SDG 7 Affordable and Clean Energy

University of the Western Cape Impact 2025

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UWC’s work on affordable and clean energy connects campus energy planning with applied research, industry partnerships and community learning. The 2025 record includes a clean-energy memorandum of understanding, a student energy-awareness invitation and research on hydrogen, energy storage and solar-powered services. Earlier policies and programmes provide the foundation for this work.

A policy foundation for energy-efficient infrastructure

UWC’s approach to campus energy is supported by an Infrastructure Management Policy approved by Council on 22 September 2022 and implemented on 23 September 2022. The policy expressly includes energy efficiency among the principles for University infrastructure. It connects that principle to the wider work of planning, maintaining, renewing and using the estate, rather than treating energy as a stand-alone equipment decision. [C01, Cover; Annexure A(h), p.10]

The policy applies to the management of infrastructure demand, the creation and prioritisation of an intervention pipeline, and land holdings. Its definition of infrastructure includes immovable assets, assets dependent on purpose-built facilities, information and communication systems and security technology. Asset management is framed across the full service life, from identifying a need and meeting operating costs to decommissioning and disposal. This gives campus energy decisions a whole-life context in which cost, performance, risk and sustainability must be considered together. [C01, Preamble; clauses 1–3, pp.3–4]

For development projects, clause 4.1 explicitly covers acquiring or constructing new buildings as well as repurposing and modernising existing infrastructure. The University is to consider alignment with its institutional and campus development plans, affordability and future financial commitments, student growth, academic requirements, compliance needs and backlog maintenance. The policy also seeks a balance between refurbishing existing facilities and developing or acquiring new ones. These conditions are important: the efficiency commitment sits within a framework of institutional priorities, feasibility and available resources. [C01, Clause 4.1, pp.4–5]

Standards, lifecycle efficiency and the use of existing buildings

Annexure A connects infrastructure management to a regulatory framework that includes the National Building Regulations and Building Standards Act and the National Building Regulations. It also calls for compliance with relevant Department of Higher Education and Training infrastructure policies. Alongside these requirements, the policy’s energy-efficiency principle is supported by provisions to optimise infrastructure value, take environmental and social impacts into account, minimise life-cycle costs and use the estate efficiently. [C01, Annexure A(a)–(h), pp.9–10]

The same annexure encourages the University, where possible, to respond to changing demand without acquiring new infrastructure. Its examples include making greater use of existing facilities, reconfiguring buildings, sharing specialist facilities and leasing space. Designs are to consider flexibility of use, while evolving technologies, including smart buildings, must be considered in design, upgrading and utilisation. These provisions create routes for examining existing buildings and their future use before committing to additional construction. [C01, Annexure A(d)–(f), (i), (p), pp.9–10]

An earlier library retrofit provides a concrete example of energy-efficient upgrading. Lighting supplier Regent Lighting Solutions reports that Phase One of UWC’s library lighting renovation was completed in January 2022. It describes replacing fluorescent fittings with LED lighting and incorporating movement and daylight-harvesting sensors in the main Linear Maxi installation. The supplier reports a change from 76 W per metre to 36 W per metre for that installation. The figures describe the supplier’s equipment ratings for the January 2022 retrofit. [N01, UWC Library case study]

Government Regulation XA provides the national energy-use context for buildings, and the City of Cape Town publishes guidance on the related building-plan requirements. These external sources explain the regulatory setting referenced in UWC’s policy.  [C01, Annexure A(a), (h), pp.9–10] [C10, Government Gazette 34586, Notice 711] [C11, Energy usage regulations for buildings]

Turning infrastructure principles into plans and maintenance

The policy is supported by a long-term Campus Development Plan and an annually updated three-to-five-year Infrastructure Management Plan. Council approves the Campus Development Plan and significant amendments, and new infrastructure planning must align with it. The annual management plan covers new assets, operation, maintenance, refurbishment, rehabilitation and the disposal of infrastructure that is no longer needed to meet University objectives. [C01, Clauses 1, 4.3 and 4.5.1, pp.4,7]

Annual planning must consider policies, norms and standards, condition assessments, functional performance, enrolment and housing-demand trends, levels of utilisation and academic requirements. Project readiness also matters. Before projects enter the implementation pipeline, the University is to identify impediments, constraints and high-risk critical infrastructure, and set realistic priorities, budgets and timelines over a three-to-five-year period. The approach therefore links planned improvements to evidence about the estate and to the resources required to deliver them. [C01, Clauses 4.5.1–4.5.2, pp.7–8]

For existing assets, lifecycle planning includes operating, maintenance and refurbishment requirements and feeds major upgrade needs into the infrastructure plan. Facilities management must include regular checking of mechanical, electrical and plumbing services, particular attention to critical infrastructure, condition-monitoring and inspection plans, preventative maintenance, and records of breakdowns and incidents that can be analysed for trends. Annexure A also requires periodic assessments of infrastructure condition and performance, with findings informing asset records, plans and budgets. [C01, Clauses 4.2.1–4.2.3, p.5; Annexure A(j)–(n), p.10]

Annexure C describes how projects should be identified, planned and costed, as relevant. This includes establishing a baseline of existing assets, assessing efficiency of use, proposing improvements, examining gaps, considering alternatives across the whole estate, analysing asset information and comparing requirements with available budgets. Sustainability is to be integrated into all projects. Future-proofing against environmental, technological and regulatory change is qualified by what is practical and cost-effective.  [C01, Annexure C, p.14]

Responsibility, oversight and investment

Under the 2022 Infrastructure Management Policy, Executive Management is responsible for infrastructure management, with functions largely executed through the Executive Director: Finance and Services. That policy’s oversight arrangements assign lifecycle planning, facilities management and infrastructure information systems to the Senate Physical Resources Committee. Environmental compliance is overseen through the Safety, Health, Environment and Risk Committee, while infrastructure development proposals, funding, procurement and contract awards involve the relevant executive, Council and tender structures. [C01, Clauses 4.2 opening and 4.2.8; Table 1, pp.5–7]

The 2022 policy’s funding framework recognises Department of Higher Education and Training infrastructure grants, an agreed University contribution and donor funding for large developments, while building maintenance is funded from Council-controlled operating funds. The policy requires annual budget allocations for infrastructure maintenance and management, Finance Committee consideration of development budgets and Council approval of project budgets. Monthly Project Board meetings are to receive professional-team reports on budgets and progress, including reports from the principal agent, quantity surveyor and architect. [C01, Clause 4.6, p.8]

For energy specifically, the Annual Report 2024 records Council oversight of the Sustainable Energy Security Committee and confirms that Council approved the Sustainable Energy Security Strategy in 2023. It also records approval of Phase 1 investments in solar generation and battery storage. This establishes a governance and investment history preceding the clean-energy announcements made in 2025. [C02, Printed pp.7,10,56 / PDF pp.9,12,58]

Responsible investment from October 2025

UWC’s Investment Policy was approved by Council on 2 October 2025 and implemented on 3 October 2025. It governs externally managed restricted, mandated and non-mandated funds. The responsible-investing provisions require the multi-manager to integrate environmental, social and governance factors into investment decisions. Environmental assessment includes a company’s climate-change or just-transition policy, carbon footprint, waste-management practices and compliance with environmental regulations, where applicable. Council and the Finance Committee may set negative or positive screening constraints, which the multi-manager is expected to implement. [C14, Cover; Introduction, printed p.1 / PDF p.2; Responsible investing, printed pp.11–12 / PDF pp.12–13]

A campus-wide energy-security procurement programme

UWC’s public tender issued on 4 October 2024 set out a campus energy-security project covering construction, installation, metering, maintenance, operations and financing. It requested a Build, Operate and Transfer model and asked bidders to provide a monthly BOT cost together with an alternative capital-funding option. The tender’s defined scope helps explain how the institution intended to connect renewable generation, storage, information and long-term service delivery. [C03, Official publication date and SERVICES RENDERED; PDF p.1]

