SENS Announcement | 27 May 2020
ADvTECH Limited
(Incorporated in the Republic of South Africa)
(Registration number 1990/001119/06)
Share code: ADH ISIN: ZAE000031035
(“the Company” or “ADvTECH” or “the Group”)
VOLUNTARY BUSINESS UPDATE AND FEEDBACK FROM THE BOARD MEETING RESULTING IN AMENDMENT TO SPECIAL RESOLUTION 1 TO BE TABLED AT THE AGM ON 28 MAY 2020
Overview
ADvTECH achieved a 10% increase in enrolments for 2020 compared to the prior year with both Schools and Tertiary divisions experiencing good growth. This, together with the efficiency improvements achieved in the Schools division, and with a solid performance by the Resourcing division, resulted in the Group delivering a strong financial performance for the first quarter to 31 March 2020. This level of performance, however, will not be sustainable for the remainder of the year as a result of impact of the national lockdown on the economy.
ADvTECH continues to monitor the ongoing regulatory environment and we are preparing for various scenarios for re-opening our schools and tertiary institutions. Our readiness plans are advanced. We have drawn on local and global best practise on how to open our schools in a responsible manner.
Our duty remains the provision of the highest quality education, across all educational divisions, in such a way that students are all able to participate and benefit, while remedial and ameliorative actions have been instituted for those not able to participate optimally. A key component of our online offering lies in pastoral care, where the pastoral care teams set up at each school ensure that our parents and students receive ongoing guidance, support and nurturing on an individual basis.
We transitioned to a full online offering at the beginning of the lockdown. Our focus has been to ensure that staff and students have the best remote working and learning experience. Because we have leveraged off our existing licences, we were able to scale to meet demand for more users, without having to incur significant capital expenditure.
Collections were circa 20% lower in April compared to the same month last year - with a shortfall of collections of approximately 30% in the Tertiary division and 10% in the Schools division. While collections continue to be challenging, month-to-date collections for May are 10% below the same month last year, with both the Tertiary and Schools division’s showing a reduced shortfall compared to April 2020. We have instituted individualised interventions to support those who have been negatively impacted as a result of the lockdown. To date, at a cost of R24 million, ADvTECH has assisted 5 386 families, whose ability to pay full school fees was impacted by COVID-19.
In the rest of Africa, the Group has adopted a similar policy as in South Africa. We have implemented on-line programmes to support continuous education. However, the adoption rates are lower than in our schools in South Africa - although there are signs that this is improving.
Currently, to a large extent, we have been able to cushion most of our employees and stakeholders from any major impact as a result of the lockdown. We have, however, had to implement stronger action in our Resourcing division where business activity has been reduced dramatically owing to the downturn in economic activity.
Schools
We are finalising preparations for a phased return as of 01 June 2020 while also continuing to offer online teaching to those students that are not ready to return to the classroom. The relevant protocols and necessary equipment are in place and our schools are ready to receive our students. The safety of our employees, learners, and students and staff is our primary concern.
We’ve had average attendance of 95% on our online classes. Our staff have received positive feedback on the quality of the programme and their engagement levels, to the extent that we have witnessed some new intakes during lockdown. Unfortunately, we have also experienced some leavers particularly in the lower grades where more parent supervision is needed, and in some instances where it is no longer affordable for parents.
Tertiary
For a number of years, we have been applying the use of some online learning in campuses to supplement face-to-face learning. This has prepared our faculty to deliver in a digital environment and allowed for a seamless transition to our online offering.
Our more than 40 000 campus-based students have transitioned to an integrated learning management system, with quality assurance and accreditation for all our qualifications. Low data requirements are standard for our solutions. Students were also provided with data and reverse billing to enable access to learning material and engagement.
We have found lower levels of engagement in the tertiary institution than at the schools, as more discretion can be applied at a tertiary level. As we begin to transition back to contact classes from the beginning of June, these students will be our priority. We want to avoid as many as possible from foregoing the academic year. Additional, mid-year enrolments are unlikely to materialise and the dropout rate at the tertiary level is also likely to increase.
Resourcing
Recruitment activity reduced dramatically. The South African recruitment business has been severely affected by the pandemic, and the significant reduction in business activity has forced us to take stronger action in order to preserve cash.
We have had to introduce short-time and skeleton staffing arrangements to make payroll savings. We have also negotiated rental reductions and other cost savings with suppliers as we attempt to ensure that we can sustain the organisation through this very difficult period. These changes have been well planned and executed by the Resourcing management team. The cuts have been implemented across the board on a graduated basis to lessen the impact on the lower earning level employees.
