routes will be involved and (d) are the respective time frames in each case? NW2599E REPLY What (a) plans are in place to (i) have the South African airspace open and Yes, the South African Airspace is open (ii) (ii) allow additional airlines to operate, We currently have twelve (12) Scheduled operations in South Africa, CLASS I (1.) Mango, (2.) SA Airlink, (3) Cobra Airlines, (4.) Safair Operations, (5) FlygoAir Ltd, (6.) Cemair (7) Graphyon Airlines SA (8.) Magestic Air MEGA and out of the 12 the 04 Airlines are on Provisional liquidation, (1.) SAA; (2.) SA Express; (3.) Kulula Comair/ British Airways and; (4.) Fly Blue Crane. The Domestic Airspace is South Africa is fully opened to ensure that South African Domestic market gains a traction before we can allow any Foreign Airlines comes. (b) airlines will be involved, 1 (c) routes will be involved and The Domestic Market is not route based, it is deregulated and any person who is licensed by notification to Council they are then allowed to service any point of Airport in South Africa, (d) are the respective time frames in each case? There are no specific timelines. What (a) plans The Government has post COVID plans in place available as and when the Health Departments advise on the balancing of the COVID curve by South African to allow the opening of the Airspace.
    [Show full text]
  • 49Th AASA Annual General Assembly 2019 What’S Stopping Us? 10Th - 13Th October 2019 LUX* Saint Gilles Hotel, Reunion
    49th AASA Annual General Assembly 2019 What’s stopping us? 10th - 13th October 2019 LUX* Saint Gilles Hotel, Reunion Hosted by Image: Air Austral 49th AASA Annual General Assembly 2019 What’s stopping us? Airlines Association of Southern Africa (AASA) The Airlines Association of Southern Africa (AASA), is an organisation which was formed in 1970 to represent the mutual interests of its Members. Membership is open to all airlines based in countries south of the equator, including the Indian Ocean Islands. There are currently 20 Airline Members. In addition, Associate Membership is open to airline partner organisations. There are currently 37 Associate Members, including infrastructure service providers, several oil companies, major aircraft manufacturers, engine manufacturers, ground handling companies, service providers, other industry associations and partners. AASA is the representative airline organisation within Southern Africa working together with the leaders of the aviation industry and senior public and government officials on matters of policy, legislation, regulation, planning, operational efficiency, safety, security and finance, affecting the overall profitability of the airlines and their continued sustainability. AASA also leads and coordinates the airline industry position on airport, airspace and civil aviation issues, as well as consumer legislation, environmental and tourism matters, and provides media response to important industry issues. AASA’s responsibility includes the representation of SADC-based airlines on the SADC Civil Aviation Committee as the Airline Consultative Member. AASA is a regular participant and contributor to the International Civil Aviation Organization (ICAO) and International Air Transport Association (IATA) initiatives in the region. With AASA’s focus concentrated on any issue impacting the airline business, the regular liaison and good working relationship with its Members and partners is highly valued.
    [Show full text]
  • Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1Time Airline
    Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1time Airline A dissertation submitted in partial fulfilment of the requirements for the degree of Masters in Business Administration of Rhodes University by Diane Potgieter January 2007 Abstract This dissertation reports on the factors that contributed to the successful entry strategy of 1time Airline, a low cost carrier, into the South African airline industry as well as its competitive strategies within this context. Research interviews were conducted in November 2005 and research material gathered until end January 2006. Key issues include an evaluation of 1time's business model in relation to other low cost entrants as well as against material sourced through interviews with 1time Airline management, employees and consumers of the airline's product. Porter's Generic Strategies and Five Forces model are used as a framework in evaluating the airline. It is found that Nohria, Joyce and Robertson's "4+2 Formula" is effectively implemented at the airline, but that further implementation of Game Theory in terms of alliances should be investigated for continued success and sustainability. " \ I Contents Chapter 1 Context ...... ... ....................... ............................. ... .. .................................. 1 1.1 Introduction ................................................. .. .... .................. .. ................ .............. .. ... 1 1.2 The global airline industry ......................................... .. .. ...... .. .. .. ...................
