Service Issue 92

ISSUE 92

DEC/JAN/FEB 2026

L E A D E R S H I P I N G O V E R N M E N T

x

DIGITAL TRANSFORMATION

SA’S MINERAL STRATEGY

URBAN AFRICA

RURAL SOUTH AFRICA

SERVING LOCAL

GOVERNMENT FINANCIALLY

Zeus Maboho, Gensize Consulting

BORDER SECURITY

funeral services

An ethos of collaboration

and unity

Established in 1998, Tshebedisano Burial Society is a 100% black female-owned business in Soweto.

The Burial Society caters for all offering a range of services.

Where does the name Tshebedisano come from?

The name “Tshebedisano” means “working together” in Sesotho. It

reflects the company’s core mission of reaching out to communities,

providing support, and making life easier for families during their

most difficult times. The ethos of collaboration and unity is evident

in the services Tshebedisano Funerals offers, ensuring families can

focus on grieving while the company handles all funeral preparations

with professionalism and compassion.

We offer exhumations, cremations, tombstones and other funeral

services for the public as well. In addition to the services that we

provide, we also offer add-ons like voucher cards that we load

money on for our clients to buy groceries with. Our other services

include grave closures, décor at the home and cemetery, flowers and

repatriation (if people move into other regions, we have a prepaid

plan for repatriation). We offer catering services and the after-tears

setup (when guests get together after the funeral). We also offer

photography, live streaming and videography and we offer a portrait

of the deceased that is painted by an artist.

How does one go about starting a funeral business?

First, you have to be a registered company, and you must register to

be a financial services provider with the Financial Sector Conduct

Authority (FSCA).

Please share your achievements as a business.

I am self-taught in business and technology. I’ve implemented

innovative structures that remain effective today. I’ve transitioned

from renting a space to owning and building a dedicated facility for

the business. I’ve improved services and expanded offerings, attracting

clients from diverse backgrounds, including celebrities and prominent

figures not only that but I’ve proudly created numerous employment

opportunities within the community, empowering local individuals to

advance in their careers. My recent accolades are as follows:

• I was recognised in the United States for contributions to

the funeral industry in 2011 and in the same year, I was

recognised as the Businesswoman of Soweto.

• Received an international leadership award in New Orleans

in 2013.

• I was fortunate to accept an award on behalf of the

Archbishop Desmond Tutu in New Orleans.

• I’ve won multiple business awards through Rocci and FNB,

securing silver, bronze and gold in one day.

• The most recent achievement was being honored with the

African Excellence Award from the UK in August 2024 for

community service.

Please outline your funeral policy.

The funeral policy serves as a payment plan underwritten by an

insurer. Key features include flexible usage of cover. Clients may

choose to bury with Tshebedisano Funerals or another provider. If the

client chooses another funeral parlour, they receive the insured cover

amount as a payout and for funerals conducted by Tshebedisano, the

cover amount translates into comprehensive services.

What advice would you give other people entering the burial

society business?

Tshebedisano Funerals is committed to ensuring that every

client, regardless of their financial status, receives a dignified and

meaningful funeral. We prioritise compassion, ensuring that clients

facing financial hardships can rest assured their loved ones will be

honoured with care and respect.

• If you are in the funeral industry, I recommend that you always

be transparent and honest with your clients.

• Provide clear guidance and deliver on promises.

• Approach every funeral with dedication and ensure it leaves a

lasting impression.

2 | Service magazine

funeral services

S

• Treating every client with equal care, regardless of how much

they can afford.

• Build long-term relationships by providing exceptional service

because loyal clients will spread the word, reducing the need

for extensive marketing.

• Be willing to assist those in need, even if it means making sacrifices.

• Believe in helping disadvantaged clients often creates goodwill

that multiplies over time.

• Lastly, it’s the need to always be innovative, avoid imitating

competitors; instead, focus on what matters most to your

clients. Stay innovative and adapt your services to meet the

evolving needs of the community.

What sets you apart from other funeral parlours?

There are four key factors that set us apart:

Collaboration and partnership. Tshebedisano Funerals doesn’t just

provide a service — we work closely with families, ensuring every

aspect of the process is tailored to their needs.

Luxurious and personalised experiences. The company goes

beyond basic services, offering luxurious touches that bring comfort

and dignity to families during difficult times.

Compassionate approach. The emphasis on assisting financially

struggling clients reflects a deep commitment to the community.

Unwavering dedication. Each

funeral is handled with the utmost

care, ensuring the company leaves

a lasting positive mark on every

family it serves.

Business will come

flowing your

way if you service

people with passion

and loyalty.

By combining integrity, empathy

and innovation, Tshebedisano

Burial Society has built a legacy of

trust and excellence in the funeral

industry. S

Pamela Motlhabi, Director,

Tshebedisano Burial Society.

27

20

S

editor’s note

State renewal

I“It is important that South Africans can see that things can get

better, that even the most broken parts of the state can be fixed,”

says Minister of Home Affairs, Dr Leon Schreiber, who believes

that state renewal is possible (page 30).

“If we could take this [Home Affairs] department, which

everyone said was a poisoned chalice; if that department can

modernise, if it can embrace technological solutions, if it can

embrace collaboration with other partners in society, and that

makes your life better, well, then surely we can do the same in

other parts of the state and of our country.”

State renewal, it could be said, would benefit from fiscal

freedom. The call for fiscal freedom is a call to unleash the latent

potential of Africa’s future. It is about trusting the ingenuity

and commitment of our local leaders with the tools they need

to succeed. Our national governments have a key role to play as

enablers, creating the legislative and policy environment for this

empowerment to flourish. By unshackling urban settlements from

financial dependency, we are not just building better cities, we are

building a more prosperous and resilient Africa for all (page 22).

With Africa’s youth population on the rise, developing skills

where people live is becoming more urgent. Failure to act means

sidelining capable young people while urban centres face a

shortage of critical skills. Across rural South Africa, infrastructure

gaps make learning harder. Faced with limited options, young

people often migrate to the cities, where job markets are already

stretched. Expanding access to practical, career focused training

in rural areas will drive economic growth nationwide (page 38).

Earlier this year, Mineral and Petroleum Resources Minister,

Gwede Mantashe, called on African countries to embrace their

strategic mineral advantage and take charge of growing demand.

The South African critical minerals strategy seeks to leverage these

resources to the nation’s benefit, while simultaneously driving

growth, job creation and industrial development.

To work, however, South Africa will first need to ensure it gets

the basics right. Minerals and metals have little value if they can’t

get to the ports or national processing facilities; if there is no power

to process or utilise them or if the ports are non-functional or

congested (page 18).

How do we get the basics right? And how can we use them as a

shared opportunity to build trust and accelerate delivery?

The Municipal Standard Chart of Accounts (mSCOA),

developed by National Treasury, is a central engine for effective

local governance that creates a standard way for all municipalities

to manage their financial information. At its core, mSCOA ensures

that everything from budgeting to financial reporting is done in

the same structured way, making municipal finances transparent

and easier to manage. It is a strategic tool that, if embraced

properly, can transform how municipalities plan, deliver services

and build public trust (page 33). Don’t miss CIGFARO’s workshop

on mSCOA (page 9).

Wishing you a festive season that serves you well!

Alexis Knipe

Editor

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contents

S

IN THIS ISSUE | SERVICE 92 | DEC/JAN/FEB 2026

41

14

36

1 A STRATEGIC PARTNERSHIP

Service speaks to Sipho Silinda, CEO of FNB

Public Sector

2 ETHOS OF COLLABORATION AND UNITY

Tshebedisano Burial Society offers a range of services

6 CIGFARO 96TH ANNUAL CONFERENCE

CIGFARO provides a framework for practitioners to

collectively enhance sustainable financial management

and good governance in the realm of public finances

10 SERVE AND DELIVER

News and updates

14 THE BEGINNING TO FINANCIAL SERVICES

Gensize Consulting delivers sustainable

financial solutions to local government

16 THE POWER OF DATA

Service magazine speaks to Lindy Mbatha, CEO of

LK Centrix Solutions

18 SA’S MINERAL STRATEGY

To revive carbon-intensive mining economy

20 DISRUPTION, DYNAMISM AND

DIGITAL DEDICATION

KXX Auditors and the future of auditing

22 A CALL FOR FISCAL FREEDOM

Implementing value-capture financing in urban Africa

25 ACCREDITED TRAINING, SKILLS DEVELOPMENT

AND CONSULTING

Peuneo offers complete solutions

specific to your industry

26 BRIDGING THE DIGITAL DIVIDE

The B20’s blueprint for digital transformation

sets ambitious targets

28 A NATIONAL PAYMENTS UTILITY

The future of payments in South Africa

30 HOME AFFAIRS MUST BECOME THE FACE

OF A CAPABLE STATE

Says Minister of Home Affairs, Leon Schreiber

32 SA MUST ADAPT QUICKLY IN A TURBULENT

TRADE ENVIRONMENT

By President Cyril Ramaphosa

33 FROM RED TAPE TO ROADMAPE

How to rescue our municipalities

34 PORT OF GAUTENG SET TO TRANSFORM

SA LOGISTICS

Port of Gauteng recently released a White Paper that

is set to transform Africa’s freight transport landscape

36 HERE’S WHAT GOVERNMENT PLANS TO

DO ABOUT PLASTIC POLLUTION

South Africa is pushing ahead with regulations

38 WHY RURAL SKILLS DEVELOPMENT IS

SA’S SMARTEST MOVE

Many rural communities face significant obstacles

when it comes to developing their workforce

41 GOOD NEWS

UP-WEF partnership on global 4IR centre

42 RURAL SA NEEDS WATER AND ENERGY

TO FIGHT HUNGER

Women-led rural households in SA struggle to

access water, sanitation and energy for food

44 SMART GOVERNANCE AND

REVENUE COLLECTION

Providing access to services while financing

regional infrastructure projects needs major

funding management, by Pay@

S

CIGFARO

CIGFARO 96th Annual Conference

A milestone in

public finance and

global collaboration

CIGFARO successfully hosted its 96th Annual Conference in

October 2025 at the Durban International Convention Centre,

marking yet another milestone in advancing the principles of

good governance, transparency and accountability within the

public sector.

HHeld under the theme “Reviewing the Fundamentals of Public

Finance in a Changing World”, the conference brought together

over 1 500 delegates across all spheres of government, state entities

and the private sector, creating a dynamic platform for professional

exchange, innovation and policy dialogue.

The conference was officially opened by the Premier of KwaZulu-

Natal, Honourable Thami Ntuli, who emphasised the importance

of effective financial governance in driving service delivery and

sustainable development. He highlighted the critical role of finance

professionals in rebuilding trust and strengthening institutions

amid global and local economic pressures.

CIGFARO presidential handover at the inauguration of the

newly elected CIGFARO President, Louise Muller.

Cllr Xaba, the Executive Mayor of eThekwini Municipality.

The KwaZulu-Natal MEC for Cooperative Governance and

Traditional Affairs (CoGTA), Rev Thulasizwe Buthelezi, echoed

these sentiments, urging municipalities to embrace accountability

mechanisms and leverage partnerships to enhance financial

management capacity. Adding a local government perspective, Cllr

Xaba, the Executive Mayor of eThekwini Municipality, welcomed

delegates to the city of Durban and reaffirmed eThekwini’s

commitment to supporting public sector excellence through

collaboration with professional bodies such as the Chartered Institute

of Government Finance, Audit and Risk Officers (CIGFARO).

One of the defining highlights of the 96th Annual Conference

was the launch of the Global Federation of Public Finance

Associations (GFPFA) – a historic milestone marking the formal

establishment of a global platform dedicated to strengthening

financial governance across borders. The launch featured a

Memorandum of Understanding (MoU) signing between the

GFPFA and the Government Finance Officers Association (GFOA),

symbolising a collective commitment to advancing excellence,

transparency and innovation in public finance worldwide.