The strategy of market and geographic diversity has proven to be valuable for the Resourcing division. Our rest of Africa operations have been relatively unaffected. We have continued normal operations and, to date, the results are very pleasing. Consequently, the combined Resourcing division remains viable despite the extreme difficulty faced in the South African market.
Financial update
Management has given due consideration to the effect that the COVID-19 pandemic could potentially have on the financial position of our business and its solvency and liquidity position. We have considered the business environment, the expected outcomes of the economic environment on our stakeholders, on fees and collections, as well as the capital expenditure needs of the Company in the short to medium term.
In addition to the revenue losses in the Resourcing division, we are experiencing losses on boarding fees, extramural and aftercare fees, as well as some de-registrations. While our business is mainly fixed cost based, we have worked tirelessly to curtail any discretionary costs and any variable costs which we can forego without harming the business and livelihood of all our stakeholders while also making use of the allowances available from Government. These include conferences, travel, cleaning, water and lights, printing and other consumables. These costs savings, however, will amount to far less than the lost revenue. While the immediate challenges need to be navigated, the aim and focus is relentlessly on ensuring ongoing organisational sustainability. We will incur some costs to make the schools safe and have all the necessary protective equipment in place.
We presented our sensitivity model to our Board to test different scenarios to inform our capital management plans, and have implemented a series of cash preservation measures, including curbing non-essential capex until visibility improves. The Group does not foresee spending more than R300 million in the current financial year on capex.
The cashflow impact is at this stage difficult to quantify, and while there is no doubt that this crisis will have a material impact on the Group’s earnings, our sensitivity analysis demonstrates that the Group has significant capacity to navigate this crisis within its existing facilities.
While the situation remains challenging, we believe that we have done the best with what is within our control, and the rollout of well thought out business continuity measures will allow us to continue to minimise the impacts. We have maintained a strong balance sheet, and our capital expenditure containment measures are sustainable.
The Board and management therefore remain satisfied that the Group has significant resilience to navigate this crisis within its existing facilities.
Board meeting outcomes
Dividend decision
Shareholders are advised that the Board has met to consider paying a dividend or a share buyback in lieu of dividends as advised in the annual results announcement published on SENS on 23 March 2020.
In the current environment and with the heightened level of uncertainty, the Board decided not to declare a final dividend for the financial year ended 31 December 2019 or to undertake a share buyback. The Board also do not consider that declaring an interim dividend for 2020 would be appropriate due to the lack of clarity on the economic outlook and the effect of COVID-19 on our business and operations over the medium term.
Amendment to Special Resolution 1: Non-executive directors’ fees
Considering the current financial environment and uncertainty, the Board has resolved that the fees payable to non-executive directors will not be adjusted for the period July 2020 to June 2021. Accordingly, the Company will no longer be asking Shareholders to adjust non-executive directors’ fees.
The Board has resolved to amend Special Resolution number 1 to read:
Section 66(8) (read with section 66(9)) of the Companies Act provides that, to the extent permitted in the Company’s MoI, the Company may pay remuneration to its directors for their services as such provided that such remuneration may only be paid in accordance with a special resolution approved by Shareholders within the previous two years.
These requirements are echoed in King IV and the JSE Listings Requirements. The Company’s MoI provides that the directors shall be paid such remuneration as determined from time to time by a general meeting.
After consultation between the Board and management, and notwithstanding feedback on the benchmarking of fees payable to non-executive directors, it is proposed that no increase in non-executive directors’ fees for 2020 be tabled at the AGM as the Company conserves cash owing to COVID-19; and that fees be payable quarterly in arrears for the period July to June of the following year.
Special resolution number one
“Resolved that the payment of the following fees to the non-executive directors for their services to the Company for the period 1 July 2020 to 30 June 2021, as well as any Value Added Tax (“VAT”) payable on such fees by directors be and is hereby approved, with a 20% premium being payable to non-resident non-executive directors:
The amendment of Special Resolution number 1 from the AGM does not affect the proxy form already submitted/or to be submitted in respect of other resolutions to be presented at the AGM.
If a Shareholder has already submitted voting instructions or forms of proxy, prior to the publication of this announcement, such voting instructions or forms of proxy will remain valid, unless the Shareholder submits new voting instructions or forms of proxy.