The proposed generation component was a 4 MWp solar photovoltaic system with battery energy storage for main-campus residences and academic buildings, Unibell residence and a solar carport at the Chemical Science car park. An online energy-metering and load-management platform was also specified, incorporating hardware and software to monitor and manage campus energy use. The specified capacity and locations formed part of the proposed procurement programme. [C03, Solar PV System; Energy Metering and Load Monitoring System, PDF p.1]

The tender sought a service model extending beyond routine maintenance. It required provision for upgrading and replacing technology to maintain performance and efficiency over the contract. The operations-and-maintenance period offered by bidders was capped at 20 years from the infrastructure completion certificate. This lifecycle requirement is consistent with the policy’s emphasis on long-term operation, maintenance and changing technology. [C03, Operation and Maintenance Period; CONTRACT DURATION, PDF p.1] [C01, Clauses 4.2.1, 4.5; Annexure A(p), pp.5,7–8,10]

The Annual Report 2024 describes a tender process initiated by the end of that year. At the time of reporting, it states that an award had been made but the contract had not been finalised. It presents the programme as intended to strengthen energy security, lower long-term costs and reduce carbon emissions. [C02, Printed p.20 / PDF p.22]

The 2025 clean-energy MOU and wider roadmap

On 7 July 2025, UWC announced that it had signed an MOU for an integrated Energy Security Solution. The announcement brought together four components: solar photovoltaic panels; advanced metering and measurement; battery energy storage; and a business-intelligence layer for analytics and operational efficiency. The stated aims were to lower the University’s carbon footprint, improve resilience during electricity disruptions and support national and international clean-energy goals. [C04, Article PDF p.1; official publication date]

The announcement featured Manie Regal, identified in the article as Executive Director of Finance and Operations, and Rector and Vice-Chancellor Professor Robert Balfour. Their account positioned the initiative within UWC’s institutional responsibilities as both an educational institution and an implementer of sustainable practices. The package was designed to connect generation and storage with better information about how electricity is used, supporting operational decisions as well as continuity during power interruptions. [C04, Article PDF p.1]

The project forms part of a broader Roadmap to Clean Energy Security. In addition to energy-conscious infrastructure and smart metering, the roadmap includes user-awareness campaigns and targeted support during outages, including rechargeable lighting, battery packs and generators. These measures address different aspects of resilience and energy use. The July 2025 announcement presented this programme as UWC’s direction for improving energy security. [C04, Article PDF pp.1–2]

Campus participation in conserving electricity

The #TurnItOff campaign, published on 7 March 2024, gave students and staff practical ways to reduce electricity use on campus and at home. It encouraged switching off lights in unused rooms; powering down computers, monitors and printers; avoiding unnecessary appliance standby use; and turning off air conditioning when leaving a room. It also advised against using air conditioning during load shedding. Messages from the Rector and the Executive Director of Finance and Services accompanied the campaign. [C08, Official article body, 7 March 2024]

On 15 July 2025, UWC invited registered students to join the Power the Change energy-awareness video competition. Participants were asked to share short energy-saving ideas through TikTok or YouTube Shorts. The call closed on 15 August, with winners scheduled for announcement on 1 September 2025, and said selected videos would support the University’s awareness campaign.  [C09, Official article body, 15 July 2025]

Green New World: an integrated demonstration platform

Green New World is a distinct campus demonstration project linking energy, water and food. In its 16 April 2025 account, UWC described preparatory activity on West Campus behind the Senate Building and next to the Petro SA building. A 130-metre perimeter fence had been erected around the planned site. The Energy Storage and Fluid Treatment Centre, hosted within the South African Institute for Advanced Materials Chemistry, was leading Phase One of the project. [C05, Article PDF p.1]

The planned agrivoltaic system combines crop production and photovoltaic generation on the same land, with crops growing beneath or between panels. UWC’s design called for 90 kW of PV panels integrated with maximum-power-point tracking, batteries and inverters. The electricity was intended to supply a borehole pump, water purification, irrigation, a green cooling system, electric vehicles and part of an adjacent building. These applications were part of the system’s proposed design in April 2025. [C05, Article PDF p.1]

Project leader Professor Bernard Bladergroen described the intended platform as a way to study integrated water–energy–food systems. It brings electrically driven processes, including water treatment, cooling and mobility, together with agricultural approaches such as hydroponics. The aim is to generate scientific data that can inform blueprints for affordable, sustainable systems elsewhere in South Africa and beyond. The source records trainees contributing to Phase One through agrivoltaics, battery integration and cooling solutions for battery systems. [C05, Article PDF pp.1–2]

The April report states that construction would begin after the City of Cape Town approved the submitted plans. It also describes a first AgriPV training course planned for 2026, covering structures, solar-powered refrigeration, groundwater purification, hydroponics and electric mobility, together with the economic and social dimensions of these systems.  [C05, Article PDF p.1]

A proposed second phase was to involve the HySA Systems Competence Centre, also hosted by SAIAMC. The account describes future green-hydrogen production and compression, dispensing through the centre’s refuelling station, and demonstrations of fuel-cell applications in transport and electricity generation at UWC. Professor Sivakumar Pasupathi is identified as HySA Systems Director in this account. This proposed hydrogen work forms a further phase of Green New World, separate from the campus-wide energy-security procurement programme. [C05, Article PDF p.2] [C03, Tender PDF p.1]

UWC acknowledged funding from the Department of Science, Technology and Innovation, the Water Energy SETA and the European Union’s Horizon Europe AgriCOOL project, grant agreement 101147102. The report also notes DSTI funding for HySA Systems since 2008. SAIAMC Director Professor Vladimir Linkov situated the proposed platform within the institute’s accumulated prototypes, expertise and intellectual property in renewable energy, water treatment and sustainability. The development is intended to make this work visible in an integrated setting for prospective industry and societal users. [C05, Article PDF p.2]

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Green New World site in development, reported in April 2025. Credit: Jesi Townsend/UWC. Image source.

The 2025 programme in context

UWC’s April 2025 first-100-days feature reports ground-breaking for a campus solar photovoltaic and battery-storage system and identifies research and learning opportunities. The feature appeared in On Campus News on 11 April 2025. July’s MOU announcement describes the integrated clean-energy package. These announcements describe the programme’s ground-breaking and agreement milestones during 2025. [C07, Article PDF p.3] [C13, On Campus News, 11 April 2025] [C04, Official article, 7 July 2025]

These policies and initiatives connect institutional planning and procurement with the MOU, preparatory infrastructure work and awareness invitations announced in 2025. The anticipated benefits include resilience, lower long-term costs, improved operational information and lower-carbon energy. [C01, Infrastructure Management Policy] [C02, Printed pp.7,10,20,56 / PDF pp.9,12,22,58] [C03, Tender PDF p.1] [C04, Article PDF pp.1–2] [C05, Article PDF pp.1–2]

Clean-energy knowledge working beyond the campus

UWC’s contribution to affordable and clean energy connects applied science with the people and organisations that use it. Its public record spans hydrogen technologies, battery development, industry demonstration, government capacity-building and solar-powered water services. During 2025, these established relationships were joined by further work on integrated water–energy–food systems and community-linked energy research. Together, these activities connect university technology development with professional learning and partnerships. [P01, Overview] [P03, Printed p 42 / physical p 44] [P14, Article pp 1–2] [P23, pp 5,11]

The South African Institute for Advanced Materials Chemistry, established at UWC in 2004, provides an institutional home for this work. Its four programmes bring together HySA Systems, the PetroSA Synthetic Fuels Innovation Centre, the Energy Storage and Fluid Treatment Centre, and the Green Hydrogen Programme. The institute’s model places industrial research, development and demonstration alongside academic expertise. Its stated priorities encompass power modules, fuels using renewable feedstocks, electrochemical energy storage and water purification. This combination connects materials research with practical systems and prepares graduates for industrial work. [P01, Overview and programme list]

Hydrogen systems and direct work with industry

HySA Systems’ technology portfolio illustrates the breadth of that applied capability. An institutional datasheet records a locally designed fuel-cell power module commissioned in 2019 for a three-tonne electric forklift, using metal-hydride hydrogen storage. It also documents conversion of three South African Post Office scooters to battery–fuel-cell hybrids, with interchangeable hydrogen cartridges; hydrogen-storage tanks for different applications; thermally driven compressors developed over 2008–2020; and small fuel-cell stacks for drones and scooters. These earlier developments form part of HySA Systems’ technology portfolio. Their energy and emissions implications depend on the application and the source of hydrogen. [P25, Physical pp 2–10]

