Locational Competitiveness

Key objectives of the Locational Competitiveness Programme include:

  • Improved provision of core business-related infrastructural services;
  • Improved suitability of industrial locations via effective local area management;
  • Improved regulatory effectiveness from Government;
  • Improved use of process-related public research and development; and,
  • Improved communication with the public regarding the industry.

In support of meeting these objectives,  the Locational Competitiveness TSC is responsible for the implementation/execution of the activities listed below.

Improve consistency and speed of municipal and provincial decision making processes

  • Aims at addressing the issues caused by inconsistent and delayed regulatory processes – particularly in terms of land usage and the environment.
  • These problems have raised investment costs for firms as well as limited the ability of firms to respond to new market demands with timeous investments.
  • Key outputs include the establishment of a joint task team to evaluate proposals and identify actions to improve performance and improved firm understanding of regulatory issues.
  • A key focus area is the issue surrounding Environmental Impact Assessments and the reasons for the lengthy process associated with their dis/approval.

Managing energy instability

  • The current lack of stability in energy supply poses a major operational threat to some firms, and a major productivity cost to others.
  • To ensure improvements are made in this area a task team entrusted with developing an energy supply strategy will be established.

Major infrastructure investment and land usage strategy, and medium-term plan

  • The sector depends on core infra-structure, in particular that related to transport of goods (pipelines, roads, port facilities and storage facilities) and land for new development. Uncertainty about these affects investment choices.
  • The intended output is to review existing related initiatives and provide inputs as necessary to improve their effectiveness.

Area management including local infrastructure and services

  • Many firms consider their operational environments to be sub-optimal. Some operate from private parks, but most have little influence over their immediate environment.
  • It is anticipated that a partnership project will be piloted in a selected area and then replicated if successful.

Public education and awareness

  • The industry is perceived as being dangerous and polluting. This is a general public perception but also translates into labour market impacts. A variety of existing initiatives and the work of various industry bodies could be built on.
  • The aim of this initiative is to improve the public perception of the industry through a communication plan targeting surrounding communities, schools and decision makers.

Public supported research and development

  • Concern has been expressed around the degree to which the region is a base for research and development activities that could support industry competitiveness and skills supply.
  • There is also an issue about the high cost and resultant barriers to entry for small firms of laboratory facilities and related equipment.
  • It is proposed that major research institutions develop proposals, together with identified firms, on a possible strategy to grow local R & D facilities and skills.