Lunda Asmani, representing the GFOA, delivered an insightful

address on the “Role of Global Collaboration in Building Financial

Resilience”. His remarks underscored the need for shared learning

and the exchange of best practices to enhance the sustainability of

public finance systems globally. From the South African perspective,

CIGFARO president, Dr Emmanuel Ngcobo, and CIGFARO


CIGFARO remains dedicated

to shaping capable, ethical

and visionary leaders.

CEO, Nakisani Mathobo, both reaffirmed the Institute’s mission

to champion good governance and professionalise public finance

through education, advocacy and strategic partnerships.

International contributions from thought leaders such as Roland

Svensson of KEF Sweden and Asmani enriched the programme

with comparative insights into global trends in fiscal management,

audit reforms and risk governance.

The conference also featured dynamic sessions with highprofile

speakers like Arlene-Lynn Volmink, CEO of the Institute

of Internal Auditors South Africa (IIA SA), who emphasised the

synergies between assurance and accountability in the public sector.

Beyond its technical sessions, the conference provided an

opportunity for delegates to engage, network and share innovative

approaches to managing public funds in a rapidly evolving

landscape. Leadership expert, Linda Ntuli, energised the delegates

with a motivational address on “Resilience and Leadership in Times

of Change”, setting an inspiring tone for professionals navigating

complex governance environments.

Heartfelt gratitude goes to our Platinum Sponsor, Munsoft, for

their unwavering support and partnership. Munsoft’s continued

commitment to innovation in local government systems and digital

transformation reflects the forward-thinking spirit that drives

progress in the public sector. Through their sponsorship and active

participation, Munsoft played a vital role in enabling meaningful

engagement, knowledge-sharing and the seamless execution of

this landmark event.

The conference culminated in the Mayoral Welcoming Dinner,

an evening dedicated to celebrating excellence, innovation and

integrity in public financial management. Award recipients were

recognised for their outstanding contributions to good governance

and professional excellence within their respective institutions.

Another significant highlight of the 96th Annual Conference

was the inauguration of the newly elected CIGFARO president,

Louise Muller. Her appointment marks a new chapter of visionary

leadership for the Institute as it continues its mission of advancing

excellence, integrity and accountability within public finance. In

her acceptance address, Muller emphasised the importance of

unity, professional development and innovation in navigating the

evolving landscape of public sector finance. She also extended

Platinum sponsor, Munsoft’s stand.

heartfelt appreciation to outgoing President Dr Emmanuel

Ngcobo for his dedication and impactful leadership, which have

laid a strong foundation for CIGFARO’s continued growth and

global recognition.

In the same spirit of growth and renewal, CIGFARO proudly

launched the CIGFARO Youth Forum during the conference – an

initiative aimed at nurturing the next generation of finance and

governance professionals. The Youth Forum will serve as a dynamic

platform for young practitioners and students to engage, learn and

contribute to the evolving public finance landscape. Its establishment

underscores CIGFARO’s commitment to capacity building,

mentorship and the long-term sustainability of the profession.

Dr Emmanuel Ngcobo, in his outgoing speech, expressed

appreciation to all speakers, delegates and partners for their

invaluable contributions to the success of the conference. He

reaffirmed CIGFARO’s commitment to promoting professional

development and strengthening accountability within all spheres

of government. “The 96th Annual Conference has once again

proven that collaboration, locally and globally, is essential in

advancing excellence in public financial management,” said Dr

Ngcobo. “As we look to the future, CIGFARO remains dedicated

to shaping capable, ethical and visionary leaders who will drive

change across our public institutions.”

CIGFARO extends its gratitude to all attendees, sponsors

and exhibitors who played a part in making the 96th Annual

Conference a success. The Institute looks forward to building on this

momentum as it continues to drive conversations that strengthen

public finance and governance both in South Africa and abroad.

For post-conference highlights, photographs and presentation

downloads, visit www.cigfaro.co.za or follow CIGFARO on its

official social media channels. S

Service magazine | 7

S

CIGFARO

CIGFARO extends its

gratitude to all attendees,

sponsors and exhibitors

who played a part in

making the 96th Annual

Conference a success.

CIGFARO’s outgoing president, Dr Emmanuel Ngcobo.


Taking the mSCOA Reform to the

Next Level

CIGFARO hosts mSCOA workshop in partnership with National Treasury.

CIGFARO

S

TThe Chartered Institute of Government Finance, Audit and

Risk Officers (CIGFARO), in partnership with the National

Treasury, will host a three-day mSCOA workshop from 2-4

December 2025 at Emperors Palace, Gauteng. Under the

theme “Taking the mSCOA Reform to the Next Level”, the

workshop aims to strengthen municipal financial governance,

deepen compliance and enhance functional implementation

across the public sector. As municipalities continue to navigate

the evolving requirements of the Municipal Standard Chart

of Accounts (mSCOA), this workshop offers a dedicated

platform for financial practitioners, CFOs, municipal

managers, system vendors and audit professionals to gain

clarity, share insights and build uniformity in reporting

practices. The partnership with National Treasury ensures

that delegates receive the most current guidance aligned to

regulatory expectations and national priorities.

A strategic learning and alignment opportunity

The workshop will unpack key reform areas including:

• Strengthening the link between budgeting, transacting,

reporting and strategic planning

• Practical challenges affecting compliance and how

municipalities can address them

• System integration and data quality improvement

• Enhancing accountability, transparency and audit readiness

• Preparing for mSCOA changes and Treasury directives

Delegates will also engage directly with National Treasury

specialists, allowing for real-time guidance, interpretation of

reforms and case-study-based learning.

Professional growth through accredited learning

Participants attending all sessions will earn 15 CPD

points, supporting ongoing professional development and

strengthening the technical competency required for sound

municipal financial management.

A commitment to advancing public sector excellence

As the recognised professional body for government finance

officers, CIGFARO continues to play a critical role in

driving capacity building, improving financial governance

and supporting national reforms. This workshop reinforces

CIGFARO’s commitment to strengthening municipal

performance and accountability through high-impact

training and strategic partnerships.

Registration details

Registration is open and municipal officials across all provinces

are encouraged to secure their tickets. For more information,

contact the CIGFARO National Office at 011 394 0879 or

ceo@cigfaro.co.za.

DATE:

02-04

DEC

2025

SCAN TO REGiSTER

SCOA

WORKSHOP

REGISTRATION!

FOR FURTHER iNFORMATiON, PLEASE

CONTACT THE OFFiCE ON

011-394-0879 / CEO@CiGFARO.CO.ZA

FOLLOW US:

www.cigfaro.co.za

THEME:

TAKiNG THE MSCOA REFORM TO THE NEXT LEVEL

VENUE:

EMPERORS PALACE

GAUTENG

EARN

15 CPD

POiNTS


S

snippets

SERVE AND AND DELIVER

SALGA RESPONSE TO NERSA-ESKOM SETTLEMENT

The South African Local Government Association (SALGA) notes with deep

concern the recent settlement between the National Energy Regulator of South

Africa (NERSA) and Eskom, which will see consumers shoulder an additional R54-

billion in costs through higher electricity tariffs over the next three years. Under

the agreement, electricity tariffs will rise by:

• 3.4% in 2026/27, taking the total increase for that year to 8.76%.

• 2.63% in 2027/28, pushing the overall increase for that year to 8.83%.

South Africans are already grappling with soaring food inflation, rising fuel

prices and escalating living costs. These new electricity increases risk tipping

many households further into hardship and deepening the crisis of affordability.

For municipalities, the fiscal risks are severe. Electricity is not only a basic

service but also a key revenue stream that supports the cross-subsidisation

of other municipal services. Steeper tariffs often lead to reduced payment

compliance, illegal connections and heightened

community dissatisfaction undermining service delivery

and weakening municipal finances.

“These tariff hikes are not just numbers on a page, they

risk pushing households into deeper poverty, crippling

municipal finances and widening inequality,” said SALGA

president, Bheke Stofile.

While SALGA recognises the urgent financial challenges

Eskom faces, passing the cost of mismanagement,

historic inefficiencies and policy delays onto consumers cannot be the solution.

The Association asserts that this approach entrenches a cycle of unaffordability

and non-compliance. SALGA calls for:

• The sector to scrutinise further the settlement to ensure that consumers are

not used as the default financiers of Eskom’s debt burden.

• Urgent acceleration of electricity sector reforms, including the restructuring

of Eskom and the implementation of the Electricity Distribution Industry

Reform Roadmap.

• Government intervention to subsidise and cushion poor households and

vulnerable municipalities from further tariff shocks. A need to review the

Free Basic Electricity Policies.

• A sustainable, transparent cost-recovery framework that balances Eskom’s

financial needs with consumer affordability and municipal viability.

• Introducing cost-reflective tariffs in a way that shields vulnerable households.

SALGA’s position is clear: South Africans cannot continue to bail out systemic

inefficiencies through perpetual tariff hikes. The country requires bold

structural reform, not repeated tariff increases that deepen poverty, undermine

municipalities and place the economy at risk.

SALGA will intensify its engagement with NERSA, Eskom and government to

press for solutions that are fair, affordable and sustainable, and will continue to

defend the interests of municipalities and the communities they serve.

EMPOWERING MUNICIPALITIES

The opening day of the National Council of Provinces Local Government Week

delivered a clear call: municipalities must be supported before they fail, to

safeguard the sustainable delivery of basic services and in protection of

communities. Ministers and local government leaders alike warned that restoring

dignity in communities demands systematic support, fair resource allocation and

accountability from all sectors of society.

Government leaders cautioned that the practice of stepping in only once

municipalities are already failing is unsustainable. Municipalities, they argued, must

be treated as the first line of delivery, with support, skills and resources reaching

them early enough to sustain the delivery of services and prevent collapse.

“Too often, municipalities are only attended to once they are already in crisis.

That must change. Support, skills and resources must reach municipalities before

collapse, so that they can deliver reliably,” warned Deputy Minister Zolile Burns-

Ncamashe (CoGTA).

Water and sanitation were framed not as technical issues, but as matters

of dignity and equality requiring urgent and coordinated backing. “Water and

sanitation are not privileges; they are rights. Municipalities need technical and

financial backing to extend these services equally to both rural and urban

communities,” stressed Water and Sanitation Deputy Minister David Mahlobo.

Ministers underlined the importance of holistic planning, insisting that housing,

water and sanitation must be planned jointly by all spheres of government, not

in isolation. Human Settlements Minister Thembisile Simelane emphasised that,

“A house without water, sanitation and proper planning is not a dignified home.

Human settlements must be planned together with basic services, so families live

in communities that work, not in silos.”

By March 2025, unpaid consumer and business debt to municipalities had

ballooned to R416-billion, placing immense strain on service delivery.

“This mounting debt severely restricts the ability of local government to provide

services. Households, businesses, state-owned enterprises and government

departments must pay what they owe so municipalities can function,” cautioned

Bheke Stofile, SALGA president. Stofile went on to highlight that municipalities are

constitutional institutions at the heart of development and deserve systematic,

not sporadic, support. “Local government must be recognised as the foundation

of service delivery and development, with support flowing systematically, not

sporadically. Municipalities should also be seen as catalysts of transformation

driving local economies, creating jobs, and building dignity through basic services”.

TRAINING, RECRUITMENT AND BUSINESS SOLUTIONS SINCE 2015

A special thank you feature for Peuneo’s clients, team and all stakeholders.

Collaborations with businesses like yours make our work meaningful, and we’re excited to connect on more

projects in the future. To each and every one of you who has trusted us with your business, projects and

goals, thank you. It is customers like you who make our work so rewarding. The fact that you continue to

choose us is not something we take lightly and are excited to continue our journey together. Your trust has

been instrumental in our own evolution, and your valuable feedback has helped us innovate and improve

our services.