    [Show full text]
  • RASG-PA ESC/29 — WP/04 14/11/17 Twenty
    RASG‐PA ESC/29 — WP/04 14/11/17 Twenty ‐ Ninth Regional Aviation Safety Group — Pan America Executive Steering Committee Meeting (RASG‐PA ESC/29) ICAO NACC Regional Office, Mexico City, Mexico, 29‐30 November 2017 Agenda Item 3: Items/Briefings of interest to the RASG‐PA ESC PROPOSAL TO AMEND ICAO FLIGHT DATA ANALYSIS PROGRAMME (FDAP) RECOMMENDATION AND STANDARD TO EXPAND AEROPLANES´ WEIGHT THRESHOLD (Presented by Flight Safety Foundation and supported by Airbus, ATR, Embraer, IATA, Brazil ANAC, ICAO SAM Office, and SRVSOP) EXECUTIVE SUMMARY The Flight Data Analysis Program (FDAP) working group comprised by representatives of Airbus, ATR, Embraer, IATA, Brazil ANAC, ICAO SAM Office, and SRVSOP, is in the process of preparing a proposal to expand the number of functional flight data analysis programs. It is anticipated that a greater number of Flight Data Analysis Programs will lead to significantly greater safety levels through analysis of critical event sets and incidents. Action: The FDAP working group is requesting support for greater implementation of FDAP/FDMP throughout the Pan American Regions and consideration of new ICAO standards through the actions outlined in Section 4 of this working paper. Strategic Safety Objectives: References: Annex 6 ‐ Operation of Aircraft, Part 1 sections as mentioned in this working paper RASG‐PA ESC/28 ‐ WP/09 presented at the ICAO SAM Regional Office, 4 to 5 May 2017. 1. Introduction 1.1 Flight Data Recorders have long been used as one of the most important tools for accident investigations such that the term “black box” and its recovery is well known beyond the aviation industry.
    [Show full text]
  • An Assessment of Key Success Factors in the South African Low Cost Airline Industry
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of Johannesburg Institutional Repository An assessment of key success factors in the South African low cost airline industry Authors Davids S. (University of Johannesburg) Mapinga T. (University of Johannesburg) Mtimkulu Z. (University of Johannesburg) Dhliwayo S. (University of Johannesburg) Contact author Dhliwayo Department of Business Management Johannesburg Business School University of Johannesburg. P.O. Box 524, Auckland Park, 2006 Johannesburg. South Africa Phone: 027 11 559 1698 Abstract Deregulation of the South African Low Cost Airline lowered entry barriers which resulted in 11 airlines entering the market between 1990 and 2018 but only 6 are still operating. Using a literature and qualitative method, the study found that there are key success factors that actors in the industry have to adhere to enhance their survival. These include having support from a full service parent airline, modern fleet and tapping into the market of those who normally would not fly, among many others. The key success factors seem to have been applied by those that succeeded in the industry. BACKGROUND The deregulation of the South African airline industry in 1990, created opportunities for low cost airlines to emerge and compete within the industry (Paelo & Vilikazi 2016). According to the South African Low Cost Airline Industry study carried out by Mhlanga (2017) deregulation as “an act or process of eliminating regulations and restrictions from a given industry, or the reduction or removal of centralised power in a particular industry usually enacted to create more competition within the industry”.
    [Show full text]
  • Overview of the Developments in the Domestic Airline Industry in South Africa Since Market Deregulation
    Page 1 of 11 Original Research Overview of the developments in the domestic airline industry in South Africa since market deregulation Authors: Deregulation or liberalisation of air transport has had major global impacts on the domestic 1 Rose Luke air transport markets, with effects ranging from stimulation to changes in the structure and Jackie Walters1 functioning of these markets. In South Africa, deregulation has had wide-reaching effects on Affiliations: the domestic market. The purpose of this article was to investigate the current domestic air 1Institute of Transport and transport market. A literature review was performed to examine the effects of deregulation in Logistics Studies (Africa), other domestic air transport markets around the world. This was followed by a review of the University of Johannesburg, South Africa South African domestic air transport market prior to deregulation in order to determine the changes that were made following deregulation. The ten-year period immediately following Correspondence to: deregulation was also examined; this period was characterised by relatively large numbers of Rose Luke market entries and exits. A database was obtained from the Airports Company South Africa; Email: air traffic movements, passenger numbers and load factors were evaluated. The study showed [email protected] that the market is still characterised by regular market entries and exits. Also that the entry of the low-cost carriers has stimulated the market, resulting in increased air traffic movements, Postal address: higher passenger numbers, higher load factors in general and the opening of a secondary PO Box 524, Auckland Park, Johannesburg 2006, airport in Gauteng, Lanseria International.
