Q & A SOUTH AFRICAN PORK PRODUCERS’ ORGANISATION( SAPPO)
On exports, the most viable near-term prospects lie within the SADC region, particularly Mozambique. In the first quarter of 2025, Mozambique accounted for more than 30 % of South Africa’ s pork exports. While deep-sea markets remain a longer-term objective, current disease pressures continue to limit access.
How will you leverage your ESG and agribusiness economics background to unlock commercial value and growth for producers? My agribusiness economics background allows me to identify long-term structural shifts – rising demand for affordable protein, increasing sustainability requirements and the move towards climate-smart production – and translate these into strategies that strengthen the industry’ s resilience. By anticipating changes in consumer behaviour, regulation and global trade, we can shape an operating environment that supports a competitive and future-ready pork sector. This requires aligning current initiatives with these emerging trends so that producers can capture value now, while positioning themselves for the opportunities ahead.
To strengthen pork ' s position and increase its market share against other proteins, a multi-pronged approach combining education, assurance and advocacy across the enture value chain is needed."
Where do you see the greatest ROI in productivity improvements, and how can the industry accelerate adoption at scale? The greatest return on productivity improvements lies in genetic advancement and the wider adoption of precision production practices. Genetics underpin core efficiency gains such as larger litters and better feed conversion, while precision management ensures these advantages are fully realised through optimised nutrition and reduced mortality and attrition. South African producers are already ahead of the curve, maintaining strong links with international breeding companies and regularly accessing the latest genetic material to stay at the forefront of global bio-technology.
Are there particular challenges you have identified in the industry? Yes; disease remains a significant risk. Managing outbreaks effectively requires consistent assurance, credible science-based communication, and close collaboration between public and private stakeholders.
What are the strategic actions required to reposition pork more competitively and expand its share against other protein categories? To strengthen pork’ s position and increase its market share against other proteins, a multi-pronged approach combining education, assurance, and advocacy across the entire value chain is needed. One of the most effective measures is to train value chain actors as ambassadors for pork. Butchery managers and blockmen, for instance, are often the first point of contact for consumers making protein choices. Equipping them with a clear understanding of pork’ s versatility, affordability, and nutritional benefits can directly influence purchasing decisions at the counter.
Which structural or operational bottlenecks in the value chain most constrain growth? Over the past five years, producers have operated in a challenging macroeconomic environment marked by slow GDP growth, high input costs, and consumer price sensitivity. These conditions left little room for reinvestment or expansion, forcing many producers to prioritise survival over modernisation. Improved prospects in 2026 will likely support investment into new production technologies, which will in turn support industry growth over the medium term.
Which emerging revenue streams or valueadded opportunities could improve producer competitiveness and long-term resilience? Moving beyond primary production into processing, packaging and branded retail products offers producers significant margin capture and greater control over the value chain. Vertical integration unlocks opportunities to deliver convenience formats, ready-to-cook solutions, and direct-to-consumer channels. In addition, by-product utilisation is becoming an increasingly prominent feature of the industry, turning waste categories into profitable revenue streams. � sabusinessintegrator. co. za 69