Opinion piece by Dr Olebogeng Baikgaki from of the North-West University’s (NWU’s) subject group Transport Economics
The future of the North West Province’s two government-owned airports – GD Montshioa Airport in Mahikeng and Pilanesberg International Airport – requires urgent reconsideration. Both facilities hold strategic value for the province’s economic and social development, yet years of underfunding and weak management have led to infrastructure decline, regulatory non-compliance and reduced operational capacity.
GD Montshioa Airport, located in the provincial capital, is positioned to connect surrounding rural areas with government services and economic activity. Pilanesberg International Airport, on the other hand, sits at the heart of key tourism and mining zones, making it a critical gateway for investment and visitor flows. Despite this potential, both airports have failed to meet their developmental mandate, raising questions about their sustainability under continued government control.
South Africa’s 1998 White Paper on National Policy for Airports and Airspace Management provides a clear framework for addressing such challenges. It discourages direct government operation of airports and encourages private sector participation, particularly where public assets are no longer financially viable or sustainable. Nearly three decades later, however, more than half of the country’s airports remain state-managed, with many experiencing similar inefficiencies and stagnation.
Public-private partnerships (PPPs) present a viable pathway for revitalising these assets.
Existing success stories
Globally, PPPs have been used to improve infrastructure delivery, enhance operational efficiency and unlock new funding streams. In South Africa, examples such as Lanseria, Wonderboom and Rand airports demonstrate how private sector involvement can lead to improved performance. Similarly, the Gateway Airport Authority Limited in Limpopo offers a provincial model for coordinated airport management.
In the North West context, however, PPP adoption has been limited. This is not due to a lack of opportunity, but rather constraints related to political will, institutional capacity and stakeholder alignment. Addressing these challenges is essential if the province is to fully leverage its infrastructure for socio-economic benefit.
A key starting point would be to strengthen collaboration with institutions such as the Development Bank of Southern Africa and Infrastructure South Africa. These entities have already shown interest in supporting airport development, with funding commitments made but not fully pursued. Engaging them meaningfully, alongside
Airports Company South Africa, could help establish a sustainable financing and operational model.
Sharing risk and engaging with stakeholders
The success of any PPP arrangement will depend on the extent to which risk and decision-making authority are shared between the public and private sectors. Government must be prepared to move beyond its traditional service-oriented approach and allow airports to operate as commercially viable entities. This shift is necessary to attract investment, improve service delivery and ensure long-term sustainability.
At the same time, the transition must be carefully managed to protect the interests of employees and communities. Engagement with workers, trade unions and interest groups is critical. Issues such as job security, pensions, medical benefits and working conditions must be addressed transparently. Creating opportunities for skills development and redeployment within government structures will also be important in maintaining trust and stability.
Beyond internal stakeholders, consultation with business formations and civil society organisations will help reduce resistance and ensure broader support. The commercialisation of airports should also prioritise local economic participation, opening up opportunities for small businesses in areas such as security, catering and maintenance.
Decisive intervention is needed
Ultimately, the continued underperformance of GD Montshioa and Pilanesberg airports reflects deeper governance and funding challenges within the provincial administration. Without decisive intervention, these assets risk further decline, limiting their ability to contribute to economic growth.
A well-structured PPP model offers a practical solution. If implemented effectively, it could attract foreign investment, stimulate tourism and boost support sectors such as logistics and retail. More importantly, functional airports would improve connectivity, giving residents access to education, healthcare and economic opportunities beyond provincial borders.
The choice facing the North West Province is clear: either pursue strategic partnerships to revitalise these airports or consider alternative options such as sale or repurposing. What cannot continue is the status quo.
Dr Olebogeng Baikgaki
