Editor’s note

Why do materials matter? Because they’re the building blocks of our future. Every choice – whether to reuse, recycle, certify or innovate – carries consequences for climate resilience, resource efficiency and the health of our communities. In this edition, we explore how materials are being reimagined and how a new generation is stepping forward to lead that transformation.

On page 26, we look at how sustainability-focused research strives to move from theory into practice. Why do innovative materials like recycled composites and rainwater‑harvesting cladding, which show such promise in the building landscape, still struggle to achieve broader acceptance in the marketplace?

Certifying pre-existing buildings, as seen in Old Mutual’s 6-Star Green Star-certified Mutualpark in Cape Town – awarded Highest Rated Project (Existing Operations) at the 2025 GBCSA Leadership Awards – shows how stewardship and resilience can be achieved by reevaluating what’s already there (page 18).

Materials also matter in the public sector, of course. Gauteng’s Department of Infrastructure Development is pioneering Green Star ratings for existing schools and clinics, with a clear objective: to build a fully green government property portfolio in the lead-up to South Africa’s 2030 net zero targets, proof that sustainable public infrastructure is both achievable and transformative (page 36).

Pee-cycling is a radical rethink of how buildings function: it challenges us to reimagine waste, turning buildings into resource hubs that produce fertiliser while conserving water. Read more about this striking example of circular innovation – and resoundingly positive example of how an idea makes it to market – on page 42.

June is Youth Month in South Africa. Apart from being tomorrow’s inheritors, young people are today’s architects of change. With creativity, passion and a deep sense of responsibility, they are proving that age is no barrier to impact. And so youth perspectives are central to this issue. On page 44, we tackle South Africa’s student housing crisis, highlighting EDGE-rated projects that demonstrate how affordable, future-ready accommodation can be both sustainable and scalable.

On page 50, the winners of last year’s Greenovate Awards (Property Category) and the IFC EDGE Award illustrate how water efficiency in EDGE-rated estates delivers more than savings. By linking conservation to structured financial mechanisms, these projects reduce debt, enable reinvestment and strengthen household resilience in South Africa’s residential property sector. The research comes from young voices, showing how the next generation is driving practical, impactful solutions for the future.

This issue also marks a leadership milestone. We chat to Georgina Smit, newly appointed CEO of Green Building Council South Africa (page 14). Her priorities – technical excellence, scaling impact and guiding the sustainability journey – signal a new phase of leadership that resonates with the energy and innovation of the new generation driving this industry forward.

From innovation to impact, the perspectives shared here really matter, and we hope you’ll find this edition both engaging and thought-provoking.

Mariola Fouché
Editor

Chair’s corner

Driving home from a short trip up the coast with my better half, we found ourselves talking about something deceptively simple: how people learn.

More specifically, we were reflecting on the difference between an outside-in learner, who needs to see the big picture before working inwards to the detail, and an inside-out learner, who starts with the detail and gradually builds towards the bigger picture. It struck me how valuable that understanding can be. When we recognise how others process information, we are better able to respect their perspective and adapt our own approach.

So why begin a Chairman’s Corner with a conversation from the car? Because as I read through this edition of +Impact, I was reminded that one of the greatest barriers to the adoption of new ideas is not always the idea itself or the technical flaws of the product. Often, it is the challenge of helping others see it, trust it and engage with it in a way that makes sense to them.

Many of the obstacles facing green innovation have little to do with technology. More often, they relate to timing, confidence and the market’s willingness to trust a new way of doing things. Which is why it’s so encouraging to see examples in this edition of innovation not only being imagined, but being brought to market and applied in practice. The sustainable student housing projects are a great example. So too are the public sector’s first green certifications for schools and health facilities.

I was reminded of the value of the Greenovate Awards. They continue to showcase the brilliance within our universities, while also highlighting the courage of corporate leaders who are prepared to test new thinking and apply it in real business environments. Innovation matters, but so does the willingness to back it.

That thought took me into a familiar internal debate: the value of one-time measurement versus ongoing review and continuous improvement. Measurement is essential. It gives us a baseline, creates accountability and helps us understand where we stand. But is it enough on its own? Can we say we have truly adapted if measurement isn’t part of the cycle of learning, refinement and better decision-making over time?

I have always been a sustainable capitalist. But I was also fortunate, in my early years of sustainability consulting, to be guided by some real heavyweights in the field. One of them was Nicola Robins of sustainability consultancy Incite and author of Diviner Mind: How Organisations Can Learn from the Indigenous Science of Uncertainty. Nicola’s thinking around profit-enabled impact provided me with an example of how to adapt my approach to that of my audience. It also gave me a practical framework for understanding some of the barriers to adoption and ways to get around them.

Very often, when we introduce innovations, we are engaging with the “gatekeepers of existing ways”. And those gatekeepers often ask valid questions: Will this scale? Will it be commercially viable? Can it be trusted? If the answer to those questions is unclear, we can’t expect them to risk capital or credibility on something new.

That means the responsibility lies with us as much as with them. To gain adoption, we need to understand their perspective. We may even need to adapt our approach so that an innovation is not only technically sound, but also legible, investable and practical in the eyes of those who hold the keys.

As I finished reading this issue, I was left with four clear takeaways. First, we should celebrate the brilliance of our youth, because much of what they are imagining today will be the norm in the decades ahead. Second, first-time implementation requires leadership and conviction. Third, adoption often depends on our ability to translate an idea into terms that others can trust and support. And fourth, measurement matters, but may need to be converted into continuous improvement.

Innovation, leadership and conviction are all essential. But so too is perspective. Sometimes progress depends not only on what we are building, but on how well we understand the people we need to bring with us.