Ipeleng Mkhari has been appointed chairperson of Attacq Limited, the Johannesburg-listed property group best known for its Waterfall City holdings and large-scale mixed-use developments. The board change, announced in a formal regulatory notice this week, marks a notable leadership transition for one of South Africa’s most prominent real estate companies.
Mkhari arrives with a track record in corporate governance, property and infrastructure investment. Her appointment positions Attacq to sharpen its governance profile while pursuing value from its existing portfolio of retail, office and logistics assets. The company’s information statement and investor materials underline Attacq’s strategic focus on integrated precincts and long-term income streams, making board leadership an influential role in steering capital allocation and development priorities.
The change at the top comes at a moment when South African listed property companies face a complex mix of opportunity and pressure. Inflation, interest-rate cycles and changing office occupancy patterns remain front of mind for investors. At the same time, urban development projects such as Waterfall City present recurring income potential if managed with operational rigour. Attacq’s board will now be expected to balance those short-term market realities with longer-term development milestones.
Mkhari’s appointment signals a move towards practical board stewardship. Her background includes roles across property and investment platforms, where she has been involved in structuring transactions, oversight and stakeholder engagement. That experience is relevant for Attacq, which must coordinate relationships across tenants, municipal planners and joint-venture partners while protecting shareholder returns. The chairperson’s role will be to ensure the executive team’s objectives align with durable value creation for investors.
Attacq’s portfolio mix gives the new chair a clear set of levers to work with. The group’s assets combine income-generating retail and office properties with longer-term precinct development rights. For investors, the focus will be on yield resilience, active asset management and selective capital recycling. Mkhari’s brief will include guiding governance reforms, reinforcing risk oversight and refining the company’s approach to unlocking latent value across its landbank.
Strategic clarity will be essential. The property sector in South Africa is responding to changing consumer patterns and the need for more efficient, mixed-use precincts that combine living, working and leisure components. Attacq’s balance sheet and development experience give it options, but these must be executed against disciplined financial targets. The board will play a pivotal role in approving the capital plan and in setting performance benchmarks for the executive team.
Beyond the immediate business mechanics, the appointment carries symbolic weight. Corporate South Africa has been under scrutiny for board diversity and for elevating leaders who can bridge operational knowledge with investor expectations. Naming a chair with demonstrable property and investment credentials is a sign that Attacq intends to combine domain expertise with tighter corporate oversight. The markets will watch how this change translates into execution and message clarity around near-term priorities.
Investor reaction will hinge on visible moves in three areas. First, transparency on capital allocation and how development pipelines will be phased. Second, measures to protect rental income and to reduce vacancy across key assets. Third, clear metrics for delivering on value from non-core assets or from joint-venture exits where appropriate. If the new board under Mkhari can set those expectations and deliver steady results, it will stabilise investor sentiment and create space for longer-term growth.
For stakeholders inside the property industry, the appointment is also a reminder that effective precinct delivery depends as much on sound governance as it does on project design. The interplay between community planning, tenant mix and service delivery determines whether large mixed-use developments become vibrant, self-sustaining precincts or costly long-term projects. A chair who understands those dynamics adds a pragmatic perspective to traditional financial oversight.
Ipeleng Mkhari inherits a company with scale, a recognisable asset base and a mandate to convert development potential into reliable cash flow. The challenge is not an abstract one. It requires careful board oversight, realistic operational targets and responsive stewardship when markets shift. How she frames the narrative to investors, how quickly governance priorities translate into operational changes, and how transparently Attacq reports progress will define the early months of her tenure.
Attacq’s change of chair is more than a personnel update. It is a strategic inflection point where governance meets delivery. The new leadership will be judged on its ability to convert asset potential into predictable returns while managing the risks inherent in property development and macroeconomic headwinds. The company’s investors, tenants and partners will expect decisions that reflect both prudence and ambition.
