Executive Management

Laurence Rapp - Chief Executive Officer

Laurence RappChief Executive Officer

Michael Potts  - Financial Director

Mike Potts Financial Director

Sedise Moseneke - Executive Director

Sedise MosenekeExecutive Director

Ina Lopion - Asset Management Director

Ina LopionAsset Management Director

Directors: Non-Executive Directors

Anton Botha - Chairman

Anton BothaChairman

Steve Booysen - Independent Non-Executive Director

Steve BooysenIndependent non-executive director

Peter Monyanga - Independent Non-Executive Director

Peter MoyangaIndependent non-executive director

Mervyn Serebro - Independent Non-Executive Director

Mervyn SerebroIndependent non-executive director

Hatla Ntene - Independent Non-Executive Director

Hatla NteneIndependent non-executive director

 Nigel Payne - Independent Non-Executive Director

Nigel PayneIndependent non-executive director

Renosi Mokate  - Independent Non-Executive Director

Renosi Mokate Independent non-executive director


Babalwa Ngonyama Independent non-executive director

Group Company Secretary


Johann NeethlingDirector : Corporate Services/Group Company Secretary

Company information

  • Environment, health and safety

    Managing and reducing the environmental footprint of our properties and having a safe and healthy workforce, are vital components of Vukile’s strategy.

    Energy management

    • Energy Management 2016 highlights
      • Over 200 new electricity meters installed
      • More than 500 light fittings retrofitted with building upgrades
      • 1.3 MW of PV capacity to be added before August 2016
      • Additional submitted electricity savings: R 2.8 Million recovery/tariff improvements
      • 900 kW Demand controller implemented
      • Diesel generator back up of 9 MW to be installed
    • Targets for 2017 FY:
      • Additional smart meter installations: Identified 200 more smart meter installations
      • Increasing PV capacity from 1.3 MW to potential 2.7 MW by end of 2017 FY
      • Water investigations started on major shopping centres 
      • New smart water meter rollout started

    During the past financial year we implemented various measures to reduce energy consumption at our properties and to increase recoveries from tenants. Some of the measures included replacing and retrofitting light fittings and motion sensors in some of the properties as per the audit reports received from the consultants. In addition we are exploring photo-voltaic technology and other energy efficient methods to manage our overall electricity consumption and costs.

    We will now proceed with a second phase which continues the energy management process that was started in financial year 2013. The focus will now be on the shopping centres which are larger users of electricity, by monitoring the remote meters installed on various equipment to identify what can be done further to reduce consumption of common area electricity. Various controls will be installed to regulate the use of air conditioning, heating, fans, lighting and other energy consumption as identified.

    Health and safety

    Health and safety are of paramount importance to the group. In terms of the property management agreement between Vukile and its property managers, they assume responsibility to ensure that all properties comply with the Occupational Health and Safety Act (OHS) on an ongoing basis. In addition Vukile has retained the services of specific health and safety consultants to conduct audits on a rotational basis to ensure the highest standard of care and compliance.

    Transformation and social responsibility

    Our core values are in line with being a responsible corporate citizen and we are intent on taking transformation and social responsibility very seriously by making a positive difference.

  • Transformation

    Transformation remains a strong pillar in Vukile’s critical success factors. The group led by example when it concluded a significant empowerment transformation transaction with Encha Properties effective from 1 August 2013. The transaction has been acknowledged by the sector as a landmark and field-changing deal. The uniqueness of the transaction makes it an industry first when it comes to meaningful, sustainable and value-preserving transformation.

    The transaction was based on mutually beneficial and commercially acceptable terms for both Vukile and Encha. The deal not only assisted Vukile in its value enhancing growth strategy, through the acquisition of four investment-grade properties, but also bolstered the group’s management control, black ownership, employment equity and preferential procurement status.

    A special purpose vehicle has been created within Encha to assist it in acquiring more Vukile units and to ensure that Vukile’s empowerment credentials are not diluted through future rights offers or issues of shares. The special purpose vehicle is designed to ensure the long-term alignment of interests between the two companies and the broader Vukile shareholders base. Other such measures include an undertaking by Encha to hold all its Vukile units for at least eight years, to grant Vukile the right of first refusal to any other Encha properties; and to offer Vukile, in the first instance, all property-related corporate opportunities in South Africa to exploit.

    The composition of our board of directors and executive team has been transformed through the appointment of three new non-executive directors namely, Hatla Ntene and Renosi Mokate, and Sedise Moseneke as an executive director. Sedise will be responsible for driving the overall transformation strategy of Vukile in line with the Property Sector Charter guidelines in addition to the asset management of the portfolio acquired from Encha.

    A permanent transformation sub-committee has been established and comprises members of the executive team, property managers, asset managers and verification agencies. Sedise Moseneke is responsible for the performance of the transformation sub-committee. Its main purpose is to implement, monitor and enhance Vukile’s transformation platform and strategy. A world-class, modern and technologically advanced IT analysis toolkit has been acquired to further assist in accurate and reliable outcomes.

  • Social Responsibility

    Vukile has identified Afrika Tikkun as our partner for the advancement of our CSI policy over the next three years. Afrika Tikkun shares a common vision of empowering our communities through a holistic education-based framework. See

    The group continues to give support to the projects below.

    Phoenix Plaza Bursary Scheme – This scheme is aimed at enabling grade 12 learners in the area to study at university. The project is a partnership between Vukile, Sanlam and its tenants. The response to this project has been very favourable, and it has received significant exposure in the local media. Functioning off a simple premise – bursaries are only offered to financially disadvantaged, intellectually deserving recipients towards their first year of tertiary education – the fund has succeeded in sponsoring more than 200 students so far, with a number of doctors, lawyers, accountants and engineers among its successful graduates.

    Dobsonville Development Trust – A trust established to fund community-based initiatives in and around the Dobsonville Shopping Centre. The trust recently provided a sponsorship to the value of R200 000 to the SA Medical & Educational Foundation (SAME Foundation) in support of the Itireleng Clinic Project, a refurbishment project which will benefit the community members of Dobsonville.

    Hammarsdale Junction – The two anchor tenants are obliged in terms of their lease agreements to contribute a pre-determined amount annually towards community-based projects. The tenants have the ability to identify initiatives within the local communities that are aligned to their own corporate social investment policies and which will represent a meaningful contribution to the Hammarsdale and Mpumalanga communities.