Your collaboration is a testament to what can be achieved when great minds come together.


snippets SS

SERVE AND DELIVER

GOVERNMENT VIGILANT AGAINST CYBER THREATS

Government, in partnership with stakeholders across law enforcement, civil

society and the private sector, hosted a webinar on Cybersecurity Awareness

and Responsible Use of Online Platforms as part of Cybersecurity Awareness

Month. The webinar brought together experts to empower South Africans with

knowledge and tools to protect themselves online.

Deputy director for cybersecurity operations at the Department of

Communications and Digital Technologies, Noma-Efese Mnqeta, highlighted

the role of the National Cybersecurity Hub, a Computer Security Incident

Response Team hosted by the department. The Hub works closely with the

South African Police Service on cybercrime investigations, the Internet Service

Providers’ Association on fraudulent website takedowns and the Government

Communication and Information System on public awareness. She warned

about the growing prevalence of tender and investment scams as well as online

shopping fraud, which continue to target unsuspecting citizens.

Brigadier Rapula Mosito, Section Head of Cybercrime Investigation at the

HAWKS, indicated that cybercrime is enforceable under the Cybercrimes Act 19 of

2020, while cybersecurity matters are guided by the forthcoming Cybersecurity

Bill. He identified phishing, ransomware, malware, identity theft, online child

exploitation and personal data theft as key threats.

Government calls on members of the public to remain vigilant, responsible

and digitally literate to ensure their safety in cyberspace. Cybersecurity is

a shared responsibility, and by working together, we can protect citizens,

especially vulnerable groups such as children and the elderly, from the evergrowing

threats in the digital space.

WHEN ROADS TURN TO RIVERS

As in many other parts of the world, the dangers of extreme weather are

becoming inevitably real. Headlines highlight the devastation by large-scale

floods, but a less obvious, more persistent threat is changing how we think

about road safety: localised flooding. These smaller, yet increasingly frequent

events pose underestimated risks to road users, infrastructure and the

insurance industry.

The South African Insurance Association’s (SAIA) Insurance Data System

reveals a concerning picture. Since 2020, non-life insurers have processed

at least 7 000 weather-related motor claims each year, with total payouts

exceeding R1.6-billion between 2020 and 2024. The peak was in 2021, with over

14 000 claims linked to extreme weather. This data shows the increasing financial

pressure on insurers and the rising vulnerability of South African motorists.

Unlike prolonged flooding, which develops over days or weeks, localised

flooding occurs rapidly – often referred to as “flash floods” – caused by sudden

downpours that overwhelm drainage systems or low-lying roads. The risks

increase within minutes.

Blocked and waterlogged roads cause traffic jams, secondary accidents and

obstruct emergency services. Infrastructure sustains long-term damage, with

weakened roadways and drainage systems proving risky even after the waters

recede. With climate change expected to intensify rainfall variability, resilience

is no longer optional; it is essential. SAIA promotes a collaborative approach that

involves government, business and communities. Priorities include:

• Upgrading infrastructure. Investment in flood-resilient road design and

sustainable urban planning.

• Harnessing technology. Using weather data, geolocation and traffic systems to

deliver real-time alerts to drivers.

• Educating the public. Campaigns that influence driver behaviour.

• Innovating in insurance. Products that incentivise risk reduction.

Localised flooding is not a marginal issue; it is a systemic road-safety challenge

with significant human and economic costs. For the insurance industry, the stakes

are clear: protecting policyholders, supporting resilience and enabling smarter

risk management. For communities, the imperative is even greater: saving lives

and safeguarding livelihoods.

The question is not whether

we can prevent every flood, but

whether we can create a system

resilient enough to withstand

them. With shared responsibility

and proactive investment, South

Africa can alter the course of

this increasing crisis.

UN CONVENTION AGAINST CYBERCRIME

Statement delivered by Minister of Justice and Constitutional Development, Mmamoloko Kubayi, at the signing ceremony of the United Nations Convention

against Cybercrime in Hanoi, Vietnam.

In an era defined by rapid digital transformation, the speed, scale and scope of

cybercrime have grown exponentially, threatening not only individual privacy and

national security, but also the integrity of global systems and institutions.

Cybercriminals exploit technological advances with increasing sophistication,

targeting critical infrastructure, financial systems and vulnerable populations.

Given the transnational nature of the threats, a globally coordinated response

is imperative.

The adoption of the United Nations Convention against Cybercrime marks a

pivotal and timely milestone in the international community’s efforts to confront

this evolving threat. As the first global treaty on cybercrime, it establishes a

comprehensive framework for international cooperation, mutual legal assistance,

harmonisation and capacity-building ensuring that all states are better equipped

to prevent, investigate and prosecute cyber offences.

No country can confront cybercrime alone. The exploitation of children online

demands our urgent and coordinated action. As international cooperation lies at

the heart of this Convention, we must work collectively and exchange timeous

information to prevent, detect and prosecute these crimes to ensure that victims

receive the justice they deserve.

States with more sophisticated capabilities are well positioned to contribute

to global efforts by supporting the requisite technical assistance and capacitybuilding

to developing countries in line with fostering a more inclusive response

to cybercrime.

As African countries accelerate digital transformation, they face increasing

cyber threats that threaten developmental gains. It is therefore imperative

that efforts to combat cybercrime be inclusive, responsive to diverse national

contexts and grounded in international cooperation.

S

snippets

SERVE AND DELIVER

BUILDING RESILIENT MUNICIPAL INFRASTRUCTURE

South African municipalities face a dilemma. As climate threats intensify,

insurance companies are retreating from high-risk zones. This is creating

a coverage crisis and forcing a revolution in how municipalities manage

infrastructure. And within this crisis lies an opportunity. According to the South

African Insurance Association (SAIA), the risk landscape for non-life insurers is

evolving, with industry data showing that weather-related claims have increased

significantly in recent years. While fire remains a major cause of loss in some

commercial sectors, improved prevention measures have helped to mitigate

certain fire risks. In response to these shifts, insurers and municipalities are

exploring ways to collaborate more closely, using insurance mechanisms not

only as post-disaster safety nets but also as levers to incentivise infrastructure

resilience and risk-reduction initiatives.

South African municipalities seem to face a simple infrastructure problem.

But dig deeper, and a more complex challenge emerges: many cities don’t know

what they own. The evidence is clear. A 2025 national study covering 1980-2023

shows a significant increase in hydrological and meteorological disasters. Yet, the

conventional wisdom that municipalities need more funding misses the point.

Municipalities with accurate asset registers and regular maintenance face lower

insurance premiums – even in high-risk zones. The problem isn’t just money; it’s

how cities manage what they have.

This reality is forcing a fundamental shift in municipal governance. Municipal

assets need to be physically verified, geotagged, valued and captured into a GISenabled

register integrating engineering, financial, legal and disaster-management

data. Annual re-valuations will ensure insurance coverage reflects true replacement

costs, with pre-loss documentation embedded into routine operations.

This modernised asset governance will support a multi-layered disaster-risk

financing strategy, combining fit-for-purpose insurance, contingency reserves

and access to concessional credit, guided by hazard-exposure mapping to

prioritise resilient infrastructure investment.

Centralising municipal risk management offers several advantages. Uniform

risk management standards mean municipalities can operate according to

consistent guidelines, promoting fairness and efficiency. This approach allows

government to exercise better oversight and control, ensuring cohesive risk

management across the country. To make insurance and risk mitigation more

affordable and achieve significant cost savings, municipalities should pool risks.

Centralisation improves coordination and facilitates a more effective response to

large-scale events, enhancing the resilience of municipal operations.

Implementing a centralised municipal insurance programme would require

overcoming several challenges. Legislative changes would need to be enacted

to enable such a system, involving cooperation and coordination among various

government levels. Significant resources would be necessary for effective

implementation and ongoing management. The National Treasury would drive

this initiative as the primary agency overseeing the development and operation

of a centralised risk management system for municipalities.

SUSTAINABLE DEVELOPMENT

The new White Paper on Local Government, highlighted as a national imperative by President Cyril Ramaphosa in his 2025 State of the Nation Address, was one

of the important topics on the agenda at the IMESA Conference.

Now in its 88th year, the Institute of Municipal Engineering of Southern Africa

(IMESA) Conference and Exhibition has grown to become one of the most important

events for the engineering profession. Amid failing infrastructure and growing

service delivery challenges in South Africa, this year’s gathering was a pivotal one,

IMESA says.

President Ramaphosa noted that many of the challenges in municipalities

arise from the design of our local government system. He committed to undertaking

extensive consultation to develop an updated White Paper on Local Government to

outline a modern and fit-for-purpose local government system.

“In South Africa, where rapid urbanisation, water scarcity and energy challenges

are pressing issues, sustainable engineering solutions are especially critical

to enhance resilience, reduce environmental impact and promote inclusive

development,” IMESA president Geoff Tooley states.

The event also included the biennial IMESA/CESA Excellence Awards. These

are presented by IMESA and Consulting Engineers South Africa (CESA) to

recognise outstanding achievements in municipal infrastructure.

TREASURY ON SA EXITING FATF GREYLIST

The Financial Action Task Force (FATF) announced that South Africa has exited the

FATF greylist, formally called the list of “Jurisdictions under Increased Monitoring”.

This follows the conclusion of meetings of the FATF Plenary that took place over

22-24 October 2025 in France.

Following the listing of South Africa on the FATF greylist in February 2023,

government has worked tirelessly to address all the deficiencies that were identified

by the FATF and which were reflected in the 22 Action Items in the action plan

agreed between South Africa and the FATF.

Over the past 32 months, South Africa has engaged with a team of reviewers

assigned by the FATF to assess progress against the action plan. This culminated

in an on-site visit at the end of July 2025, when the assessors came to the country

to confirm the sustainability of the reforms that had been reported to them. This

concluded with a meeting with Deputy Minister of Finance, Dr David Masondo,

and Deputy Minister of Justice and Constitutional Development, Andries Nel, who

assured the FATF of government’s political commitment to sustainably improve the

country’s Anti-Money Laundering and the Combating the Financing of Terrorism

(AML/CFT) system.

National Treasury congratulates all relevant government departments and

agencies on the success of their efforts and acknowledges their commitment

to ensuring that the country exits the FATF greylist. National Treasury also

acknowledges the support received from ESAAMLG, the private sector, including

regulated institutions as well as the technical assistance from the EU, UK, USA,

Switzerland and the World Bank.

While exiting the greylist is an important milestone and a demonstration of South

Africa’s commitment to rebuilding the rule of law, it is only start of a broader process

to strengthen key institutions, improve enforcement and governance processes and

ensure that such improvements are sustainable. Neither government agencies nor

regulated entities in the private sector can afford to become complacent and stop

improving. Instead, through public-private collaboration, they must continue to

strengthen the AML/CFT system.


info@gensize.co.za

S

government services

The beginning to

financial solutions

Gensize Consulting delivers sustainable financial solutions to local government by merging differentiated services

with cost leadership and dedicates its expertise to developing and refining models that enhance financial records

and strengthen audit outcomes. Service speaks to Zeus Maboho, director of Gensize Consulting.

Who is Gensize Consulting?

Gensize delivers sustainable financial solutions to local

government by combining differentiated services with cost

leadership. Our goal is to be the trusted partner clients turn

to first when facing financial challenges, whether in reporting,

operations, audits, compliance, or any other pressures

within the accounting industry. We dedicate our expertise to

developing and refining models that enhance financial records

and strengthen audit outcomes. In addition, we design, own

and provide advanced solutions including data management

systems, indigent management platforms and verification tools.