The SANEDI 2024/25 Annual Report describes continuing industrial support. It reports that HySA Systems maintained its longstanding relationship with Impala Platinum, including maintenance of a hydrogen fuel-cell forklift and its refuelling station. The same account records completion of the international HYDRIDE4MOBILITY project and a new non-disclosure agreement with the University of Missouri. SANEDI reports these activities for the financial year ending in March 2025. [P03, Printed p 42 / physical p 44]

An earlier SANEDI report gives specific examples from 2024. UWC and the CSIR developed a lithium-manganese-oxide battery pack for a small UPS prototype in February. UWC incorporated cells into modules and integrated battery management. HySA Systems also worked with an industry partner on a small liquid-cooled fuel-cell stack in March. The report records six collaboration agreements, including work with TF Design on hydrogen and fuel-cell hardware. These examples connect university research to engineering, testing and product-development needs. [P02, Printed pp 42–44 / physical pp 44–46]

Technical skills for an emerging energy economy

Training forms part of UWC’s energy-storage contribution. SANEDI’s 2023/24 report records support for 20 TVET and university-of-technology students through the UWC–Northlink training, energy-storage training and internship programmes. Students designed and built two mobile UPS systems for use during power interruptions, while internship work exposed them to battery chemistry and testing. The account links technical learning to functioning equipment and workplace experience. In the following financial-year report, SANEDI notes UWC students’ participation at Enlit Africa 2024.  [P02, Printed pp 42–43 / physical pp 44–45] [P03, Printed p 42 / physical p 44]

The Green Hydrogen Programme also developed an industry-linked skills pathway at Vredendal. UWC’s November 2022 account identifies SAIAMC as the lead technology and skills-development partner in a proof-of-concept collaboration involving Keren Energy, Sakhumnotho, Cape Stack and Namaqua Engineering. The project explored hydrogen production using solar power, while an associated training approach aimed to improve young people’s readiness for the emerging energy sector. UWC also described joint technology exhibition work with Sasol at Africa Energy Week. These earlier developments helped build experience for subsequent professional training. [P09, Joint-venture, skills-development and exhibition passages]

Free Power-to-X learning for decision-makers

In March 2024, UWC announced a two-year GIZ-awarded contract for green-hydrogen and Power-to-X coaching. Led through SAIAMC’s Green Hydrogen Programme under Dr Stanford Chidziva, the programme targeted politicians, senior government officials and private-sector decision-makers. Approximately 12 sessions were planned across 2024 and 2025. The announcement situated the training within UWC’s experience of electrolysis, hydrogen compression and storage, dispensing and fuel-cell applications. It also described the Vredendal proof-of-concept site’s 100 kW solar installation.  [P04, Opening contract paragraphs and Vredendal account]

The linked course brochure explains what learners would study: renewable Power-to-X production pathways, technology choices, economics, transport and storage, market opportunities, sustainability criteria, and policy instruments. Its approach combines expert presentations with discussion, case studies, peer learning and self-study. It specifically identifies government ministries, regulatory authorities, research institutes and renewable-energy agencies among intended audiences. Participants are not charged: the brochure assigns relevant costs to the supporting GIZ project. At least one-third of places are reserved for women.  [P29, Brochure pp 1–2]

UWC advertised a two-day Power-to-X course in 2024. The brochure also provides a university contact route for institutions seeking training arrangements. The information sheet sets out the programme’s content and access arrangements. [P05, Event date fields] [P29, Brochure p 2]

Working with government on the hydrogen transition

UWC’s agreement with Namakwa District Municipality, announced in February 2023, established a local-government partnership around green hydrogen and other renewable-energy initiatives. Its scope included research, entrepreneurship, skills, capacity-building and support for policy-making. The public account linked these activities to the district’s development ambitions and the need to prepare young people for technical occupations. Proposed engagement with teachers was framed as a future outreach intention. The agreement provides a basis for cooperation on the district’s green-hydrogen development ambitions. [P06, Strategic partnership, policy-making and teacher-outreach passages]

The partnership remained visible in municipal planning for 2025/26. Kamiesberg Municipality’s Integrated Development Plan identifies UWC with Namakwa District Municipality and NCEDA in its Boegoebaai green-hydrogen entry, explicitly referring to the signed district–university MoU. This corroborates the relationship’s place in the regional development agenda.  [P07, Printed/physical p 123]

Provincial policy also recognises UWC’s technical role. The Western Cape Green Hydrogen Strategy and Roadmap, approved in May 2024, identifies UWC as the lead technology and skills-development partner in the Vredendal proof-of-concept project. It situates HySA Systems within the province’s hydrogen research capacity and connects university capability to innovation, skills and local value creation. The strategy provides external government recognition of UWC’s contribution.  [P08, Printed/physical pp 20,25]

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Historical context: hydrogen research image accompanying UWC’s March 2024 professional-training announcement. Credit: UWC; photographer not identified. Image source.

Solar-powered water services and community learning in Giyani

The Giyani Local Scale Climate Resilience Programme connects renewable energy with a basic everyday service: water. AWARD’s programme overview gives a project period of November 2021 to May 2025 and identifies UWC as an implementing partner alongside Tsogang Water and Sanitation and AWARD, supported by the Water Research Commission and the Government of Flanders. It lists nine pilot sites, including community water-supply schemes and agricultural cooperatives. The programme set an objective of benefiting a cumulative 5,000 people. [P10, Project timeline, pilot sites, objectives, funders and partners]

The division of responsibilities is important. The programme’s agricultural-water handbook identifies UWC as the water-and-energy technical partner; Tsogang led water infrastructure, AWARD supported capacity development and stakeholder engagement, and the WRC’s enterprise-development arm supported local economic initiatives. Its practical guidance places irrigation and crop-water management within a wider resilience programme involving local and district authorities. UWC’s technical contribution therefore sits within a collaborative delivery model that combines engineering, community knowledge and institutional support. [P12, Physical p 3 and agricultural-water guidance]

A dedicated solar-pump handbook makes the energy-learning component tangible. Written for operators of community-managed systems in Giyani villages, it explains how sunlight powers water pumping and describes the roles of panels, electrical components and pumps. It allocates everyday responsibilities to operators such as farmers or water-committee members, with technical supervision where needed. Checklists address inspection, panel condition, maintenance and troubleshooting. This practical clean-energy education supports the communities responsible for operating and sustaining the systems. [P11, Physical pp 4–14]

The programme brochure explains why technology and learning were designed together. It combines solar installations and borehole rehabilitation with operation-and-maintenance training, guidance for local authorities and learning resources. Its economic-development strand includes business skills, cooperative networks, food processing and water-efficient farming. Solar pumping is part of this wider water–energy–food approach: dependable energy can support access to water, while careful water use remains essential. The brochure describes the original programme design; the later completion accounts establish how the partnership progressed. [P13, Physical pp 1–3]

A July 2025 WRC-authored account reports delivered infrastructure and workshops covering solar-pump maintenance, water conservation, hydroponics and market access. At Matsambo Ngamba Farm, it describes a refurbished borehole, reservoir, solar-powered supply and hydroponics, alongside water-management and enterprise training. For the Mbhedle community scheme, the account records a new solar system linked to water storage and arrangements for ongoing operation and maintenance. It also reports handover to Greater Giyani and Mopani municipalities. The WRC account describes results delivered through the partnership. [P26, Training, Matsambo Ngamba Farm, Mbhedle and handover sections]

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Giyani programme site visit (undated programme image). Credit: AWARD / GLSCRP; individual photographer not identified. Image source.