Closing
It is too early to offer any new financial guidance, as we will need greater certainty of the economic impact of COVID-19 on all our operations. What we can assess is that there is a general slowing in collections, and we expect debtors due to increase, which is likely to lead to increased bad debts and a greater level of provisioning for doubtful debtors, as well as some withdrawals due to financial hardship. The Group believes, however, that its business and brands are well positioned to continue to grow in the future, because more operating efficiencies can still be achieved.
For the past three months we have been working on our plans for our ADvTECH Online School concept, which we aim to launch in January 2021, and we have recently appointed our first online school principal.
We have learnt a great deal as a Group, developed new material and skill sets that will prove to be invaluable in the future. But what is most notable, is that the COVID-19 pandemic has provided the organisation with a valuable test and opportunity to develop our business in a post COVID-19 world.
Any forward-looking statements contained in this announcement have not been reviewed nor reported on by the Company’s auditors.
27 May 2020
Johannesburg
Sponsor: Bridge Capital Advisors Proprietary Limited
Advtech Updates
New iconography and internet identity better reflect the group’s education focus and growing international footprint
ADvTECH Limited (Incorporated in the Republic of South Africa) (Registration number 1990/001119/06) JSE code: ADH ISIN: ZAE000031035 (“ADvTECH” or “the group”) VOLUNTARY TRADING STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2025 The board hereby advises on its expectations of the financial results for the year ended 31 December 2025. Basic normalised earnings per share (“NEPS”), Basic headline earnings per share (“HEPS”) and Basic earnings per share ("EPS") for the year ended 31 December 2025 are expected to be between 14% and 19% higher than the comparative reporting period for the year ended 31 December 2024 ("the comparative period") or between 229.9 and 241.0 cents per share as compared to NEPS of 202.5 cents, HEPS of 202.2 cents per share and EPS of 201.7 cents per share for the comparative period. The group reports NEPS as a way of excluding the effect of one-off transactions and corporate action costs from its results. The financial information on which this trading update is based on has not been reviewed or audited by the group’s external auditors. 2026 student enrolment is on track and continues to grow in line with recent trends. ADvTECH expects to release results for the year ended 31 December 2025 on the JSE’s Stock Exchange News Service on or about Monday, 23 March 2026. 5 March 2025 Johannesburg Sponsor: Bridge Capital Advisors Proprietary Limited
The indoor sports facility at the Emeris Nelson Mandela Bay mega campus in Gqeberha
In a significant recognition of its leadership in sustainable education, ADvTECH - Africa's leading private education provider - has been honoured for exceptional environmental stewardship at the Wildlife and Environment Society of South Africa (WESSA) Centenary Awards. Celebrating a century of inspiring environmental action, education, and advocacy under the motto “People Caring for the Earth”, WESSA acknowledged ADvTECH's deep integration of the Eco-Schools South Africa programme for its unparalleled scale and impact. “As WESSA marks 100 years of environmental leadership, partnerships like the one we share with ADvTECH remind us why environmental education remains one of the most powerful tools for long-term change,” says WESSA CEO Cindy-Lee Cloete. “When 42 schools within a single education group commit to environmental stewardship, the ripple effect extends far beyond the classroom into homes, communities and ultimately into the future leadership of this country.” At the awards ceremony on February 27, 37 ADvTECH schools received Silver Awards status, which celebrates two years of WESSA collaboration, and the schools below have shown their lasting dedication by participating in environmental initiatives and raising awareness. Trinityhouse, Little Falls: Gold status (4 yrs.) Crawford International School, Sandton: Platinum 2 status (7 yrs.) Tyger Valley College: Bronze Decade status (12 yrs.) Pinnacle College, Ridge View: Green Flag Decade status (13 yrs.) Pecanwood College: Platinum Decade 2 status (17 yrs.) Additionally, also recognised for submitting the most eco-snippets All of the ADvTECH participating schools achieved full assessment letters for their submitted portfolios of evidence, with scores ranging from 70% - 98%. Top achieving schools were: Crawford International School, La Lucia Maragon Olympus, Faerie Glen Crawford International School, Sandton Crawford International School, Lonehill Abbots College, Northcliff Additionally, ADvTECH received a Partnership Award in recognition of its outstanding and unique contribution to environmental stewardship. “It has been another incredible year working closely with the WESSA champions at our schools, as well as the dedicated WESSA team. Throughout 2025, we witnessed some of the most inspiring and comprehensive portfolios of evidence ever submitted, reflecting not only commitment but also genuine passion for environmental stewardship and sustainability. The quality, creativity, and consistency demonstrated by our champions have set a remarkable standard and continue to inspire positive change within their school communities,” says Krystal Munian, Academic Advisor and WESSA Lead. “We extend our sincere gratitude to every champion and the school teams for their phenomenal hard work, perseverance, and dedication to advancing the project’s goals. And we are excited about the year ahead and look forward to building on this momentum through new activities, innovative initiatives, collaborative projects, and continued growth across all participating schools.”