Please outline your offerings.

Gensize provides a comprehensive suite of services tailored to

the needs of local government:

• Indigent management systems

• Data verification

• Home Affairs check

• Deeds check

• Fraud check

• Know Your Customer (KYC)

• Debt collection

• Revenue enhancement

• Municipal Standard Chart of Accounts (mSCOA) services

• Training and professional development

• Municipal Finance Management Act (MFMA) support

• Municipal Property Rates Act (MPRA) services

• Generally Recognised Accounting Practice (GRAP)

compliance

• Broad local government-related services

What is Gensize Consulting’s core objective when working

with local government?

We play a pivotal role in delivering sustainable financial

solutions that enhance revenue generation and ensure its

timely collection. We provide state‐of‐the‐art training to local

government officials, supporting their continued professional

development and growth. By automating routine tasks, we

drive greater efficiency and effectiveness in local government

operations.

How does Gensize leverage data analytics or digital tools

to support government decision-making?

We streamline redundant processes to enhance efficiency

within local government. We also deliver systems that manage

and verify data, ensuring improved accuracy and quality across

all operations.

Gensize delivers sustainable

financial solutions to

local government.

How do you ensure that technology solutions are inclusive

and accessible across diverse communities?

We design our tools around user standards inspired by social

media and banking interfaces, ensuring they feel intuitive and

familiar to broad communities.

How does Gensize help government clients improve

transparency and public trust?

Our verification system is built with transparency at its

foundation, ensuring that all reported data is cross‐checked

and validated against relevant sources.

What are the biggest challenges you see in public sector

digital transformation, and how do you help clients

overcome them?

The biggest challenges often lie in managing change effectively,

addressing oversight concerns and balancing governance with

actual delivery. In many cases, organisations place too much

emphasis on governance structures while losing focus on

execution. Another significant hurdle is the generational gap

between senior leaders and younger professionals entering the

sector, which can create disconnects in vision and approach.

We help clients overcome these challenges by guiding them

through structured change management, strengthening

oversight mechanisms, ensuring delivery remains a priority

and fostering collaboration across generations to build

inclusive, future‐ready teams. S


government services

S

Who we are

Our mission is to be the trusted partner that clients turn to first

when facing financial challenges – whether in reporting, operations,

audits, compliance or any other pressures within the accounting

industry. We dedicate our expertise to developing and refining

models that enhance financial records and strengthen audit

outcomes. Beyond advisory services, we design, own and provide

advanced solutions including data management systems, indigent

management platforms and verification tools.

VISION

To be pioneers of sustainable financial solutions globally.

VALUES

• Integrity

• Honesty

• Diversity

• Professional service

• Commitment

• Leadership

• Quality

Navigating digital transformation challenges

Public sector digital transformation faces several challenges:

managing change effectively, addressing oversight concerns,

balancing governance with delivery and bridging the generational

gap between senior leaders and younger professionals. Gensize

helps clients overcome these hurdles through structured change

management, strengthened oversight mechanisms, a focus on

delivery and fostering collaboration across generations. This

approach ensures inclusive, future‐ready teams capable of driving

meaningful transformation. S

website: www.gensize.co.za

email: info@gensize.co.za

Transparency is at the

heart of our solutions.

Our core objective

Gensize plays a pivotal role in delivering sustainable financial

solutions that enhance revenue generation and ensure its timely

collection. We provide state‐of‐the‐art training to local government

officials, supporting their continued professional development and

growth. By automating redundant processes, we help municipalities

achieve greater efficiency and effectiveness in their operations.

Leveraging data and digital tools

We harness data analytics and digital systems to streamline

redundant processes, improve efficiency and strengthen decisionmaking.

Our solutions manage and verify data to ensure accuracy,

reliability and quality across all local government operations.

Inclusive and accessible technology

Gensize designs its tools around user standards inspired by social

media and banking interfaces. This ensures that our platforms are

intuitive, familiar and accessible to diverse communities, enabling

widespread adoption and ease of use.

Zeus Maboho, Director, Gensize Consulting

Transparency and public trust

Transparency is at the heart of our solutions. Our verification system

ensures that all reported data is cross‐checked and validated against

relevant sources, building confidence in financial reporting and

reinforcing public trust in government institutions.


S

government services

The power of data

LK Centrix Solutions is a 100% black female-owned company formed in 2010, specialising in revenue enhancement strategies,

indigent management and supply chain management services. Service speaks to Lindy Mbatha, CEO of LK Centrix.

P

Please share your career path and focus.

I started my career in the financial services industry after earning

a bachelor’s degree in business administration and a postgraduate

diploma in risk management. I later moved into a leadership role

as CEO of a credit bureau, where I gained a deep appreciation for

the power of data. That experience sparked the idea to create LK

Centrix, a company dedicated to helping municipalities and other

government departments manage and protect public-sector revenue.

For over a decade, I led teams focused on data analytics,

cleansing, indigent management and transforming complex

municipal data into actionable insights. My mission at LK Centrix

is straightforward: make data reliable and impactful, build local

capacities that outlast individual projects, and ensure every effort

ties directly to measurable improvements in revenue management.

What makes LK Centrix Solutions unique?

LK Centrix puts the community first and focuses on real results. We

don’t just hand over tools, we partner closely with our clients to drive

meaningful change. Our work includes building accurate indigent

registers, sharpening collection strategies and setting up audit-ready

processes. We also create jobs by involving local people in outreach

efforts like door-to-door surveys. Our approach is data-agnostic,

combining multiple sources and always securing consent to ensure

top-notch data quality. POPIA compliance is baked into everything

we do, with solid legal foundations and full audit trails. Most

importantly, we price our services based on the value they deliver,

not just the effort involved.

What services do you offer?

We provide end-to-end revenue management and protection

solutions, including:

Data cleansing and enrichment. Standardising addresses,

removing duplicates, marking deceased accounts, fixing

inconsistencies and analysing large datasets to guide strategy.

Indigent management. Aligning with policies, verifying eligibility,

collecting data through door-to-door and app-based channels,

managing recertifications and enabling indigents to self-manage

their status.

Revenue enhancement and collections. Profiling debtors,

tracing individuals and next of kin, optimising contact sequences

and designing targeted worklists.

Analytics and insights. Cross-referencing datasets such as

comparing the valuation roll with billing data, which offers detailed

analysis and recommendations.

Procurement support. Providing conflict-of-interest reporting

and PriceLens, our solution for benchmarking prices and industry

spending insights.

Why is effective data management so important for government?

What benefits does it bring?

Good data management underpins fair billing, sound governance

and compliance with Auditor General standards. For municipalities,

it delivers on three key fronts: boosting revenue by correcting

addresses, enhancing contactability and linking accounts to reduce

leakage and speed payments; improving equity by ensuring indigent

benefits reach the right households and cutting down on fraud and

duplicates; and building trust through fewer disputes, quicker audits

and transparent POPIA-compliant processes.

LK Centrix puts the community first

and focuses on real results.

Beyond that, solid data helps leaders plan better, spotting backlogs,

payment trends and service gaps with clarity. One big hurdle is data

silos. Many government departments keep information separated,

which blocks a unified view. Over 80% reportedly face this issue.

Breaking down these silos leads directly to better outcomes.

What are the must-haves when designing an indigent

management system?

An effective indigent management system should accurately identify

eligible households, automate benefit distribution and integrate

with other municipal systems while ensuring robust security and

legal compliance. Key features for a successful system include:

Core components

• A digital indigent register for a central database.

• Efficient application and document management.

• Household and family member linkage.

Automation and verification

• Automated eligibility assessment.

• Verification of income, employment, identity and property.

• Automatic allocation of subsidies.

Integration and service delivery

• Seamless connection with various municipal services.

• Tracking and monitoring of assistance delivery.

Management and reporting

• Tools to guide write-off decisions.

• Strong reporting and compliance features, including automated

reports and audit trails.

User experience and accessibility

• User-friendly portals for both citizens and staff.

• Mobile access for on-the-go management.

• GIS mapping tools to identify and analyse

indigent hotspots. S

Lindy Mbatha, CEO of LK Centrix.


government services

S

Where data meets

revenue excellence

LK Centrix Solutions, a proudly South African business committed

to sustainable transformation, is a trusted leader in providing

comprehensive bespoke revenue management solutions to

municipalities and large organisations across South Africa.

The company’s core business is centred around delivering

innovative, technology-driven services that enhance revenue

collection, streamline operations and ensure financial sustainability.

We use the most advanced technology and software systems for data

processing, indigent management services, fraud detection and

solution provisioning. To ensure that we access the latest consumer

data, we have partnered with the leading credit bureaus, data

information providers and technology partners in South Africa.

Our specialised revenue management solutions bouquet includes:

• Indigent management. Solutions to help identify, verify and

ensure qualifying low-income households receive subsidised or

free basic services to maintain fairness and social equity. This is

an end-to-end solution.

• Debt management. We assist in recovering overdue amounts from

customers who have fallen behind using structured interventions

like payment arrangements and potential enforcement actions to

ensure financial stability.

• Supplier vetting. Our process is designed to identify risks,

inconsistencies and compliance issues in real time, using

advanced supplier verification methods. This process will ensure

that the procurement chain remains reliable, transparent and

compliant throughout the year.

• Data management. Data cleansing, integration and analytics

which can turn raw information into actionable insights.

• Credit control and payment. Assisting in preventing rising debt

through hands-on measures, ie setting clear payment terms,

monitoring accounts, taking proactive steps like reminders and

cut-offs to prevent accounts becoming overdue as well as enabling

payments through technology and alternate ways.

• Customer care solutions. Providing responsive and helpful

support to customers, addressing queries, resolving disputes and

building trust in the municipality’s services. Solutions contain

user-friendly interfaces, self-service portals and apps.

LKC Smart Citizen aims to empower municipalities with

actionable data and intelligent solutions that enhance urban

management. We strive to bridge the gap between citizens and public

services, creating efficient, smart cities that prioritise sustainability,

safety and quality of life.

We strive to bridge the

gap between citizens

and public services.

• Ghost employee management. Ensuring the accurate verification

of employees. Our process is designed to identify inconsistencies

and discrepancies in real time, using advanced identity

verification methods. This process will ensure that the payroll

remains clean and accurate throughout the year.

• Water meter management. Reliable meter reading, maintenance

and data updates – supporting fair billing and reduced nonrevenue

water losses.

• Receipt management solutions. Enabling municipalities for

secure payment processing and real-time updates to maintain

accurate financial records thus improving liquidity and reducing

audit risks.

LKC PriceLens is a smart, scalable product that sources real-time

commodity prices, analyses trends and delivers actionable insights

through seamless PowerBI integration, helping businesses make

better pricing decisions.

This comprehensive portfolio positions LK Centrix as a single,

trusted partner for municipalities across the entire revenue

management value chain. S

KEY CREDENTIALS

• 15+ years combined leadership experience

• Expertise in indigent verification and management

• Compliant with POPIA and data security standards

• Proven track record in successful municipal deployments


S

mining

SA’s minerals strategy to revive

carbon-intensive mining economy

South Africa’s recently released Critical Minerals and Metals Strategy continues to prop up carbon-intensive activities,

while giving a nod to greener minerals as future endeavours.

By Olivia Rumble and Leezola Zongwe

FFollowing successive pronouncements by South African Mineral

and Petroleum Resources Minister Gwede Mantashe on the need

to leverage the country’s critical minerals, the ministry published

its national Critical Minerals and Metals Strategy. Mantashe has

been vocal in criticising developed countries for defining “critical

minerals” to serve their own interests, and in February 2025,

threatened to withhold access to these minerals from the US if it

limited funding.

At the time, he called on African countries to embrace their

strategic mineral advantage and take charge of growing demand.