Community-linked renewable-energy research through PATHWISE

PATHWISE expands the community dimension through research at the water–sanitation–energy–food–health nexus. UJ’s project description sets a 2024–2027 programme supported by South Africa’s National Research Foundation and the Netherlands’ research funding organisation NWO. Its purpose is to develop integrated renewable-energy solutions with marginalised communities, bringing technical design into conversation with social needs and practical governance. This places energy access within an interconnected set of everyday services rather than treating electricity demand in isolation. [P24, Project description, duration and funding]

UJ’s 2025 report explicitly names UWC within the partnership, together with TU Delft, the University of Twente, Water for the Future and UJ partners. Work with low-income communities in Johannesburg and Cape Town examined a biogas–solid-oxide-fuel-cell concept using local waste streams. Dutch partners advanced modelling, while South African partners contributed community mobilisation and policy engagement. The 2025 record includes electricity-demand and technical data collection, community activities, a November policy roundtable and a public-facing project event. These activities advanced the project’s research and community engagement during 2025. [P23, Physical/printed pp 5,11]

International collaboration for solar-powered cold storage

AGRI-COOL addresses a linked energy and food-system challenge: farmers’ limited access to reliable cold storage. The European Commission’s project record identifies a programme running from June 2024 to May 2028, with UWC among its participants. The design combines solar electricity, thermal storage, materials innovation and smart controls in containerised cooling systems. Its intended evaluation includes environmental life-cycle assessment, business models and training that supports local installation, operation and maintenance.  [P15, Project dates, objective and participant list]

UWC leads the work package that tailors operating parameters for AGRI-COOL systems. Other packages address refrigeration design, integration and controls, demonstration, environmental and social evaluation, business modelling and outreach. The division of work places UWC’s technical contribution within a coordinated international effort. Partner profiles also connect universities with South African firms: LiB-PACK specialises in battery packs, Flomack in agrivoltaic structures, and Blue Sky Renewable Energy in solar, wind and storage engineering. Their participation connects the consortium’s research with industry expertise. [P16, WP 2 and work-package leadership] [P19, South African partner profiles]

A concrete consortium milestone was documented at the 10–11 June 2025 meeting in Vicenza. Participants visited refrigeration and thermal-performance laboratories at the University of Padua and the first commissioned AGRI-COOL cold-room demonstrator at Genius Watter’s facilities in Carmignano. The demonstrator was built and tested in Italy and intended for deployment in Somalia. Its reported features included temperature monitoring, an occupancy alert, insulation and phase-change-material storage to maintain cooling overnight. The Italian event marked the project’s move from design towards demonstration. [P17, Meeting account, laboratory visit and first demonstrator]

The project’s demonstration-site page includes Valota Farm in Philippi, South Africa, alongside sites in Cape Verde, Somalia and Zimbabwe. It describes intended demonstration deployment and the adaptation of innovations to local conditions. Valota Farm is the consortium’s planned South African demonstration site, alongside the separate Green New World development on UWC’s campus. [P18, Demonstration-site list]

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Refrigeration laboratory visit in Italy during the AGRI-COOL consortium meeting, June 2025. Credit: AGRI-COOL; photographer not identified. Image source.

Supporting ideas for a lower-carbon economy

A 2025 example connects solar-energy entrepreneurship with community needs. In a post dated 26 July 2025, UWC Centre for Entrepreneurship and Innovation Director Abraham Oliver described BiolumeZa’s work on solar-powered street lights for informal settlements. He reported that project lead Witness Ndivho Nesengani represented UWC at the Enactus Brazil National Competition, held from 22 to 25 July in Belém, and presented the initiative’s business case. Oliver thanked internal UWC units for funding the trip and CEI staff for developmental support. He also reported support for more than 100 households in Cape Town townships and a linked programme offering women leadership, entrepreneurship and technical-skills training. The account provides a dated example of UWC support for a student-led clean-energy initiative. [P27, Full post, 26 July 2025]

UWC’s enterprise-support history includes a specifically energy-focused student venture. In 2022, its public account of the US-Embassy SA Virtual Incubator competition described 3Green SA-Smart Grid, a team developing a micro-grid concept for clean and dependable electricity. UWC computer-science doctoral fellow Floyd Mabiala received the competition’s popular-vote recognition. The Centre for Entrepreneurship and Innovation described the programme as a platform for students across South African universities to develop ventures with United States university partners. The initiative formed part of UWC’s early-stage clean-energy entrepreneurship support network. [P22, 3Green SA-Smart Grid and CEI programme paragraphs]

The Green Incubator provides a broader support mechanism. UWC’s DVC Academic Reflective Report 2022 records BankSETA-funded training for aspiring green entrepreneurs, with 28 of 30 students completing the programme. It describes March 2023 pitching and proposed seed awards for five selected ideas, with CEI mentoring and coaching planned. The same report outlines a community-incubator direction in Clarkson, combining enterprise development with social, legal, financial, marketing and research support. These records show how UWC has helped ideas develop through training and incubation.  [P21, Printed pp 30–31 / physical pp 32–33]

Policy provisions for energy and infrastructure

Preamble

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

Preamble

Infrastructure management is not just a matter of maintaining existing infrastructure or providing new infrastructure. The focus of this Policy is on balancing these aspects and providing a high-level strategic framework for infrastructure provision and the utilisation thereof. Such an approach requires direction on decision making throughout the infrastructure planning, delivery, operation and disposal processes, it spans the focus of various management and governance structures and follows a risk- based approach to achieve a balance between whole life cost, risk, performance, and sustainability, through:

• providing a defined and agreed level of service and performance monitoring;

• taking a life-cycle approach to developing cost effective management strategies for the long term that meet the desired level of service;

• identifying, assessing and appropriately managing risks; and

• having a medium to long term financial plan which identifies required expenditure and how it will be funded.

It is necessary to determine acceptable and functionally appropriate levels of service, so that infrastructure requirements (and performance and utilisation) can be measured against a set yardstick. Criteria may relate to availability of the service, quality or condition, quantity, reliability, responsiveness, environmental acceptability and financial implications.

Levels of service are informed by a combination of stakeholder needs, legislative requirements and internal business objectives, and need to be sustainable over the estimated service life of the infrastructure. This is a vital part of the infrastructure management process that not only affects decisions on existing infrastructure but also informs choices and decisions affecting the maintenance of existing infrastructure and the provision of new infrastructure.

Infrastructure assets, which support the objectives of the institution, exist to provide value to the University. To ensure that value is maximised, there is a need to understand what infrastructure is required, what infrastructure exists, how well it is being utilised, what condition it is in, its fitness for purpose, its operational costs, and its ability to evolve in changing circumstances.

This Policy will be supported by:

1) The Fixed Asset Policy;

2) Procurement Policy

3) Budget Policy

4) Campus Development Plan; and

5) An annually-updated 3-5-year Infrastructure Management Plan.

[C01, PDF physical/printed p.3]

1 Purpose

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

1 Purpose

The purpose of this Infrastructure Management Policy is to establish a Council approved policy for key infrastructure-related principles and objectives that the University’s executive management needs to pursue over time. The Policy is supported by

a) a long-term spatial development framework (Campus Development Plan); and

b) an annually-updated 3-5-year infrastructure management plan; which promote the efficient, economic, effective and sustainable use of resources.

[C01, PDF physical/printed p.4]

2 Scope

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

2 Scope

This document establishes the University’s policy for the management of its infrastructure. It includes the management of:

a) the demand for infrastructure;

b) the creation and prioritisation of a pipeline of interventions; as well as

c) the management of land holdings.

[C01, PDF physical/printed p.4]

3 Definition of concepts

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

3 Definition of concepts

Infrastructure comprises immovable assets which are acquired or constructed or which result from construction operations and includes moveable assets which cannot function independently from purpose built immoveable assets. It includes Information and Communication Technology (ICT) networks and systems that are used to communicate and to create disseminate, store and manage information, as well as security technology installations. Asset management seeks to effectively, efficiently, economically and sustainably utilise infrastructure to serve the current and emerging needs of the University. Asset management accordingly considers the entire lifecycle (service life) of the infrastructure asset and the associated costs, from the identification of a need through operating costs, and finally to the final decommissioning and disposal of the asset.