In an era where AI and digital tools are reshaping classrooms daily, the quality of teaching has never been more critical to student success. Research consistently shows that high-quality teacher training and professional development are among the most powerful factors influencing student achievement. Recognising the importance of high quality teacher development, ADvTECH, Africa's leading private education provider, has made significant investment into its SIRIUS teacher training platform. And in a major milestone, several SIRIUS programmes have now been accredited by the South African Council for Educators (SACE). This accreditation ensures that educators gain high-quality, compliant professional development that counts toward their mandatory Continuing Professional Teacher Development (CPTD) points, while equipping them with practical, future-ready skills. “The SACE endorsement reinforces ADvTECH’s unwavering commitment to continuous professional growth, positioning our teachers and lecturers as confident leaders in educational innovation across South Africa and the continent. By investing in nationally recognised, high-impact development, ADvTECH ensures that great teaching remains the foundation of outstanding student outcomes,” says Darren Purdon, Academic Project Manager at ADvTECH’S Academic Centre of Excellence. “Through SIRIUS, our teachers and tertiary lecturers access targeted training in areas like AI in Education, prompting techniques for smarter lesson planning, data literacy to drive evidence-based decisions, digital citizenship, and more. These SACE-endorsed offerings bridge the gap between emerging technologies and everyday classroom excellence, empowering educators to personalise learning, boost engagement, and prepare students for a rapidly changing world.” STAYING ON TOP OF TECH EVOLUTION SIRIUS currently has 96 courses and 63 podcasts, and offers a growing suite of AI‑aligned programmes designed to enhance digital fluency, promote innovative pedagogy, and position ADvTECH schools at the forefront of future‑ready learning. Key AI‑focused offerings on SIRIUS include: AI in Education Helping teachers understand AI’s role in learning, assessment, personalisation, and efficiency. Introduction to AI Prompting: Foundational Skills for Teachers Empowering educators with practical prompting techniques to enhance teaching, planning, and curriculum design. Data Literacy for Teachers Building confidence in using data to inform instructional decisions, track learner progress, and support evidence‑based teaching. “These courses equip teachers with the knowledge and skills necessary to confidently harness AI tools, improve learner engagement, and prepare students for a world where digital literacy is essential,” Purdon says. WHY SACE ACCREDITION MATTERS A SACE‑accredited course provides teachers with: Quality assurance that the programme meets national standards and contributes meaningfully to professional competence. Professional Development (PD) Points toward the mandatory 150 points required every three years, ensuring compliance with CPTD cycles. Reduced administrative burden, as SIRIUS submits PD points directly on teachers’ behalf. Credible, high‑impact learning that strengthens professional portfolios and supports career progression. Alignment with national priorities, ensuring ADvTECH educators remain current with evolving curriculum demands and pedagogical expectations. “SACE endorsement reinforces that ADvTECH’s professional development is not only relevant, but nationally recognised for excellence, ensuring alignment with South Africa’s highest standards for teacher professionalisation and quality assurance in education. “High-quality teacher development remains the single most powerful lever for improving student outcomes, equipping educators with the skills, confidence, and innovative approaches needed to inspire learning and close achievement gaps, making investments like SIRIUS essential to sustaining educational excellence and long-term success across South Africa and the continent.”