The South African critical minerals strategy seeks to do just that,

by charting a roadmap that leverages these resources to the nation’s

benefit, while simultaneously driving growth, job creation and

industrial development. Its stated intention is to focus on the entire

value chain, with a view to growing the country’s existing industrial

base while improving value addition.

The draft is sensitive to geopolitical tensions and trade restrictions

and positions itself in that context, identifying the need to anchor

the country as a supplier of critical minerals globally in the context of

growing demand for certain minerals. Like many African countries,

South Africa’s value chains are primarily upstream, with a focus on

extraction and export and little beneficiation and value addition.

Like its neighbours, for example, Zimbabwe and Namibia, the

country wants to take steps to localise beneficiation and processing.

Carbon-intensive processing

However, the strategy is less focused on leveraging minerals for the

low-carbon transition and related green technologies, unlike the

recently finalised African Union Green Mineral Strategy. Instead,

it continues to prop up existing carbon-intensive processing and

manufacturing activities, while giving a nod to the need to pursue

greener minerals and green hydrogen as future endeavours.

Noting the difference between a “green mineral” and “critical

mineral” strategy, the one published by the ministry is very

much the latter. This follows a unilateral view of what counts as a

“critical mineral”, which Mantashe has previously stressed should

be something that a country decides for itself. In the words of the

strategy, critical minerals are those which are “critical for South

Africa”. This is seen to include “minerals that are strategically

important for economic growth, industrial development, job

creation and national security”, measured through economic

potential, supply risks and risk of supply disruptions.

In the strategy, this translates into a list of 21 minerals and

metals (some of which are not strictly speaking either), which

fall on a continuum of “highly” critical to “moderately” critical

to the country. Sitting in the highly critical list are coal and iron

ore, both extremely carbon-intensive input materials, grouped

with minerals and metals well known for their green transition

Article courtesy of Daily Maverick


value, such as chrome and platinum. Lower on the list are gold,

copper and aluminium, coupled with rare earth metals, cobalt and

uranium. This classification clearly illustrates that although there

are differing interpretations of what a “critical mineral” is, the

South African approach is by no means linked to forward-looking

technologies or a low-carbon transition.

South Africa will first need to

ensure it gets the basics right.

Coal

Instead, it presents as a lengthy shopping list of measures across

a broad spectrum of mined resources to revive South Africa’s

existing minerals economy, including sectors that have fared

poorly in recent times, such as gold. South Africa is not alone in

designating coal a critical “mineral”. US President Donald Trump

earlier in 2025 issued the “Reinvigorating America’s Beautiful

Clean Coal Industry” executive order. This designation of coal

is contrary to the forward-looking and globally driven critical

minerals environment, which the strategy itself acknowledges is

primarily driven by the renewable energy transition, geopolitical

dynamics, technological advancements and international trade

policies and standards. The latter would include the EU’s Carbon

Border Adjustment Mechanism (CBAM) that penalises carbonintensive

goods and services.

The strategy also seeks to position the country as a regional hub

for critical minerals processing and beneficiation, as well as battery

manufacturing, and underscores the importance of working with

other countries in the region.

Regional coordination

However, notwithstanding comments around the difficulties of

nationalism and unilateral action, it does not meaningfully address

how South Africa intends to work with its neighbouring partners

to jointly benefit from their respective strategic advantages

and what role these other countries might play. This is something

the African Continental Free Trade Area (AfCTA) could play

a role in facilitating and supplementing, as it provides for the

progressive elimination of tariffs on mining-related goods and

services between members.

The strategy then pans to other sectors such as hydrogen and

fuel-cell manufacturing, revitalising the ferro-alloys sector through

various incentives and stimulus measures, trade measures to

support the local steel industry, a handful of measures to stimulate

electric vehicle manufacturing and steps to develop a downstream

industry for titanium.

The measures are detailed and considered and build on or echo

previous initiatives that have sought to revitalise these aspects of

the economy. For example, the focus on batteries and fuel cells to

support new energy vehicles (e-mobility) in the Just Energy Transition

Implementation Plan and Electric Vehicle White Paper.

The basics

To work, however, South Africa will first need to ensure it gets the

basics right. Minerals and metals have little value if they can’t get

to the ports or national processing facilities, if there is no power

to process or utilise them or if the ports are non-functional or

congested. This has been a challenge over the past decade that has

brought the South African mining sector to its knees.

The strategy acknowledges this but offers little more than

reiterating the need to deepen existing efforts (Operation

Vulindlela) to support port, energy and rail infrastructure and to

create special zones, support initiatives, infrastructure finance

and energy conservation measures.

The strategy is laudable for the many measures and interventions

it seeks to introduce or build on to further grow the sector but given

the breadth of its scope and the legacy challenges that beset the

industry, it will need a comprehensive implementation plan with

sufficient financial backing and political will to get it off the ground.

This may be the hardest part of all.

Similarly, if it is to overcome the nationalistic trade tendencies

and geopolitical tensions to become the regional hub it promotes,

it will need to develop a much clearer strategy with neighbouring

countries so that each can profit from their relative advantages. S

* Olivia Rumble is a consultant to Enzi Ijayo Africa Initiative and a director

at Climate Legal. Leezola Zongwe is a researcher at Enzi Ijayo, specialising

in critical minerals and energy policy.


S

auditors

The future of auditing: disruption,

dynamism and digital dedication

Formed through the merger of SM Xulu Inc,

Kopax Chartered Accountants and KnM Auditors,

Khumalo Xaba Xulu Auditors (KXX) disrupted the

auditing and assurance markets with its combined

expertise, diverse capabilities and a shared

dedication to excellence. Since its inception, the firm

has rapidly gained the trust of both the public and

private sectors, expanding operations across South

Africa with offices in Johannesburg (head office),

Cape Town, Durban, East London and Rustenburg.

KXX stands for professional integrity at the

intersection of tradition and innovation. Combining

its auditing expertise and advanced digital

know-how, we navigate the evolving complexities of

Africa’s economy. At KXX Auditors, we understand

that trusted auditors drive confident decisions. S

Our objective is to deliver quality and independent audits that build trust and

drive sustainable growth for our clients and communities nationwide.

We provide external audits in the private and public sectors. Our clients

are spread across the financial services, property industry, engineering and

manufacturing sectors. We empower businesses to promote transformation and

inclusivity across Africa.

At KXX Auditors, we know that

trusted numbers drive confident decisions.

Sandile Xulu, Partner and

Group CEO of KXX Auditors.

Khumalo Xaba Xulu (KXX) Auditors is a medium-tier 100% black-owned and

managed auditing firm with a level 1 BBBEE QSE status. We are shaping the

trajectory of the auditing and assurance by combining conventional auditing

rigour with digital innovation and leadership excellence to provide transparent,

high-quality financial solutions.

Our goals include establishing a presence in all South African provinces,

strengthening brand recognition across the private and public sectors and

expanding into new industries such as mining and energy. Our ultimate

ambition is to become one of the country’s top six auditing firms. We are

actively pursuing further growth and are extending our reach by securing

listed companies and entering international markets with a core focus on the

SADC region.

KXX is dedicated to cultivating a culture of ongoing improvement,

development and adaptability, ensuring that our audits consistently uphold

the highest standards of efficacy. Our talented team of 130 professionals

(including 40 trainee accountants) delivers bespoke services to corporate,

business and government clients. Our broad range of offerings is seamlessly

blended to help clients address complex challenges, comply with regulatory

requirements and achieve sustainable value.

CEO, Sandile Xulu CA(SA), RA, says, “At KXX Auditors, we know that trusted

numbers drive confident decisions. We bring clarity and a new energy to the

market, positioning our clients to thrive in their respective fields.”

KXX Auditors Inc: dotting

the Is and crossing the Ts

Sandile Xulu, Partner and Group CEO of KXX Auditors, brings 25 years of comprehensive experience in

financial reporting, auditing for both listed and unlisted entities as well as conducting forensic investigations

across the private and public sectors.

auditors

S

Please share your career trajectory.

In 2010, I founded SM Xulu which was trading using SM Xulu

Inc, SM Xulu Consulting (Pty) Ltd and SM Xulu Advisory

Services (Pty) Ltd. SM Xulu Inc, an assurance firm, recently

merged with two other firms to form KXX Group Inc. I serve as

the CEO for KXX Auditors. The firms offer primarily assurance

services to our clients (listed, non-listed and cross-border

companies) across the private and public sectors. I have served

on boards or as a member/chair of audit and risk committees for

various entities/companies.

What are KXX’s service offerings?

Our private sector audits involve:

• Financial statement audit. We review financial statements to

ensure they reflect the company’s performance in terms of

IFRS and/or IFRS for SME.

• Internal controls. We assess the effectiveness of a company’s

internal controls (procedures that ensure financial reporting

accuracy, safeguard assets and prevent fraud).

• Compliance. We audit compliance of relevant laws,

regulations and industry standards.

• Risk management. We assess companies’ financial and

operational risks, including their risk management strategies.

• Independent review engagements.

• Government and public sector audits.

What are the fundamental elements of an effective public

sector audit?

• Assessing compliance with the Public Finance Management

Act (PFMA), Municipal Finance Management Act (MFMA)

and Treasury Regulations.

• Verifying financial statements for accuracy.

• Identifying gaps in compliance and performance controls.

• Assessing the predetermined objectives for usefulness and

reliability.

• Detecting root causes of recurring issues, such as insufficiently

trained staff, inadequate IT systems or weak leadership.

• Determining whether resources were used economically,

efficiently and effectively to achieve intended service delivery

goals (water provision, education, healthcare).

Which public sector governance principles are paramount?

First and foremost are accountability and transparency. All

conduct must adhere to legislation (PFMA, MFMA, Preferential

Procurement Policy Framework Act, etc). A key audit objective is

to test this compliance. Upholding the highest ethical standards

as outlined in the Public Service Code of Conduct is nonnegotiable.

Audits often uncover issues related to conflicts of

interest, as well as fraud and corruption, making this a critical

focus area. Effective, efficient and economic use of resources.

Accounting officers, authorities and audit committees must

provide proactive leadership and robust oversight including

consequence management. A common audit finding is the failure of these governance

structures to prevent or detect irregularities.

Public institutions must have effective systems that identify, assess and manage

strategic risk (financial, operational and reputational).

KXX Auditors offers industry-specific solutions. What are your focus points for

the mining and energy sectors?

FOCUS AREA

Royalty and revenue

assurance (mining)

Environmental rehabilitation

and provisioning

Licensing and

regulatory compliance

Major capital

project management

Procurement and supply

chain management

Asset management

and maintenance

AUDIT OBJECTIVE AND KEY PROCEDURES

Objective

Ensure accurate calculation and complete payment

of Mineral and Petroleum Resources royalty to the

National Revenue Fund.

Key procedures

• Verify that sales revenue is accurately recorded.

• Audit deductions claimed for beneficiation and other

allowable expenses.

• Reconcile royalty declarations of payments made to

South African Revenue Service.

Objective

Assess management and financial provisioning for

future environmental rehabilitation costs (mine closure).

Key procedures

• Evaluate data used to calculate provision for

rehabilitation.

• Ensure that funds are allocated in compliance with

regulatory requirements.

• Assess the financial soundness of mechanisms

holding the funds (eg trusts).

Objective

Evaluate adherence to critical operating licence

requirements.

Key procedures

• Confirm validity of mining rights, water-use licences

and environmental authorisations.

• Evaluate operations for licence compliance.

• Check if reports to regulators are accurate and

on time.

Objective

Audit the efficiency and effectiveness of mega projects

(new power plants, infrastructure).

Key procedures

• Track project budgets vs actual expenditure to

identify cost overruns.

• Analyse project timelines.

• Review procurement and contract management.

