Corporate Overview

About Joburg Property Company (JPC)

Commitment to Economic Growth and Transformation

JPC was initially established as a private company in 2000 and is wholly owned by the CoJ. At the promulgation of the MSA and MFMA JPC was converted to a state-owned company.

The JPC, on behalf of the COJ, provides Property management (Commercial), Property Management (Social), Property Development as well as Facilities Management and Maintenance Services, and its relevant subsidiary services.

The JPC, as an agent in support of the Council, is committed to ensure that Economic growth and job creation occur to address socio-economic disparities and legacies of discrimination and inequality.

Corporate Profile

As the official property arm of the City of Johannesburg (CoJ), the Joburg Property Company (JPC) plays a pivotal role in transforming Johannesburg’s urban landscape. Our core services include Commercial Property Management, Social Property Management, Property Development, and comprehensive Facilities Management and Maintenance. Through these integrated services, JPC drives inclusive economic growth, unlocks public value, and ensures that the City’s assets serve the needs of all its communities.

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VISION

To be a leading, innovative, preferred, public sector property and facilities management agency.

MISSION

JPC is an agent of the City of Johannesburg, responsible for the enhancement of the CoJ’s property portfolio by leveraging the properties and its employees to maximise the social, economic, and technological advancements to achieve CoJ’s strategic priorities and service delivery objectives.

VALUES

The following values were identified and adopted by JPC:

Professionalism;
Accountability;
Responsibility;
Customer Service; and
Trust.

SUSTAINABILITY VISION

Our sustainability vision is to ensure there is efficient management of planning, acquisition and disposal, operation and effective maintenance and growth of Council-owned properties. To do this, we focus on:

Better decision making: capital expenditure decisions should be based on rigorous and fully documented economic appraisals that take into account benefits and risks as well as financial parameters.
Improved planning and budgeting: the planning process helps identify gaps between existing assets gaps and assets required and also helps in budgeting process.
Improved reporting: reporting on service delivery potential, continued service delivery needs and economic viability.
Asset management planning: a central asset planning and control data repository.
Sweating of fixed assets: design assets in the most cost effective and operation efficient way.
Asset classification: asset class reflecting needs rather than reporting requirements.
Building efficiency: efficient asset life cycle operational and maintenance costs
Portfolio growth: have a long-term vision of future utilisation of developable land.