[C01, PDF physical/printed p.4]

4 Principles, procedures and delegations

4.1 Infrastructure development at UWC

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.1 Infrastructure development at UWC

In proposing infrastructure development projects that include the acquisition or construction of new buildings as well as the repurposing and modernisation of existing infrastructure, the University will give due consideration to:

a) The alignment of the proposed infrastructure development with the University’s strategic intentions as articulated in its Institutional Operating Plan and the Campus Development Plan;

b) Affordability and future financial commitments.

c) Continue to apply and seek to optimise the funding opportunities provided by the DHET's infrastructure grants, and in doing so will seek to find a balance between projects focusing on:

1) UWC's academic project, including new programme areas. In this regard the University will seek to find a balance between the repurposing and refurbishment of old infrastructure and new developments / acquisitions;

2) Student growth and the capacity of infrastructure;

3) The needs of students and improving their university experience, especially at smaller campus sites; and

4) Addressing compliance issues and backlog maintenance.

d) Where feasible the university will increase the provision of ablution facilities that are:

1) Accessible and that serves the requirements of disabled students and staff; and

2) Gender-neutral to support the needs of the University’s gender-diverse student and staff population.

e) Optimising appropriate income-generating activities where these opportunities exist or can be established.

[C01, PDF physical/printed pp.4–5]

4.2 opening and 4.2.1

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.2 Management of infrastructure

The University will manage its infrastructure based on the principles set out in Annexure A. The University’s Executive Management is responsible for all aspects of infrastructure management and these functions are largely executed on its behalf by the Executive Director: Finance and Services. In this regard the University will attend to:

4.2.1 Life-cycle infrastructure asset management planning for large individual assets or groups of infrastructure assets, which include operation, maintenance and refurbishment requirements. This planning will inform major refurbishment or upgrading requirements which are incorporated into the infrastructure management plan.

[C01, PDF physical/printed p.5]

4.2.2 Facilities management

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.2.2 Facilities management, ensuring that:

a) the necessary internal and external facilities management resources are in place;

b) engineering infrastructure management including the following, occurs:

5) budgeting and preparation for planned as well as unplanned maintenance;

6) regular checking of hard services (mechanical, electrical and plumbing (MEP) services) to keep them serviceable with special attention being paid to critical infrastructure;

7) identification and establishment of condition monitoring and inspection plans as per the operating and maintenance manuals to check, test or replace infrastructure systems, subsystems, assemblies or components;

8) preventative (scheduled, routine) maintenance plans are drafted and implemented;

9) all breakdowns are addressed immediately and repairs planned and prioritised; and

10) a record is made of infrastructure breakdowns and incidents which can be analysed to identify trends to inform decisions;

c) the day to day soft services (e.g. cleaning, security, catering, fire protection, waste management, reception services) are done properly and that staff or contractors and their performance is measured and reported against performance specifications; and

d) demobilisation of facilities management (e.g. Service Level Agreements) for infrastructure that will be disposed of as well as for infrastructure earmarked for upgrades, refurbishments or rehabilitation.

[C01, PDF physical/printed p.5]

4.2.3 Information system

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.2.3 Progressive development of an infrastructure management system to provide reliable, consistent and updated infrastructure information to enable optimised decisions to be made, which should:

a) be used to inform infrastructure management activities; and

b) provide improved risk control assurance that the objectives in the infrastructure management policy will be achieved on a consistent basis.

[C01, PDF physical/printed p.5]

4.2.4 Leases

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.2.4 Entering into leases for infrastructure for use by the University or for the leasing of University infrastructure and the administration thereof.

[C01, PDF physical/printed p.5]

4.2.5–4.2.7 Compliance, security and ICT

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.2.5 The management of all occupational health and safety and environmental compliance matters in relation to infrastructure and the usage of land.

4.2.6 Access management and security required to safeguard University infrastructure and land.

4.2.7 Management of all ICT infrastructure.

[C01, PDF physical/printed pp.5–6]

4.2.8 and Table 1

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.2.8 Reporting of infrastructure management-related matters to the oversight committees identified in Table 1, who will approve actions that are necessary for the progressive implementation of principles associated with the management of University infrastructure as set out in Annex A.

Table 1: Oversight committees

Item	Area of management	Responsible person	Oversight committee
4.2.8.1	Life-cycle infrastructure asset management planning	Executive Director: Finance and Services	• Senate Physical Resources Committee
4.2.8.2	Mobilisation for facilities management	Executive Director: Finance and Services	• Senate Physical Resources Committee
4.2.8.3	Development of an infrastructure management system	Executive Director: Finance and Services	• Senate Physical Resources Committee
4.2.8.4	Leases for infrastructure	Executive Director: Finance and Services	• Finance Committee
4.2.8.5	Occupational health and safety and environmental compliance	Executive Director: Finance and Services	• Safety, Health, Environment and Risk Committee
4.2.8.6	Access and security	Executive Director: Finance and Services	• Safety, Health, Environment and Risk Committee
4.2.8.7	ICT infrastructure	Executive Director: Finance and Services	• Information, Communication and Technology Governance Committee
4.2.8.8	Infrastructure development implementation oversight Project Boards	Executive Director: Finance and Services	• Senate Physical Resources Committee • Infrastructure Business Development Committee • Council
4.2.8.9	Infrastructure development project proposals	Executive Management	• Infrastructure and Business Development Committee • Senate Physical Resources Committee
4.2.8.10	Infrastructure acquisitions	Executive Management	• Infrastructure and Business Development Committee • Finance Committee • Council
4.2.8.11	Infrastructure development funding	Executive Director: Finance and Services	• Executive Management Committee • Finance Committee
4.2.8.12	Infrastructure procurement and contract awards	Executive Director: Finance and Services	• Tender Committee

 [C01, PDF physical/printed pp.6–7]

4.3 Spatial development frameworks

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.3 Spatial development frameworks

4.3.1 The University will have a Campus Development Plan (CDP) providing a long-term overall spatial vision for its campuses drawing upon the universal spatial development principles outlined in Annex B. The CDP is a Council approved document and the University Council will approve any significant changes to it.

4.3.2 The University will ensure that all planning for new infrastructure is aligned with the Campus Development Plan.

[C01, PDF physical/printed p.7]

4.4 ICT infrastructure plans

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.4 ICT infrastructure plans

4.3.1 ICT infrastructure (including software) plans should:

a) be modular and adaptable and, as far as possible, accommodate growth, additions, changes and integration with other systems;

b) enable changes of components without impacting on the entire system;

c) limit the range of technology employed, to make maintenance and support manageable; and

d) include planning for replacement as equipment becomes obsolete very quickly.

4.3.2 Changes to any of the University’s ICT infrastructure or systems should follow the Information Technology Infrastructure Library (ITIL) change management framework which include procedures and reporting to control the movement and location of assets and allow for the appropriate decommissioning and responsible disposal of any ICT equipment.

[C01, PDF physical/printed p.7]

4.5 Infrastructure management plans (4.5.1–4.5.2)

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.5 Infrastructure management plans

4.5.1 The University will develop an annual Infrastructure Management Plan, that will include planning for new infrastructure, as well as plans for the operation, maintenance, refurbishment and rehabilitation of existing infrastructure, and disposal of infrastructure which is no longer required to meet the University’s objectives, and it will be based on:

a) factors such as policies, norms and standards, condition assessments, functional performance, student enrolment trends, student housing demand trends, current and forecasted levels of optimisation, and academic requirements;

b) the infrastructure planning principles contained in Annexure C;

c) the grouping of projects into programmes to enable cash flow projections for projects during a financial year to be adjusted and funds to be moved between projects within a programme to avoid under-expenditure without changing the purpose for which funds were approved; and

d) the readiness of projects for implementation.

4.5.2 The University will ensure that the following is undertaken for all projects admitted to a pipeline of projects at Stage 0 (Project Initiation) in accordance with the provisions of the University’s Procurement Policy:

a) the identification of the impediments and constraints to project implementation and establishment of the timelines required to resolve them;

b) the identification of high risk critical infrastructure; and

c) the prioritisation of projects and the establishment of realistic budgets and timelines over a 3 to 5-year period.