Objective

Prevent procurement fraud and non-compliance.

Key procedures

• Check tender compliance.

• Review BBBEE claims for fronting.

• Analyse contracts for unfair changes.

Objective

Assess the reliability of the asset register and

the performance of maintenance programmes for

critical infrastructure.

Key procedures

• Physically verify major assets.

• Analyse planned vs actual maintenance schedules

and spending.

• Correlate the maintenance backlogs and operational

performance outcomes.

WHY IT MATTERS

FOR PUBLIC

ACCOUNTABILITY

This is a major source

of national income.

Under-declaration

directly impacts the

fiscus and reduces

funding available for

public services.

To mitigate future

environmental

liabilities for the

state and taxpayers.

Addressing the

enduring impacts

of abandoned

“zombie mines”.

Non-compliance

leads to operational

shutdowns,

environmental

damage and financial

penalties, harming

the economy and

public trust.

Ensure cost-effective

delivery of critical

energy infrastructure.

Ensure genuine

achievement of

BBBEE objectives.

Poor asset

management

causes operational

failures. Asset

mismanagement

leads to public harm.

Inadequate asset

oversight results in

service disruptions.


S

urban development

A call for fiscal freedom

Africa is urbanising at a breathtaking pace, a transformation that holds the promise of unprecedented economic growth,

innovation and improved living standards. Yet, this promise has a critical flaw: our cities are financially hamstrung.

By Alex Mabunda, Group CEO, Ntiyiso Consulting Group

The diagnosis, as confirmed by extensive research from institutions

such as the African Centre for Cities and the University of Pretoria,

is clear and alarming. African cities are economically powerful,

often contributing more than half of their countries’ national GDP,

but administratively impoverished. They have the Herculean task of

providing housing, transportation, water, sanitation and resilience

against climate change for the world’s fastest-growing population:

urban dwellers. However, they are forced to do so with one hand

tied behind their back, reliant on insufficient and unpredictable

transfers from national treasuries that are too slow and inflexible

to meet local needs.

This model of fiscal dependency is a recipe for perpetual crisis

management. It is the root cause of the infrastructure deficits we

see daily: the paralysing congestion, the under-served settlements

and the struggling public services. For businesses, this translates

into higher operational costs, logistical nightmares and a

constrained consumer base. For citizens, it means a daily struggle

against a system that cannot keep up with their needs.

This is not a failure of our city leaders’ ambitions; it is a failure

of the system in which they are forced to operate.

The solution is not more centralised control, but intelligent

empowerment. It is time to champion a new compact for African

urbanisation, built on the cornerstone of fiscal autonomy. This is not

a radical idea; it is a pragmatic and necessary evolution. It means

equipping our cities with the financial tools and responsibilities

that match their economic importance.

This empowerment rests on three fundamental pillars, each

underscored by robust research:

Diversifying the revenue toolkit. A city’s financial base cannot

rest on property rates and central transfers alone. As explored in

depth by the African Cities Research Consortium, cities must be

granted the legal authority to leverage innovative, location-based

financing mechanisms. Value-capture financing is a prime example.

When public investments like a new transit line or a reclaimed

public space dramatically increase surrounding land and property

values, the city should be able to recapture a portion of that uplift


urban development

S

to fund the infrastructure that created it. This creates a virtuous

cycle, aligning public investment with private gain and generating

revenue for further development.

Accessing capital markets for strategic investment. No business

would finance a long-term asset from its annual operating budget.

Prudent borrowing is essential for large-scale infrastructure.

As noted by experts at the University of Pretoria, creditworthy

cities must be empowered to access capital markets, for instance

through municipal bonds, to fund major projects. This spreads

the cost over the lifetime of the asset and its beneficiaries.

Crucially, it also instils a new discipline: to borrow affordably,

a city must demonstrate transparent governance and sound

financial management, thereby creating a powerful incentive for

accountability and professionalism.

Our national governments have

a key role to play as enablers.

Building unbreakable links between autonomy and expertise.

This is the most critical pillar. Fiscal tools are useless without the

skilled hands to wield them. As argued compellingly in Africa

Sustainability Matters, “fiscal autonomy and financial expertise must

go hand-in-hand”. Granting new powers without a concurrent

investment in capacity is a pathway to risk. This requires a

dedicated effort to professionalise municipal finance and cultivate

a cadre of urban financiers, project managers and economists

within city administrations. This is not a short-term training

exercise but a long-term commitment to embedding sophisticated

skills in revenue management, public-private partnerships and

long-term financial planning. The private sector, including firms

that specialise in this domain, has a role to play as partners in

this capacity-building mission, helping to insource these critical

competencies for the long term.

Sceptics will rightly point to concerns about governance and

corruption. These concerns are valid, but they are an argument for

robust, transparent systems and oversight, not for maintaining the

status quo of disempowerment. The answer to mismanagement is

not less responsibility; it is more accountability, enabled by digital

systems, independent audits and strong civic oversight. The

current system has not eliminated these risks; it has often merely

obscured them within complex intergovernmental frameworks.

The benefits of this shift are profound. Fiscally empowered

cities can plan for the long term, attract private investment with

credibility and respond with agility to local priorities. They can

finally begin to translate their immense economic potential into

tangible, life-improving services for their residents.

The call for fiscal freedom is more than an economic argument;

it is a call to unleash the latent potential of Africa’s urban future. It

is about trusting the ingenuity and commitment of our local leaders

with the tools they need to succeed. Our national governments


S

urban development

have a key role to play as enablers, creating

the legislative and policy environment for this

empowerment to flourish.

Creditworthy cities must

be empowered to access

capital markets.

The future of our continent is being

shaped in our cities. By unshackling them

from financial dependency, we are not just

building better cities, we are building a more

prosperous, resilient and equitable Africa for

all. The time for this decisive shift is now. S

IFrom dialogue to action

National Urban Forum 2025 charts a roadmap to solving SA’s urban crisis.

In August 2025 the National Urban Forum (NUF) convened under the theme

“Advancing spatial transformation for inclusive, safe, resilient cities that promote

sustainable integrated and habitable human settlements”. It marked a turning point in

South Africa’s urban development journey as stakeholders came together to co-create

actionable solutions to the nation’s most pressing urban challenges.

The NUF, assembled by the South African Local Government Association (SALGA)

in partnership with the United Nations Human Settlement Programme (UN Habitat),

the Department of Cooperative Governance, the South African Cities Network, the

Department of Land Reform and Rural Development and the Department of Human

Settlements ignited national dialogue on urban development, spatial justice and

inclusive governance.

People-centric urban policy

Mayor of eThekwini, Cyril Xaba, set a powerful tone in his opening remarks, calling for

bold, unified action across all three spheres of government and sectors to reshape South

Africa’s urban future. He championed a people-centric approach to urban policy – one

that transforms cities into drivers of opportunity, dignity and resilience.

“We are acutely aware that municipalities cannot achieve these objectives alone.

Therefore, a coordinated planning that fosters collaboration among government

departments, the private sector and civil society is crucial.”

Xolani Sotashe, chairperson of SALGA’s National Working Group on Human

Settlements and the Urban Agenda, highlighted the silver lining in South Africa’s rapid

urbanisation. If “managed correctly”, he said, this trend could unlock transformative

opportunities that will shape more efficient and truly liveable urban spaces.

“The world population is becoming increasingly urbanised. South Africa is the most

urbanised country in Africa with 68% of people currently living in cities and towns and

it is expected to rise to 80% by 2050. While this has presented huge challenges up to

now, if managed well, this trend presents opportunities for smart city development and

green building that advance construction solutions.”

SALGA president, Bheke Stofile, revealed that the organisation is actively crafting its

contributions to South Africa’s ongoing White Paper review on local government. He

highlighted that as we reimagine what local government should look like in future, we

must reimagine what a new local government system should look like in our cities and

towns to meet today’s complex socio-economic realities.

“We must tackle housing and informal settlement upgrading with urgency. Second,

we must prioritise integrated transport and mobility. Third, municipalities must drive

local economic development and innovation. Fourth, climate change demands that our

cities become resilient and sustainable and invest in renewable energy. Fifth, we must

integrate urban food systems into planning. And finally, we must harness financial

institutions for revenue sustainability.”

Actionable solutions

KwaZulu-Natal premier, Thami Ntuli, echoed Stofile’s sentiments, saying, “Cities are not

just engines of growth but spaces of belonging. That we do not inherit the apartheid city

but remake them into one that reflects the values of democracy, of justice, of Ubuntu.”

Integrated Urban Development Framework

Minister of Cooperative Governance and Traditional Affairs, Velenkosini Hlabisa,

described the upcoming review of the Integrated Urban Development Framework

(IUDF) as a timely opportunity to harness the collective insights of the NUF to shape

recommendations. “Let us be clear: the success of the IUDF is not the responsibility of

one department. It is a collective mandate, shared across all spheres of government and

sectors of society,” he said. S


Accredited training, skills

development and consulting

skills development

Peuneo offers complete solutions that are specific to your industry and focused on your organisational processes and challenges.

S

PPeuneo is a Level 1 BEE company which provides multisector skills

development and training, project management, publishing and

supply. Our training is QCTO/SETA-accredited across different fields

and sectors.

Our solutions are not just about technical skills transfer; they

are about providing an experience that ignites sustainable change,

growth and success. From construction, mining and corporate to

environmental careers, Peuneo is equipped to elevate your skills.

Peuneo has a management team with expertise in running

organisations in various sectors and spearheading transformational

programmes and projects provincially and nationally. We understand

the government’s needs and have the right complete solutions for

each area of capacitation required.

Our services

Training. Under the standards set by the South African Qualifications

Authority (SAQA) and the Sector Education and Training Authorities

(QCTO/SETAs), we have designed all our courses to be fully aligned

with outcomes-based principles.

Recruitment. As a proud member of APSO, our goal is to help you

secure the right talent to drive your business forward while ensuring

a seamless hiring process. We align our recruitment strategies with

industry best practices and South African employment regulations.

Sectors. Since 2015 when we opened our doors, we have become

active, and are growing, in many sectors that include: power

generation, SETAs/education, mining, health, including optometry,

service, manufacturing and engineering, ICT, construction and

online training.

Solutions. Peuneo offers a suite of smart-business tools designed to

streamline growth and operations. From client management to

impactful communication, skills development and seamless learning

delivery, we help businesses scale efficiently. Peuneo offers a powerful

suite of integrated business solutions designed to help organisations

streamline communication, enhance customer engagement and

drive growth through smart technology. From bulk email campaigns

with PeuMail, to customer relationship management via PeuCRM,

workforce upskilling through PeuSkills and scalable digital learning

with PeuLMS, Peuneo provides the tools businesses need to thrive in a

fast-changing world.

Awards

• Gold Category International Award in Excellence and Quality

(IAEQ) at Business Initiative Directions

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Our philosophy

The confidence to do something comes from the knowledge that

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What makes us different?

Peuneo provides holistic solutions that are specific to your industry’s

goals, with the focus on your specific processes and challenges. Our

solutions not only provide a theoretical, practical and technical skills

transfer but provide experiences and partnerships that ignite

sustainable change, growth and development.

Our clients

National Union of Mineworkers, ZEISS, Eskom, Raubex (KZN),

Independent Development Trust (idt) and Silverton Engineering.

Why choose Peuno?

Peuneo’s non-generic approach to all sectoral programmes means

that we acquire accreditation and expertise for the root-cause

dilemmas of any given organisation. Since 2015, we have trained more

than 4 000 people. The National Development Plan is a policy that is

very close to our hearts. We continue to see immense positive change

in the organisations we serve, as well as in the learners sponsored by

these organisations.