    [Show full text]
  • Why Durban, Kwazulu-Natal Top Reasons to Land Here
    DIRECT ACCESS TO DURBAN CONTENTS Destination: Catchment and Demographics page 03 Destination: Air Traffic Statistics - Durban page 21 Destination: Tourism and Trade - KwaZulu-Natal page 29 Cargo: Imports and Exports page 37 King Shaka Int. Airport: Infrastructure and Operations page 49 Route Development: Team and Support page 59 Page 1 WARM BEACHES DESTINATION: CATCHMENT AND DEMOGRAPHICS Page 3 WHERE AFRICA, SOUTH AFRICA, KWAZULU-NATAL (KZN), DURBAN KWAZULU-NATAL (KZN) AFRICA KWAZULU-NATAL-NATAL RICHARDS BAY HARBOUR SOUTH AFRICA DURBAN DURBAN DUBE TRADEPORT DURBAN HARBOUR Destination: Catchment and Demographics Page 4 CURRENT NETWORK DURBAN AFRICA DURBAN, INTERNATIONAL ROUTES SOUTH AFRICA KWAZULU-NATAL REGIONAL ROUTES DOMESTIC ROUTES Destination: Catchment and Demographics Page 5 CURRENT NETWORK EXISTING AIRLINE CUSTOMERS Destination: Catchment and Demographics Page 6 WHY DURBAN, KWAZULU-NATAL TOP REASONS TO LAND HERE POPULATION ECONOMY South Africa’s 2nd most populated: South Africa’s 2nd largest economy: • Province - KwaZulu-Natal: 10.9m • 16% contribution to the country’s GDP in 2015 • City - Durban: 3.5m • One of the fastest growing regions in the 2nd country (avg. GDP growth of 3.6%, 2004-14) TOURISM BUSINESS AND TRADE Diverse and popular leisure destination: • Boasts the 3rd highest export and import • Heritage, Beach, Adventure, Safari propensity and the 2nd highest level of • Attracts 1.3m foreign visitors industrialisation in the country and 13.9m domestic visitors per year • KZN houses the 2 largest seaports in the Southern Hemisphere,
    [Show full text]
  • COMPETITION TRIBUNAL of SOUTH AFRICA Case No
    COMPETITION TRIBUNAL OF SOUTH AFRICA Case No: 91/CR/Dec09 2008Apr3682 In the matter between: 1time AIRLINE (PTY) LIMITED Complainant/Applicant And LANSERIA INTERNATIONAL AIRPORT (PTY) LIMITED 1st Respondent COMAIR LIMITED t/a KULULA.COM 2nd Respondent Panel : Norman Manoim (Presiding Member), Yasmin Carrim (Tribunal Member) Thandi Orleyn (Tribunal Member) Heard on : 02 July 2010 Order issued on : 29 July 2010 Reasons issued on : 29 July 2010 Reasons for Decision and Order Introduction 1]This is an application for leave to amend a complaint referral brought in terms of section 51(1). We have decided to grant the application and set out our reasons below. 1 Background 1]The applicant is 1time Airline (Pty) Ltd (“1time”), which offers low-fare scheduled passenger services within South Africa. The first respondent is Lanseria International Airport (Pty) Ltd (“Lanseria”) a company which owns and operates a private airport in Gauteng (“Lanseria Airport”). The second respondent is Comair Limited trading as Kulula.com (“Kulula”). Kulula competes with 1time in the provision of low fare scheduled services within South Africa. 2]On 16 April 2008 1time filed a complaint with the Competition Commission (“the Commission”) against Lanseria and Kulula in terms of section 49B of the Competition Act, 1998, as amended (“the Act”). In its complaint, 1time alleged that certain terms of an exclusive agreement and/or arrangement concluded between Lanseria and Kulula relating to Kulula’s usage of Lanseria constituted a contravention of section 8(c), alternatively section 5(1), of the Act, and that this had the effect of substantially preventing or impeding 1times’ growth within the relevant market.
    [Show full text]
  • Fly Blue Crane Lands at KMIA to Launch a New Route on September 07
    fly blue crane lands at KMIA to launch a new route on September 07 The new airline, fly blue crane, is said to be responding to market needs and implementing invaluable insights from global travelers who had revealed that customer value was not based on low pricing alone. Ticket sales open 25 August 2015. MBOMBELA - New South African airline, fly blue crane, will launched its inaugural flights from OR Tambo International Airport in Johannesburg to Mbombela at Kruger Mpumalanga International Airport (KMIA) on Monday 07 September 2015 “fly blue crane has anticipated and is positioned to deliver on what customers want – the enhanced convenience of frequent flights through high on-time performance, commitment to consistent service excellence, advanced online technologies that will make the booking and travel process fuss-free, and of course highly competitive fares,” Fly Blue Crane CEO Siza Mzimela said to members of the media at the KMIA when she landed with her crew on Monday. fly blue crane Chief Operations Officer Theunis Potgieter said the airline was poised to become an African aviation innovator. It was responding to market needs and implementing invaluable insights from global travelers who had revealed that customer value was not based on low pricing alone. It also included areas such as consistency, frequency, professionalism and reliability, as well as softer touch-points, like complimentary quality meals and the level of attention to detail paid to customers’ special needs when flying. “fly blue crane’s customers can look forward to such a fresh approach to air travel, which blends the best of both worlds without compromising on premium service,” he said.