[C01, PDF physical/printed pp.7–8]

4.6 Financial Management of Infrastructure Development

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

4.6 Financial Management of Infrastructure Development

The University’s large-scale infrastructure development projects are mainly funded through the DHET’s infrastructure grants, supplemented by an agreed proportion of University funding and donor funding. Building maintenance is funded through the University’s Council controlled operational funds. Financial management of infrastructure will include:

a) annual budget allocations to support the maintenance and management requirements of the University’s infrastructure

b) infrastructure development budget consideration and recommendation to Council by the Council Finance Committee;

c) the approval of infrastructure development project budgets by the Council.;

d) monthly meetings of all infrastructure development Project Boards where the appointed professional team must present reports on project budgets and progress. The reports must at least include a report from the principal agent, quantity surveyor and architect.

[C01, PDF physical/printed p.8]

The National Energy Act is Act 34 of 2008. The 2022 policy’s printed reference to “National Energy Act No. 34 of 1998” appears in the reproduced text below. [C12, Official Act title]

Annexure A(a)–(p), complete

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

Annexure A: Principles associated with the management of University infrastructure

The principles associated with the management of the University’s infrastructure are:

a) The requirements of the following regulatory framework need to be met:

• The Occupational Health and Safety Act including the

- Construction Regulations,

- Electrical Installation Regulations

- Pressure Vessel Regulations,

- Lift Escalator and Passenger Conveyer Regulations,

- Driven Machinery and General Machinery Regulations;

• The National Building Regulations and Building Standards Act including the National Building Regulations; and

• The National Heritage Resources Act.

• The National Environmental Management Act No. 107 of 1998

• The National Energy Act No. 34 of 1998

b) All Department of Higher Education and Training infrastructure-related policies need to be adhered to, including the Higher Education Act, Space and Cost Norms for Buildings and other Land Improvements and the Policy on the Minimum Norms and Standards for Student Housing at Public Universities.

c) The value of infrastructure needs to be optimised i.e. the cost of the infrastructure provided to achieve the University’s objectives and service standards should be minimised, whilst also considering environmental, social and economic impacts.

d) Infrastructure needs to be used efficiently and reconfigured or, where practical, disposed of if it does not support the university’s objectives.

e) Infrastructure needs to be maintained and operated in such a way as to minimise life-cycle costs.

f) Where possible, changes in demand for infrastructure need to be met with solutions which do not require the acquisition of new infrastructure, taking into consideration the university’s whole portfolio (for example, maximising the use of existing facilities, or reconfiguring them, rather than building new ones, considering sharing expensive specialist facilities between universities and leasing of existing infrastructure).

g) Risks relating to the ownership, use and operation of infrastructure need to be managed as follows:

• the possible consequences of failure of infrastructure needs to be identified and mitigated in a cost-effective manner;

• critical infrastructure should be identified using a risk-based approach by assessing both the probability of failure and the potential impact on the University’s operations;

• high risk infrastructure needs to be prioritised, especially if this is potentially life- threatening or poses a risk to the achievement of the University’s core objectives; and

• the University’s liability in the event of infrastructure-related claims needs to be minimised.

• Appropriate and continuing investment in bulk services infrastructure (water, electricity and fire)

h) The University’s infrastructure should be accessible, energy-efficient, water-efficient and sustainable.

i) Designs need to consider optimal flexibility of use.

j) All infrastructure needs to be registered in an infrastructure asset register and linked into the University’s accounting system1. The infrastructure asset register should include information such as:

• date of capitalisation and total acquisition cost;

• ownership of land, registration, location;

• infrastructure identification (including location);

• infrastructure expected useful life and remaining useful life;

• infrastructure condition;

• infrastructure value (based on Depreciated Replacement Cost);

• insurance if applicable;

• dates and costs of repairs, upgrades, replacement and disposals; and

• leasing information.

k) There needs to be periodic condition assessments of infrastructure, the results of which need to be captured on the infrastructure asset register and used to inform infrastructure plans and budgets.

l) There needs to be a periodic assessment of the levels of performance and service that infrastructure delivers, and these should be analysed against the requirements and expectations of users.

m) There needs to be a system or process for prioritisation of repairs.

n) There needs to be a system for handling of complaints and responding to requests from infrastructure users, which should include standards for reasonable response times.

o) There needs to be consultation with relevant stakeholders regarding infrastructure plans.

p) There needs to be ongoing consideration of rapidly evolving technologies (4IR, Smart Buildings etc) and these must be considered in the design, upgrading and utilisation of infrastructure.

1 The Higher Education Act states that the Council of a university must keep complete accounting records of all assets.

[C01, PDF physical/printed pp.9–10] [C12, Official Act title]

Annexure B, complete framework and principles 1)–6)

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

Annexure B: Universal spatial planning principles

The development of a guiding spatial framework (Campus Development Plan) for a university gives form, content and meaning to the physical requirements. The design of university campuses should define and celebrate the University’s sense of place, communicating the institution’s purpose, presence and peculiar identity. The influences determining form are multi-faceted and complex. Nevertheless, the following universal design principles have relevance in developing and shaping the University campuses and should inform and be applied in varying forms.

1) Equity and dignity

Equity does not imply that everything should be the same. Rather, it refers to equity of access - all people should have the opportunity to access a broadly equivalent set of opportunities. Accordingly, equity of access in a spatial context implies commitment to a movement system anchored by the lowest common denominator, namely people on foot. This requires:

• the promotion of principles of universal access;

• the establishing of a network of shared amenities accessible to all students across university campuses;

• establishing a balanced movement network, allowing for equitable access to the University by public transport, non-motorised transport, pedestrians and private vehicles;

• a commitment to the promotion of pedestrian, non-motorised transport and public transport over private vehicular movement;

• the promotion of pedestrian priority; and

• the developing of non-obtrusive parking strategies.

The University is populated by students from many different walks of life. Accordingly, a basic right of all students is to meet in dignified public spaces which are ‘owned’ by all, regardless of personal circumstances.

Spatially, the emphasis is on creating dignified places for informal meeting, using all new buildings and objects to define and make space, using selective, powerful landscaping in different ways to define place, to create shade and shelter and to reinforce structural informants.

2) Integration

Integration refers to the University as an institution committed to being place-bound. This is based on a recognition that an increased sense of belonging results in an increased sense of purpose. This has several spatial implications as it;

• places great importance on place-based research;

• emphasises the need to undertake outreach activities in local communities;

• underpins a need to engage with the host cities/ towns, surrounding communities and institutions; and

• implies that the University needs to become good neighbours and as such take an active interest in their surroundings on an academic, community and spatial level.

The promotion of integration in a society historically obsessed with separation is an important issue to address. Such integration should include:

• integration with the host-city / host-towns or surrounds;

• integration of modes of movement;

• social and cultural integration;

• integration in sport; and

• academic integration.

3) Quality of shared/common spaces

Any plan for the University needs to consider place making i.e. the creation of a sense of spatial uniqueness and identity. An important part of this is developing an appropriate response to the site. The spatial implications of this include working with the land, working with water, use of landmarks and the appropriate use of indigenous vegetation. The aim of all universities should be to promote a holistic teaching and learning environment, as opposed to just a classroom-based one. Central to this is recognising the importance of informal mixing and social contact between students of diverse disciplinary backgrounds as part of the total educational experience. The implication of this from a spatial perspective is the creation of dignified, pleasant places of meeting in the public realm. A variety of shared spaces should be offered, which represent the primary informal gathering or meeting spaces for students, staff and residents alike. The dignity of these places will impact on the dignity of the university campuses. Safety and security and heritage considerations need to be taken into account in the creation of these common spaces.

4) Robustness and flexibility

The spatial framework needs to be strong enough to give clear direction yet sufficiently minimalist to accommodate growth and change.

Planning cannot be driven by programmes - it needs to be based on the elements of public structure i.e. green space, movement of all modes, shared public facilities (libraries, meeting places, sports facilities and recreation, performance and display spaces), hard open space, housing and utility services. These need to be woven together into a coherent framework which creates a logic of access, ranging from very public or exposed to very private.

Planning needs to reflect a consistency of thought across scales which requires a ‘package of plans’ approach, with each larger scale providing the fixes for successively smaller scales. Connecting scales and integrating city activities is an important part of the challenge.