In reporting on these changes, attempts are often made to measure

the difference in the trajectory of the individuals positively affected

by our upskilling programmes. Still, though it’s estimated that for

every single skilled learner, a family of up to 10 could be positively

impacted, it is likewise acknowledged that the change is way more

far-reaching when the entire community is considered. The trickle

effect of an individual’s increased employability, to their positive rolemodelling

capacity and knowledgeable mentoring is immeasurable.

We understand our government’s needs and have the right

complete solutions for each area of capacitation required.

Peuneo has a managing team with expertise in running

organisations that are in various sectors and spearheading

several transformational programmes and projects in the

province and nationally.

We absolutely enjoy walking the change and growth

path with our clients and learners. It will be a pleasure

and honour to continue doing this and can do the same

for more. S

Dineo Stiyana, MD of Peuneo.

S

digital

Bridging the

digital divide

The B20’s blueprint for digital transformation sets ambitious targets.

T

The gulf between the two South African realities, the plugged-in

and the left-out, framed the debate as the B20 Digital Transformation

Task Force unveiled its final set of recommendations for the G20

at a side event in September 2025. The task force, convened under

South Africa’s presidency, calls for urgent action on four fronts:

affordable connectivity, digital skills, productive use of the Internet

and the ethical adoption of Artificial Intelligence.

Connecting a billion more

The task force’s headline ambition is to connect another billion

people by 2030. This would chip away at the 2.6-billion who remain

offline worldwide. While this goal is measurable, the barriers to

achievement are stubborn when looking close to home. Device

costs remain prohibitive, infrastructure lags in rural areas and an

unreliable electricity supply limits what connectivity can achieve in

South Africa.

“Connectivity is an area that telecoms companies are investing

heavily into every single year,” said Naspers South Africa CEO

and chairperson of the Digital Transformation Task Force, Phuti

Mahanyele-Dabengwa. “From a digital skilling perspective, we are

ensuring that we can get as many young people to have access to

digital education as well.”

The South African Department of Communication and Digital

Technologies’ Infrastructure Roadmap shows the limits of progress. In

2023, nearly 79% of citizens had Internet access, yet most of it

was via mobile phone. Only 14.5% of households enjoyed fixed

broadband, while many schools still relied on slow 3G networks.

“There is an undeniable link between digital transformation and

economic growth,” said Sitho Mdlalose, Vodacom group executive.

“When you look at the ability for small businesses to give themselves

access to markets that are broader than just their local environment,

digital connectivity gives a business the ability to connect payments

and all sorts of different elements that expands and grows a

business – it’s actually transformational.”

Active on socials but still “invisible”

Access alone does not guarantee meaningful participation. Again,

the Department of Communication and Digital Technologies’

roadmap puts this into context: 98% of South African users were

active on social media in 2023, but fewer than a quarter shopped

online, less than a fifth used e-learning and only 22% interacted

with government services digitally.

Gabriel Swanepoel, Mastercard’s country manager for Southern

Africa, described the hollowness of financial inclusion as

it is often presented. “You might have a card in the hand of every

adult, but the reality is it’s a postbox. People withdraw their funds

in cash and disappear into the ecosystem. In an economy which

is increasingly becoming digitised, if you are anonymous and you

cannot showcase the type of economic activity you partake in, it’s

very difficult to grow your business, have access to markets and it’s

difficult to access credit,” he said.

The B20’s answer is digital public infrastructure – digital IDs,

payment systems and data exchanges that would allow citizens and

small businesses to be visible in the economy. The South African

presidency has established an interdepartmental working group to

develop a comprehensive strategy and implementation roadmap

for the country’s digital public infrastructure. The risks that come

with delivering on such a strategy remain significant.

Ashleigh Theophanides, chief strategy officer for Deloitte Africa

and deputy chairperson of the B20’s Integrity and Compliance

Task Force, warned that while digital public infrastructure (DPI)

could act as “the rails in which services can be built, in the same way

as roads and electricity built past economies”, it also touched the

most sensitive personal data.

“We need to ensure that the right safeguards are in place to

ensure that the information remains secure, otherwise it may be

misused or it may be stolen.” And that’s not even mentioning the

capital, manpower and infrastructure needed to integrate DPI into

the country’s system.

The skills shortfall

Connectivity and infrastructure mean little without human

capacity. In South Africa, 80% of workers have basic digital skills,

but only a quarter possess intermediate digital skills and just one

in 10 advanced digital skills, according to the Department of

Communication and Digital Technologies’ roadmap.

The B20 task force has urged governments to adopt national

skills strategies and to attract global talent, but financing such

initiatives remains a challenge for South Africa. Universal Service

and Access Funds, designed to finance digital inclusion, have been

criticised for inefficiency.

Levies are added to already costly services, but in many

jurisdictions, funds remain unspent, pushing up prices for the poor

without improving access, a report on the state of Information and

Communications Technology in South Africa details.

Mahanyele-Dabengwa said that education was the only path to

meaningful participation. “AI is not something that people need

to be afraid of. It is something that is supportive of us in our

work. But for you to be able to make use of the AI tools that are

available, you can only do that if you are educated to a certain

level,” she said.

Ethics or expediency in AI

The task force’s final recommendation focuses on AI. The B20

calls for ethical standards and interoperable frameworks across

countries, with targets to increase public trust in AI systems.

Swanepoel highlighted the scale of opportunity. “It is expected

to create 230-million jobs by 2030,” he said, citing Mastercard’s

research that values AI’s contribution to Africa at R77.6-billion

($4.5-billion) today and projects it will reach R285-billion

($16.5-billion) within five years.

Mahanyele-Dabengwa warned that Africa risks falling behind.


Africa’s G20 moment

to fast-track

digital transformation

The G20 summit is a rare opportunity to

hard-wire Africa’s digital transformation.

“We have countries in the Global South, such

as China and India, which are way ahead of an

African country such as ours,” she said. “So, we

need to ensure that we are positioning ourselves

for a future where we can have people and our

youth being participants in the economy, as

opposed to just having mechanisation.”

A fragile compact

The common thread across all four

recommendations is the insistence on publicprivate

collaboration.

“One of the things… is a general mistrust

between the public sector and the private sector

on collaboration. No-one holds all the answers.

It requires that we work together, not just to

tick boxes but to move into practical action,”

said Minister of Communications and Digital

Technologies, Solly Malatsi.

Mahanyele-Dabengwa agreed, calling the

current public-private engagement “valuable”

but fragile. “I’ve seen a significant amount of

collaboration between the public and private

sectors, much more than in the past. But

elections bring change, and you must start all

over again in terms of developing relationships.”

As the last Global South nation to host the

G20 for the foreseeable future, South Africa

tried to remind the world that digital priorities

are global. Mahanyele-Dabengwa noted that

even in the US, which takes over the presidency

next, digital divides persist.

“What makes me confident is the fact that

when you look at the US, it is also a nation where

you have people who have a lot of access, but you

also have people who don’t have as much access,”

she said. “I’m sure that it will be something of

importance to ensure that they continue to focus

on all of these issues.”

According to a 2023 study published in the

Journal of Rural Health in the US that surveyed

more than 105-million households, more than

a third of them lacked a desktop or laptop with

high-speed Internet, and more than 14% had

no digital access at all.

South Africa’s experience serves as a

blueprint and cautionary tale. Fibre networks

and data centres are expanding, but inequalities

remain entrenched and policy delays are

costly. The B20’s recommendations relay a

promising future, but without sustained will

from governments and business alike, they risk

becoming another set of promises left behind

by the speed of the digital age. S

By Sunil Geness, SAP

I

International digital and wireless infrastructure investments, championed at the G20, can

unlock precisely the kind of large-scale financing Africa needs. Multilateral development

banks (MDBs) reforms have already increased lending capacity and encouraged blended

finance structures that spread risk across public and private partners. By presenting

bankable, data-driven proposals, backed by case studies in education, healthcare and

commerce, African leaders can ensure that broadband projects rise to the top of G20

infrastructure finance discussions. Innovative models such as fixed wireless access, already

accounting for about 62% of fixed broadband subscriptions in Sub-Saharan Africa, and

low-earth-orbit satellite links lower deployment costs, making it commercially viable to

connect rural schools, community health clinics and small businesses.

Driving fair, future-proof regulation

Connectivity alone is not enough. The policy environment must encourage competition

while protecting sovereignty. Rising techno-nationalism threatens to fragment digital

markets and raise costs. Africa can counter these risks at the G20 by championing

transparent, competitive spectrum allocation and liberalised cross-border data flows.

A regionally unified spectrum policy is critical. Drawing on South Africa’s Next

Generation Radio Frequency Spectrum Policy, African regulators can present a continentwide

approach to spectrum management that promotes open access, supports secondary

markets and ensures technology-neutral licensing.

Of equal importance is the need to build a unified digital ecosystem that creates an

enabling environment to close Africa’s digital divide. To deliver seamless, affordable

connectivity across borders, Africa needs not only more towers and fibre but also

harmonised standards and interoperable digital public infrastructure. By speaking with

one voice through the African Union and regional blocs such as SADC and ECOWAS,

Africa can embed its priorities into the technical and regulatory blueprints of nextgeneration

networks.

Bold action needed

Africa is already on the move. As of 2024, 35 telecom operators across 21 African countries

have launched commercial 5G networks, serving some 26-million subscribers. This number

is projected to rise to 400-million by 2030, when 5G will account for about 31% of all mobile

subscriptions. At the same time, mobile data consumption is set to soar: average usage

per smartphone is expected to nearly triple from 5GB a month in 2024 to 14GB by 2030,

driving total regional data traffic from 2.3 exabytes to 11 exabytes per month.

G20 cooperation on research and development, spectrum harmonisation and

cybersecurity will help African countries test 6G technologies early, attract investment and

avoid the adoption lags that have historically left the continent behind new technology

cycles. Africa’s digital transformation requires intentional policy advocacy, coordinated

investment and decisive leadership. As G20 host, South Africa can help the continent:

• Put wireless broadband at the heart of G20 infrastructure finance and sustainable

development priorities.

• Secure commitments from MDBs and technology partners to fund largescale

rural and sector-specific projects.

• Promote spectrum and data-flow policies that encourage innovation and

fair competition.

• Drive pan-African cooperation on standards and interoperability to

create a single, vibrant digital market.

The opportunity is historic. With the right strategy and united action,

Africa can transform a single year of G20 leadership into decades of

inclusive digital growth. S Service magazine | 27

S

finance

A national payments utility

The recent PASA International Payments Conference, held

in October 2025, sparked anticipation for the future of

payments in South Africa.

By Lerato Lamola, partner, Webber Wentzel

A

A hot topic during the conference was the 50% acquisition by the

South African Reserve Bank (SARB) of BankServAfrica, which

has rebranded to PayInc. During a discussion between Professor

Herman Singh and Pradeep Maharaj, COO within SARB, on the

role of public-private partnerships, Maharaj expressed his views

on the future of the National Payments Utility (NPU) and the

intention for PayInc to become the NPU. Maharaj noted that

Egypt was a good case study for the establishment of an NPU.

What is the Egyptian case study?

Egypt’s national payment utility is the Egyptian Banks Company

for Technological Advancements (EBC). The company is the

“advanced developer and operator of the payments infrastructure,

connecting the e-payments ecosystem in Egypt, and offering

consumers, businesses, merchants, financial institutions and state

agencies seamless, interoperable and instant payment capability”.

EBC is the technological arm of the Central Bank of Egypt

(CBE) and has been entrusted with the modernisation of Egypt’s

digital payments know-how. EBC provides the infrastructure for

electronic payments and interbank services in Egypt, offering the

following services:

123 Network. A gateway for internal and regional card networks.

Multi-Currency Automated Clearing House. A national scheme

that facilitates bulk interbank transactions.

Meeza Digital. The Meeza Digital Network connects more than

50-million mobile wallets.