Gaborone, February 20, 2026 — Gaborone International School (GIS) today unveiled its new logo and brand identity, celebrating a significant milestone in the school’s growth and development in recent years. The launch forms part of a unified brand identity introduced across schools within the ADvTECH International Group, and strengthens the GIS positioning within the ADvTECH International family while reinforcing its leadership in delivering high-quality private education in Botswana. The new visual identity aligns Gaborone International School and Makini Schools (in Kenya) under a single designed logo, while each school retains its individual name, heritage, and local character. This honors the school's solid historical foundation while firmly positioning it for future excellence. “Over the past decade, GIS has undergone significant transformation across its academic programmes, facilities, and staff development. The refreshed logo reflects this future-focused journey and reinforces the school’s commitment to accessible, high-quality education rooted in strong values and academic leadership,” says Horace Mpanza, ADvTECH Regional Managing Director. The rebrand reflects GIS’s sustained growth, ambition, and unwavering commitment to preparing learners for a rapidly changing world, while remaining firmly rooted in its refreshed values of integrity, growth, excellence, and generosity of spirit. Since it acquired GIS in 2015, ADvTECH has invested millions into state-of-the-art infrastructure such as a modern Science and Technology Centre while expanding the pre-school and primary facilities, enhancing sports amenities, and the integrating advanced technology across the learning ecosystem. This includes the adoption of ADvLEARN and Guided Readers, AI-enabled platforms that deliver personalized, adaptive education in line with global best practice. “The refreshed brand identity aligns with our long-term vision to deepen the impact of GIS in Botswana’s education sector and the country’s wider economic prosperity. This milestone enhances GIS’s recognition as part of Africa’s leading private education provider, and supports its mission to drive innovation and student achievement to empower Botswana’s next generation of global citizens,” says Mpanza. SIGNIFICANCE OF THE NEW LOGO The school's culture has been characterised by five timeless motifs that are included in the new emblem: The Book , representing academic excellence The Torch and Flame , symbolising inspiration and leadership The Pillar , reflecting strength and stability The Laurel Wreath , denoting achievement and honor The Shield , standing for tradition and security Together, these elements affirm the school’s promise to deliver quality education while remaining grounded in tradition.
Nairobi, February 17, 2026 – Makini Schools will officially unveil its refreshed brand identity on Friday, February 20, 2026, marking a strategic evolution that strengthens its unified positioning and reinforces its leadership and credibility in the African education sector. The rebrand reflects Makini’s continued growth, ambition, and commitment to preparing learners for a rapidly changing world, while remaining firmly anchored in its values of integrity, growth, excellence, and generosity of spirit. While the visual identity has been modernised, the name Makini Schools remains unchanged, underscoring the institution’s confidence in its heritage and enduring legacy. At the centre of the refreshed identity is a new logo that symbolises confidence, clarity, and future-readiness. The new brand will be implemented across Makini Schools in Kenya and extended to other ADvTECH International schools across Africa, including Gaborone International Schools in Botswana. “This rebrand represents a strategic evolution of Makini Schools,” said Horace Mpanza, Regional Managing Director, Makini Schools. “While our visual identity has been refreshed, our name, our commitment to quality education remains unchanged. This new identity reflects who we are today and where we are headed as we continue shaping future-ready learners.” The refreshed brand builds on a sustained period of growth and investment. Makini Schools recently acquired Regis School, now rebranded as Makini Schools Runda. We have also strengthened our holistic offering through major investment in sports. We launched upgraded sports facilities at our Ngong Road and Kisumu campuses after investing over KSh 100 million. Across the institution, we continue to invest in modern sports and academic infrastructure, as well as digital learning tools that enhance instruction. This includes ADvLEARN, our AI enabled personalised learning platform, teacher laptops, and classroom projectors, all designed to support better teaching and stronger learner outcomes. Commenting on the role of technology in education, Mr. Mpanza emphasised the importance of preparing learners for an evolving labour market. “Artificial intelligence will undoubtedly change the nature of work, but it will also create new pathways that demand higher-order thinking, creativity, and adaptability. Our learners must be prepared for jobs and opportunities that may not yet exist.” Founded on the principle of delivering accessible, high-quality education, Makini Schools has built a strong reputation for nurturing well-rounded learners grounded in academic excellence, discipline, and strong values. The refreshed brand identity aligns with the institution’s long-term strategic vision to strengthen its presence across Africa and enhance recognition as it continues to scale. The announcement was made at a media roundtable held on Tuesday, February 17, where Makini leadership engaged education and business journalists in a broader discussion on the evolution of Kenya’s education system. The session underscored the critical role private schools play in shaping national education outcomes and emphasised the need for continued collaboration between private institutions, government, educators, and other stakeholders to strengthen implementation, drive innovation, and enhance learner readiness across the sector. “Our heritage is our foundation,” added Mr. Mpanza. “This rebrand honours our past while boldly positioning Makini for the next generation of learners.”