5) Phasing and implementation strategies

The underlying principle when addressing phasing for campus projects with the larger overall university land is to ensure that each implementation creates its own urbanity and sense of identity right from the start. The aim of campus spatial frameworks should be to establish a microcosm of the completed new university campus from day one. The phasing pattern focuses not on buildings and infrastructure alone, but on establishing complete public spaces. Phasing in this manner reduces large infrastructural costs.

6) Sustainability and efficiency

Decisions taken in relation to the location, design and management of the institutions need to be geared towards optimal sustainability. The university campuses should play a leadership role in demonstrating sustainable practices. The University should demonstrate best practice in terms of a broad spectrum of environmental and sustainability including efficiency of land utilisation.

The academic vision and the spatial directions of universities should be considered as complementary and synergistic. Direction should accordingly be derived from:

• interrogating the University’s mission statement, which provides the highest order of direction for the spatial development plan, to explore the spatial implications of the academic mission;

• identifying the desirable performance qualities which a university in South Africa in the 21st century should be seeking to achieve which have spatial implications; and

• a comprehensive understanding of the contextual informants (the concrete things which have material substance, shape, topography, environmental character, climate, texture, as well as socio- economic features) which embody very different properties, in accordance with the unique cultural and environmental conditions of the place within which the University campus is located.

Academic vision for a particular campus can also have spatial implications for in the creation of:

• living and working environments of a quality that attracts and retains world renown academics;

• adequate library, student resource amenities, student accommodation with meals and self- catering and IT facilities.

The method employed in the development of spatial plans needs to elevate planning and design from opinion to argument in order to seek sufficient consensus around the desired norms and their spatial implications.

[C01, PDF physical/printed pp.11–13]

Annexure C(a)–(m), complete

UWC Infrastructure Management Policy | Version C2022/03 | Approved 22 September 2022 | Effective 23 September 2022

Annexure C: Infrastructure planning principles

Infrastructure projects are identified, planned and costed, as relevant, by:

a) obtaining and considering the expectations and requirements of stakeholders in the University;

b) determining appropriate levels of service and identifying the infrastructure required to meet this level of service and to achieve the University’s strategic objectives;

c) establishing an infrastructure baseline by reviewing existing infrastructure assets, including the identification of mission-critical assets;

d) assessing existing infrastructure assets in terms of their efficiency of use, and proposing improvements;

e) identifying any gaps between the existing infrastructure and the required infrastructure;

f) considering all possible ways of meeting the gaps, such as building new infrastructure, renting infrastructure, utilising existing infrastructure more effectively, reconfiguring existing infrastructure or sharing infrastructure with other institutions, to determine the best solutions to the gaps;

g) taking a ‘whole-portfolio’ approach when considering options for addressing gaps, enabling all available options to achieve the required levels of service to be considered, ensuring the provision of infrastructure at the lowest life-cycle cost;

h) analysing asset management information;

i) determining the functional requirements and required level of service for new infrastructure and applying the space and cost norms to the needs for new infrastructure;

j) comparing the needs against the budget, and prioritising in terms of this policy if the needs exceed the budget; and

k) planning for capital projects taking into account the operation and maintenance of the infrastructure for its entire estimated design life after it has been constructed.

l) Integrating sustainability principles and strategies into all projects

m) Future proofing all projects, as far as it is practical and cost-effective, against changes in the environmental (e.g. climate change), technological (e.g. 4IR) and regulatory spheres.

Adequate access control and monitoring infrastructure needs to be put in place to provide a safe environment for the University community.

Credible forecasts of the current and net demand for services or requirements for functionality should be made over a period of not less than ten years.

[C01, PDF physical/printed p.14]

INSERT HERE – uwc-infrastructure-management-policy-c2022-03-complete.pdf

Open/download the complete Infrastructure Management Policy (PDF)

Investment Policy provisions

UWC Investment Policy | C2025/03 | Approved 2 October 2025 | Implemented 3 October 2025

INSERT HERE – uwc-crest-investment-policy-c2025-03.png	UNIVERSITY OF THE WESTERN CAPE
	INVESTMENT POLICY	Document Type	Policy
		First Council Approval Reference Number	2 October 2025 C2025/03
		Implementation Date	3 October 2025
		Provisos (if any)	None
		Policy Owner	Executive Director: Finance and Services & Director: Finance
		Portfolio	ED: Finance and Services
		Contributors	Finance Department, Legal, EMC, Finance Committee, Council
		Circulated by:	ED: F&S
		Circulated to:	Finance Staff

Introduction

The University of the Western Cape (“UWC”) is an institution of higher learning with a core mandate of teaching and learning, research, community engagement activities, ancillary and related activities. Alert to its African and international context, it strives to be a place of quality, a place to grow from hope to action through knowledge. It is committed to excellence in teaching, learning and research, to nurturing the cultural diversity of South Africa, and to responding in critical and creative ways to the needs of a society in transition. The University continues to be a vibrant hub of academic excellence and innovation, reflecting its commitment to social relevance and transformation.

The Institutional Operating Plan (IOP) 2021 – 2025 of UWC emphasizes financial sustainability as a core objective. Aligning with this strategic goal, UWC's investment strategy is designed to promote financial sustainability through diversification, sustainable investing, long-term growth focus, liquidity management, risk management, cost efficiency, regular monitoring, and stakeholder engagement. Given this approach, UWC has set this Investment Policy Statement (“IPS”) to govern its restricted funds and mandated and non-mandated funds, collectively known as “UWC funds”, which are managed externally. UWC funds that are governed by the IPS are set out in Annexure III.

As background, the Restricted Fund comprises a myriad of private gifts and grants and contracts received from donors and third parties. In general, Council and Management have less control over these funds but have a fiduciary responsibility to ensure that such funds are subject to the university’s internal controls, accounting systems, business processes and used in accordance with the agreement with donors. The Restricted Fund comprises funds encumbered by a mandate and is not 100% under management control. These funds are mandated and cannot be spent at the discretion of Council. Most of these funds received are externally audited to ensure that funds are indeed spent as per their memorandum of agreements.

The reference to assets in this policy is to the financial resources that are made available to the multi-manager to invest on behalf of UWC.

[C14, Printed p.1 / PDF p.2]

Regulations and Disclosure

While UWC funds are not governed by the regulations associated with retirement funds or similar industry regulations, the multi-manager(s) will be required to be cognisant of such regulation and FSCA guidance notices, conduct standards and directives and apply such principles and best practices to UWC funds. Compliance should not simply be a “tick box” exercise but the multi-manager(s) and underlying asset managers should adhere to the spirit of such regulations and best practice. The following are specific examples but are not comprehensive:

• The multi-manager(s) should disclose fees and costs to UWC on a regular basis including Total Expense Ratios and Total Investment Charge in line with ASISA standards or similar.

• Should the multi-manager(s) utilise derivatives, then such use should be governed by the FSCA Derivatives Conduct Standard.

• The multi-manager(s) should consider adopting the CRISA II principles regarding responsible investing practices and report regularly to UWC on how it is applying such principles to UWC funds.

• The multi-manager(s) should in turn ensure that all such regulations and practices are being followed by the underlying asset managers.

[C14, Printed p.9 / PDF p.10]

Responsible investing

UWC recognises that a key risk to long-term investing is the underestimation of factors that ultimately adversely affect the intrinsic value of a company (e.g., a change in environmental legislation or even just the stricter application of existing laws). Therefore, ESG factors will be integrated into the investment decision making process by the multi-manager(s) with some guidelines as follows:

• Environmental Factors: The multi-manager(s) will assess a company's environmental policies, climate change or just transition policy, carbon footprint, waste management practices, and compliance with environmental regulations, where applicable.

• Social Factors: Consideration will be given to labour practices, transformation, community engagement, diversity, equity and inclusion initiatives, and the overall social impact of the company.

• Governance Factors: Evaluation of board composition, executive compensation, shareholder rights, transparency, and accountability practices.

Responsible investing (“RI”) involves two key areas, namely ESG incorporation and stewardship. The multi-manager(s) must incorporate ESG factors within its decision-making procedures, consider investment screening or thematic investing such as impact investing. The two main forms of screening include:

• Imposition of constraints (negative screening) – in this case a service provider is precluded from investing in businesses that are considered to have a negative impact on society. Businesses that are typically included under this heading are tobacco, alcohol, gambling and defence. This approach may also apply at a political level (e.g. not investing in countries that have a poor human rights record).