    [Show full text]
  • Project Management MBAPM/16A/17A/PT Master Of
    Programme COHORT Master of Business Administration - MBAPM/16A/17A/PT Project Management Master of Business Administration - MBAFI/16B/PT Finance and Investment Master of Business Administration - MBAG/17A/PT General Examinations for Academic Year 2017 – 2018 Semester II / Academic Year 2018 Semester I MODULE: STRATEGIC MANAGEMENT(MBA) MODULE CODE: MGMT5310 DURATION: 3 HOURS Instructions to Candidates: 1. This paper consists of Sections A and B. 2. Section A is compulsory. 3. Answer any two questions from Section B. 4. Always start a new question on a fresh page. 5. Total marks 100. This question paper contains 5 questions and 4 pages. This Question Paper is printed on BOTH SIDES. Page 1 of 4 STRATEGIC MANAGEMENT(MBA)- MGMT5310-SBMF4444ran SECTION A: COMPULSORY QUESTION 1: (40 MARKS) Read the case below and answer questions that follow: Velvet Sky grounded after failing to pay service providers Velvet Sky’s board has assured chief operating officer Gary Webb that flights will resume on Friday EDWARD WEST, Published: 2012/02/24 WHILE expressing hope it would resume flights today, low-cost airline Velvet Sky stopped flights yesterday due to a "contractual dispute" with a service provider, barely a year after taking to the sky, chief operating officer Gary Webb said yesterday. The cessation of flights for the Durban-based airline followed delays in its flights between Cape Town, Durban, Johannesburg and Port Elizabeth on Wednesday. The airline started flying last March. Velvet Sky’s majority shareholder is Excalibur Aerospace, an aviation industry service provider owned by Excalibur Private Equity, which claims to be black-owned.
    [Show full text]
  • South Africa Travel Guide
    South Africa Travel Guide A Natural Landscape from South Africa South Africa tours offer an enigmatic experience. This country is situated at the southernmost edge of the African continent and in its north there is Botswana and Zimbabwe, it is bounded on the northeast by Mozambique and Swaziland, while Namibia is there in the northwest. The Indian Ocean washes its shore on the eastern side, on the southern part there is the confluence of the Indian and Atlantic Oceans, and the Atlantic Ocean is there on the western side. Here, you will find a variety of land forms like desert dunes, Savannah, subtropical forests, and white-sandy coast. You can indulge in exploring wildlife, which is considered the best in Africa. The place is full of penguins and elephants as well as 1000 bird species, while Western Cape has the richest floral kingdoms in the world. South Africa travel cannot be complete without going to Cape Town, where you will find the Table Mountain. This is an integral part of the nature reserve and here you will find wooden paths which allow you to roam without causing any harm to unique plant life. Here Dassies (rock Hyrax), which resemble giant guinea pigs, are found lazing on the rocks in the sun. The Cape Town has a laid back attitude of the city. Getting In Reaching South Africa is always convenient for the visitors as there are plenty of options of getting into this country. This southern part of the continent is vast in size, and thus provides a lot of opportunities to the tourists.
    [Show full text]
  • Minister of Transport Remarks at the Signing of the Air Services Arrangements (Basa) Between the Republic of South Africa and Th
    MINISTER OF TRANSPORT REMARKS AT THE SIGNING OF THE AIR SERVICES ARRANGEMENTS (BASA) BETWEEN THE REPUBLIC OF SOUTH AFRICA AND THE REPUBLIC OF NAMIBIA AT THE INTER- CONTINENTAL HOTEL- OR TAMBO AIRPORT Your Excellency, Alpheus G !Naruseb, Minister of Works and Transport in Namibia; Namibian High Commissioner to South Africa; Acting Director General For Civil Aviation and Team, Delegation from Namibian; Airports Company South Africa Delegation; DIRCO delegation Ladies and gentlemen Relations between South Africa and Namibia dates back since Namibia’s independence in 1990 and are the product of our history, of our geographical continuity, of our economic interdependence and integration, of our culture and of our politics. 1 Our formal diplomatic relations were established soon after President Nelson Mandela became the first democratic South African President, opening what was, and remains – especially from an economic point of view – our most crucial diplomatic mission. Our bilateral relationship is strategic for both our countries from a fiscal and import / export perspective and the economic nature of our relationship is inter-dependence, which is the reason that as South Africa, we value our relations. It is South Africa’s position that Africa needs to consolidate its own air transport market and industry in order to remain relevant and the individual African members states need to support the Regional Economic Communities’ initiatives. South Africa, has since July 2006, adopted a five-year Airlift Strategy which sets out to enhance the air transport sector’s contribution to sustainable growth and development. We are about to finalise work on the revised Air Transport Strategy which will further guide and enhance the air transport sector’s contribution to sustainable growth and development.
    [Show full text]