With all the start-of-the-year activities, ceremonies and celebrations now out of the way, the serious business of the Matric Class of 2026’s journey towards their final exams has now arrived. This year can feel overwhelming, not just for students, but for parents too, who often feel as though they are writing matric alongside their children. “Whether students are aiming for university entrance, considering a gap year, or simply focused on finishing strong, the culmination of twelve years of education comes down to the NSC results for which they will sit later this year,” says Darren Purdon, Academic Project Manager: Academic Centre of Excellence at ADvTECH and The IIE. “Matric is a year filled with excitement and responsibility. Many students take on leadership roles, plan their matric farewells, and prepare for valediction services. These events are memorable, but they also add to the pressure of maintaining strong academic performance. Mental health becomes a crucial factor, as students juggle multiple responsibilities and expectations,” he says. But, to start the year on the right foot, it is imperative for students to set clear academic goals. “APS scores are vital for university entrance, so students must understand the requirements and track their progress consistently. Parents can support this by creating a tracking sheet and having regular discussions with their child about their marks. These conversations should be constructive, offering motivation and support where needed,” says Purdon. Planning is essential to avoid burnout, he adds. “A monthly planner that includes all assessments and portfolio deadlines helps students stay organised. Establishing a study routine early in the year, with consistent daily habits, is far more effective than last-minute cramming. Using a wall planner or digital app to mark exam dates and assignment deadlines can make a big difference.” Portfolio pieces play a significant role in the final NSC mark. Students should aim to submit their best work and take advantage of opportunities to revise and resubmit tasks. Engaging with teachers for feedback is key. However, students must be cautious of plagiarism. While tools like ChatGPT and Microsoft Copilot are excellent for research, they should not be used to generate final submissions. Plagiarised work will be discarded and penalised, which can negatively impact results. “Many subjects allow students to select their highest-scoring portfolio pieces. This flexibility can be a strategic advantage if assessments are approached with preparation and effort. Starting assignments early allows time for reflection and improvement, leading to better outcomes. Students should reach out to teachers for guidance and use feedback to refine their work,” Purdon says. Very importantly, mental wellbeing must be prioritised throughout the year. Encourage short, focused study blocks followed by breaks, and promote healthy habits like regular exercise, balanced nutrition, and sufficient sleep. Stress management techniques such as journaling, breathing exercises, or short walks can help students stay grounded. Pressure is normal, the key is learning to manage it effectively. Thought Life Orientation is an after-thought? Think again. “Life Orientation is often overlooked, yet it can influence university residence applications. It’s a task-driven subject, making it easier to excel with proper planning and effort. Aim for a distinction, it’s achievable,” says Purdon. Active learning strategies such as summarising notes, teaching concepts aloud, using flashcards, and practising with past papers are highly effective. “Previous NSC papers are invaluable for understanding question formats and expectations. These resources are freely available online and should be printed and organised in subject-specific folders for easy access. “After each test, students should reflect on their performance: What went well? What needs improvement? This feedback loop is essential for growth. Taking notes in class and creating study summaries from day one will make exam preparation easier. Avoid studying late at night before assessments, and plan ahead to reduce anxiety and improve retention.” Reviewing Grade 11 content in key subjects like Mathematics, Physical Sciences, and Languages is also important. Study groups and peer tutoring can reinforce understanding, and regular check-ins with teachers or mentors can help identify and address challenges early. Focus on now, but also strategise the future. While the Matric year brings countless demands on your time and energy, planning your post-Matric path is equally crucial - especially if you plan to pursue further studies, Purdon says. “Start exploring your options right from the beginning of the year by thoroughly investigating all available pathways. Attend Open Days at as many public and private universities as possible to gain firsthand insight into campuses, programmes, and facilities. By acting proactively and keeping an open mind to the full range of possibilities, you'll reduce stress, make more informed decisions, and position yourself for a smoother, more successful transition into higher education.” This final year of school is not just about academics, it’s about balance, planning, and making the most of every opportunity. With the right support and mindset, students can thrive and finish strong, while hopefully reducing stress and anxiety, says Purdon. “Above all, students should remember to enjoy their final year of school. It’s a year filled with milestones and celebrations, and it passes quickly. Embrace the journey, plan wisely, and make the most of every moment.”
Emeris Sandton officially opened its doors on Wednesday, 3 February in what has come to be known as the richest square mile in Africa, bringing a state-of-the-art mega campus to the heart of Johannesburg. The R420 million, 47,000-square-metre campus represents one of the largest private investments in tertiary education in Gauteng, signalling a strong vote of confidence in the future of South African talent development. This landmark development marks the consolidation of The Independent Institute of Education’s Varsity College Sandton and IIE Vega School Bordeaux under one roof, now operating as Emeris and The Vega School at Emeris Sandton. With the opening of this new campus, Emeris now operates ten contact campuses and one online centre across South Africa’s major metropolitan areas. Emeris educated approximately 30,000 students in 2025.
Practical early childhood development advice for schools and parents