• Positive screening – here the aim is to allocate a greater proportion of capital to those businesses, which score highly on ESG factors and have better strategies to avoid or mitigate negative externalities.

UWC Council and UWC Finance Committee may set negative and / or positive screening constraints, and the multi-manager(s) is expected to implement such constraints accordingly.

In the South African context, the focus is both on environmental and social risks and opportunities, given the acute social risks of the country. Transformation and economic inclusion of previously disadvantaged individuals into the economy of South Africa is a national effort and will be supported by UWC where possible. UWC may invest in investments that have a positive ESG impact, supports UWC’s strategic objectives and national efforts such as transformation provided that the investment opportunity maintains the ability of UWC to meet its investment objectives.

UWC recognises that proper governance, capital allocation decisions and the alignment of interest between shareholders and management is essential if the company in which money is invested is to create value for shareholders over the long term. UWC has delegated its active stewardship and proxy voting responsibilities to the multi-manager(s) and underlying asset managers given that they are responsible for investing and engaging with company management. UWC may review such delegation of responsibilities at any time.

UWC accepts that where the investment manager only holds a small percentage in a Company whose shares are highly tradeable, the manager always has the option to sell out if it perceives governance, capital allocation or alignment issues. However, in cases where there is limited liquidity in the selected company’s share, UWC expects a high degree of oversight from the multi-manager(s) and asset manager.

The multi-manager(s) and / or asset manager must inform UWC as soon as possible after taking up a position on the Board of one of the companies in which UWC is invested. The manager must provide the motivation for this decision and impact of insider information on the manager’s ability to trade the share.

Should UWC utilise segregated mandates in future, UWC may consider outsourcing its listed equity stewardship that can vote consistently on behalf of UWC and apply a more robust ESG framework in casting the proxy votes.

[C14, Printed pp.11–12 / PDF pp.12–13]

Annexure I: Roles and Responsibilities of involved parties

Role	Responsibilities	Party
UWC	o Review and approve changes to the investment strategy and IPS o Monitor compliance with the IPS o Review the multi-manager(s)’s performance o Ensure compliance with regulatory standards, where applicable	Finance Committee
Multi-manager	o Invest UWC funds in compliance with legislation, IPS and the investment mandate o Consider and comply with UWC Council decisions o Employ sound audit principles o Prepare portfolio and performance reports for UWC as directed o Attend UWC meetings when required o Monitor daily compliance and provide confirmation of compliance on request o Jointly discuss and review the IPS with UWC o Select and de-select underlying investment managers and justify and communicate such changes to UWC o Assist UWC with investment related matters o Keep UWC informed of market and industry developments o Negotiate the best possible fees and costs with underlying asset managers o Assist in the regular monitoring of UWC funds and the underlying investment managers’ performances o Prepare portfolio reports as directed o Disclose all costs and fees to UWC	SMMI

[C14, Printed p.13 / PDF p.14]

INSERT HERE – uwc-investment-policy-c2025-03-complete.pdf

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References

[C01] University of the Western Cape. Approved 22 September 2022; implemented 23 September 2022. UWC Infrastructure Management Policy.

[C02] University of the Western Cape. Reporting year 2024. UWC Annual Report 2024, 130-page edition.

[C03] University of the Western Cape. 4 October 2024. UWC 14/2024: Installation of Sustainable Energy Security Infrastructure.

[C04] University of the Western Cape. 7 July 2025. UWC Signs Landmark MOU to Launch Comprehensive Clean Energy Security Solution.

[C05] University of the Western Cape. 16 April 2025. A Green New World Loading at UWC.

[C07] University of the Western Cape. April 2025; included in official On Campus News on 11 April 2025 (C13). A Hundred Days of Listening, Leading, and Laying Foundations at UWC.

[C08] University of the Western Cape. 7 March 2024. Be energy wise! #TurnItOff.

[C09] University of the Western Cape. 15 July 2025. Power The Change Social Media Competition.

[C10] Government of South Africa. 9 September 2011. Government Gazette 34586, Notice 711: energy usage in buildings.

[C11] City of Cape Town. Undated current official guidance; references SANS 10400-XA:2021 edition 2. City of Cape Town: Energy usage regulations for buildings.

[C12] Government of South Africa. 2008. National Energy Act 34 of 2008.

[C13] University of the Western Cape. 11 April 2025. On Campus News: 11 April 2025.

[P01] UWC. Publication date not stated. South African Institute for Advanced Materials Chemistry: Overview.

[P02] South African National Energy Development Institute. 2024. SANEDI Annual Report 2023/24.

[P03] South African National Energy Development Institute. 2025. SANEDI Annual Report 2024/25.

[P04] Myolisi Gophe / UWC Institutional Advancement. 2024-03-14. UWC to Train Government and Private Sector decision makers in Green Hydrogen Energy sponsored by GIZ.

[P05] UWC Institutional Advancement. 2024-04-09. Green Hydrogen Power to X Training for Decision Makers Course.

[P06] Harriet Box / UWC. 2023-02-07. Namakwa District Municipality and UWC sign Green Hydrogen MOU.

[P07] Kamiesberg Municipality. 2025/2026 planning cycle. Kamiesberg Municipality Integrated Development Plan 2025/2026.

[P08] Western Cape Government. Cabinet approved May 2024; file hosted May 2025. Western Cape Green Hydrogen Strategy and Roadmap.

[P09] Dr Stanford Chidziva / UWC. 2022-11-06. UWC Augments Green Hydrogen Production Development and Training.

[P10] Association for Water and Rural Development (AWARD). Publication date not stated. Giyani Local Scale Climate Resilience Programme: project overview.

[P11] GLSCRP / AWARD, WRC, Tsogang and UWC. November 2024 (filename). A Solar Powered Pump Operator’s Handbook.

[P12] GLSCRP / AWARD, WRC, Tsogang and UWC. Publication date not stated. Agricultural Water Management Skills.

[P13] GLSCRP / AWARD. Publication date not stated. Transforming Giyani: A Path to Resilience.

[P14] Nathan Adams / UWC. 2025-04-16. A Green New World Loading at UWC.

[P15] European Commission CORDIS. EC signature 2024-04-09. AGRI-COOL, grant 101147102.

[P16] AGRI-COOL consortium. Publication date not stated. AGRI-COOL Work Packages and Leadership.

[P17] AGRI-COOL consortium. 2025-06-16. AGRI-COOL Consortium Meeting in Vicenza.

[P18] AGRI-COOL consortium. Publication date not stated. AGRI-COOL Demonstration Sites.

[P19] AGRI-COOL consortium. Publication date not stated. AGRI-COOL Partners.

[P21] UWC Deputy Vice-Chancellor Academic. 2022 report with March 2023 update. UWC DVC Academic Reflective Report 2022.

[P22] Harriet Box / UWC Institutional Advancement. 2022-06-17. UWC students win national entrepreneurship competition and trip to the US.

[P23] University of Johannesburg. 2025. UJ Trilateral Research Chair in Transformative Innovation: 2025 Highlights.

[P24] University of Johannesburg. Publication date not stated. PATHWISE project overview: renewable-energy solutions in marginalised communities.

[P25] UWC / HySA Systems. Publication date not stated. UWC SAIAMC HySA Systems Technology Datasheets.

[P26] Water Research Commission, partner content in Mail & Guardian. 2025-07-28. The Giyani Local Scale Climate Resilience Programme: Building Climate Resilience Through Water Innovation.

[P29] International PtX Hub / UWC. 2024 course brochure; exact publication date unstated. Power-to-X Training: course information.

[N01] Regent Lighting Solutions. Project completion January 2022; publication date unstated. UWC Library: Phase One lighting renovation.

[P27] Abraham Oliver, Director, UWC Centre for Entrepreneurship and Innovation. 26 July 2025. UWC Enactus, BiolumeZa and the Enactus Brazil partnership.

[C14] University of the Western Cape. Approved 2 October 2025; implemented 3 October 2025. Investment Policy, C2025/03.