Meeza Cards. The Egyptian domestic card scheme.

Instant Payment Network – Instapay. Egypt’s real-time payments,

mobile-enabled payments system.

EBC is a strong example of what a national payments utility

can achieve. Like the journey South Africa has now embarked

on, EBC is a joint-stock company owned by several Egyptian

private and public banks, as well as the CBE, which holds a

54% majority shareholding. EBC is an example of an African

national payments utility that is partly owned by a central bank,

where the central bank plays the role of operator and regulator.

Factors contributing to EBC’s high adoption rates include:

• Mandated participation in certain products.

• Subsidised offerings (certain services were introduced at no

charge when launched in the Egyptian market).

• Regulatory reforms to the payments framework.

As part of its broader “Less Cash Transformation Framework”, the

Egyptian government established the National Payments Council,

which performs the following functions:

• Decreasing the use of cash outside the banking sector and

promoting the use of alternative digital payment methods.

Achieving public policy goals

in the payments sector

requires collaboration.

• Developing national payment systems to reduce risks associated

with those systems and maintain secure payment systems.

• Working towards financial inclusion by bringing as many

citizens as possible into the banking system, integrating the

informal economy into the formal one, reducing the cost of

funds transfer and increasing tax receipts.

• Protecting the rights of payment systems and service users.

• Building a competitive payment services market and regulating

existing entities in the market.

The Egyptian case study highlights that achieving public

policy goals in the payments sector requires collaboration. The

success of such a collaborative effort depends on several factors,

including the commercial viability of the services offered, the

regulatory framework of a country, whether participation is

voluntary or mandatory and buy-in from all stakeholders into

the overall national vision. South Africa’s overarching vision

for payments is set out in Vision 2025 and further elaborated

on in SARB’s Digital Payments Roadmap, with the detailed

plan contained in the Payments Ecosystem Modernisation

Programme.

Over the next two years, the payments industry will experience

significant change. The prevailing sentiment from the public

sector was clear, the old way of doing things is over, and the

future of payments will require a fundamental mental shift from

all stakeholders. S


Building a Circular Future

MetPac-SA Drives South Africa’s Metal Recycling Revolution

Dr Kishan Singh (CEO, MetPac-SA)

Certified Excellence

MetPac-SA is the first PRO in South

Africa to achieve ISO 9001:2015

certification, a mark of excellence in

Extended Producer Responsibility. At

the same time, it is digitising EPR

declarations for its 85 members via a

platform developed with sustainability

tech partner Unifi—streamlining

submissions, ensuring accuracy, and

reducing administration.

A Collective Future

“Our message to municipalities is

simple: when you partner with

MetPac-SA, you strengthen recycling

systems, create opportunities, and

build a circular economy,” concludes

Dr Singh.

Through results-driven programmes,

ISO-certified systems, and strong

community partnerships, MetPac-SA

demonstrates that metal packaging is

far more than recyclable material—it is

a catalyst for sustainability,

empowerment, and economic

development.

Metal packaging is everywhere—beverage cans, food tins, and foil trays.

Beyond convenience, it is one of the world’s most recyclable materials,

infinitely reusable without losing quality. In South Africa, MetPac-SA, the

Producer Responsibility Organisation (PRO) for metal packaging, is proving

just how valuable this material can be for municipalities, communities,

and the environment.

Partnering with Municipalities

Under CEO Dr Kishan Singh, MetPac-SA has become a trusted ally to local

authorities, improving waste collection, diverting material from landfills,

and creating jobs. By coordinating industry players, supporting waste

pickers, and engaging with communities, the organisation ensures that

recycling delivers both environmental and social impact.

“Recycling metal packaging isn’t just about sustainability—it helps

municipalities cut costs, extend landfill life, and create value for

communities,” says Dr Singh.

Why Metal Matters

Aluminium and steel can be recycled endlessly, cutting demand for virgin

materials. Recycling a single can saves up to 95% of the energy required

to produce a new one—helping municipalities and supporting climate

goals.

Empowering Communities

MetPac-SA’s programmes are as much about people as packaging:

• Waste Pickers: Working with SAWPA, the organisation provides

training, PPE, financial literacy, and SAPRAS 2.0 registration to ensure

fair compensation and dignity.

• Schools and Youth: Initiatives like Trash4Treats, Phoenix for the Planet,

and the Purposeful School Recycling Programme equip learners with

bins, materials, and activities that foster lifelong recycling habits.

Strong Results in 2025

The first half of 2025 has seen measurable progress:

• Used Beverage Cans (UBCs): Collection reached 85%

(target: 68%), with recycling at 77% (target: 34%). Energy

recovery and external streams achieved 60% (target: 34%).

• Tinplate (Ferrous): Collection and recycling hit 70%,

exceeding municipal targets of 59% and 56%.

• Aluminium Other: : Initiatives to improve recovery of foil,

trays, and closures are underway.

For more information visit:

www.metpacsa.org.za

S

cross border

Home Affairs must become the

face of a capable state

Birth certificates, ID documents, passports and visas are the gateway to citizenship and economic participation.

Yet, this frontline department has long been synonymous with queues, inefficiency and frustration.

In the latest PSG Think Big webinar, hosted by award-winning

journalist Alishia Seckam, Minister of Home Affairs, Dr Leon

Schreiber, outlined his reform agenda to restore trust in

the Department of Home Affairs (DHA), accelerate digital

transformation and position the department as the foundation

of a capable state.

“We have a number of key reforms that are underway, and

in many cases have already yielded fruits,” he said, referring to

a record 3.5-million smart IDs issued in the past year, clearing

a 10-year visa backlog of 306 000 applications and welcoming

over 27 000 Indian and Chinese tourists in just five months

through the Trusted Tour Operator Scheme.

He added that the Electronic Travel Authorisation (ETA)

for foreigners entering the country, which is set to roll out

imminently, will ultimately automate South Africa’s visa

processes. “I’m very excited that the combination of all of these

different reforms, led by the ETA, is going to really position

South Africa much better as an international travel destination.”

In terms of anti-corruption efforts, Schreiber said 38 officials

have already been dismissed, and over 51 000 deportations were

carried out in the past year – more than South Africa has seen

for at least half a decade. The department has also launched

an anti-corruption forum with the Special Investigating Unit,

National Prosecuting Authority and SAPS to clamp down on

internal misconduct.

A major focus of this reform agenda is digitalisation. “Digital

transformation is a key part of closing off that space for human

bias, for human discretion, for human interference,” said

Schreiber. “And I think that is really starting to yield fruits –

improving security and anti-corruption measures, but also

efficiency.”

Technology, however, cannot solve legacy issues like

inadequate training, a lack of basic public administration skills

and chronic constitutional illiteracy among frontline staff – all

of which play a central role to any rights-based and serviceorientated

reform.

While digitalisation alone cannot deliver this institutional

renewal, Schreiber believes that it is a critical tool for driving

the necessary change. “We are fundamentally re-engineering

the entire process of how the state operates in this domain.

And we’re able to do that because technology creates the

opportunity for us to look afresh at how government services

can be delivered.”

The minister acknowledged that restoring border

security remains “a mountain to conquer” after decades of

underinvestment. “There’s no magic wand to get rid of any

of the problems that we’re dealing with,” he said, noting that

border security is a multi-faceted challenge.

Even the most broken parts of the

state can be fixed.

On the civic side, it is imperative that South Africa urgently

expand access to smart IDs. “We must understand the role that

the green barcoded ID book plays in the identity fraud and illegal

immigration space. There are still 18-million people who carry

that book and we know that it is, according to research, the most

defrauded document on the African continent.”

When it comes to the physical border environment, Schreiber

highlighted meaningful progress through digital transformation.


cross border

S

Africa redefines strategies

for cross-border trade

As global supply chains shift and geopolitical and

environmental pressures intensify, African nations

are reimagining how goods move across borders.

PPwC’s newly released Africa customs and cross border trade

guide offers strategic insights into the evolving trade

landscape across 10 key markets: Kenya, Ghana, South

Africa, Tanzania, Uganda, Zambia, Namibia, Rwanda,

Egypt and Nigeria.

Governments across the continent are modernising

customs frameworks to simplify procedures, reduce

clearance times and enhance transparency. These

reforms are not only improving trade efficiency – they’re

laying the foundation for long-term economic growth.

At the same time, regional integration is gaining

momentum. Through active participation in Regional

Economic Communities (RECs), African countries are

harmonising standards, reducing tariff and non-tariff

barriers and building more connected trade corridors.

“We’ve piloted the use of drones, which has led to a 215% increase in our

detection of people trying to cross illegally.” Still, he warned that success

depends on adequate funding for the Border Management Authority. “The

best investment South Africa can make right now is capacitating the Border

Management Authority.”

While funding remains a major hurdle across the Home Affairs ecosystem,

there are several measures being taken to secure resources. Schreiber pointed

to the upgraded online verification system for banks and insurers, which

has improved accuracy while introducing sustainable fee structures. He says

the development will assist in maintaining this foundational Home Affairs

service, as he believes reform hinges on getting the verification side right.

Another way of addressing the self-financing issue, according to Schreiber,

is the ETA. He said that visa fees will go into Home Affairs coffers, creating

a source of revenue. At the same time, private sector partnerships continue

to automate costly manual processes, while expanding access and driving

efficiency. “Very soon, South Africans will be able to go to bank branches –

even in the most rural parts of the country – to interact with a camera and

order a smart ID or a passport. And soon after that, they’ll be able to open

the same banking app that they use to manage their finances, to also manage

their identity services and be able to order a smart ID or a passport there.”

For Schreiber, the overarching message is that state renewal is possible. “It

is important that South Africans can see that things can get better, that even

the most broken parts of the state can be fixed.”

He concluded, “If we could take this department, which everyone said

was a poisoned chalice, if that department can modernise, if it can embrace

technological solutions, if it can embrace collaboration with other partners in

society, and that makes your life better, well, then surely we can do the same

Strategic insights

The African Continental Free Trade Area (AfCFTA) is a

landmark initiative aimed at creating a single continental

market. All 10 profiled countries have ratified the

agreement, and while implementation varies, the

potential impact is clear: reduced tariffs, updated legal

frameworks and initiatives such as Authorised Economic

Operator (AEO) schemes are expected to significantly

boost intra-African trade and unlock new economic

opportunities.

“To further support trade and investment, many

countries offer targeted customs incentives such as

bonded warehousing, manufacturing under bond and

duty remission schemes. These initiatives are designed

to promote export-oriented manufacturing and attract

both foreign and domestic investment,” adds Asif Joosub,

partner, tax and legal services, PwC South Africa.

AEOs benefit from expedited processing, reduced

clearance times and fewer inspections. In some

jurisdictions, two tiers of AEO accreditation are available,

offering additional advantages such as reduced

security requirements and faster refunds. Regional AEO

recognition is also emerging within certain RECs, further

enhancing cross-border trade facilitation.

Charting the future of African trade

Through modernised trade regulations, deeper

regional integration and AfCFTA implementation, Africa

is enhancing trade flows, attracting investment and

driving sustainable economic growth. With continued

focus on preferential trade agreements and customs

facilitation, Africa is well-positioned to strengthen its

role in global trade and seize the opportunities ahead. S

in other parts of the state and of our country.” S Service magazine | 31

S

cross border

SA must adapt quickly in a

turbulent trade environment

While all channels of communication remain open to engage

with the US, the international trading system is changing

and complacency will not serve us – building resilience is

imperative.

By President Cyril Ramaphosa

Ricardo Stuckert

The decision by the US to impose a 30% tariff on South African

imports [August 2025] highlights the urgency with which we must

adapt to increasingly turbulent headwinds in international trade.

The US is South Africa’s second-largest trading partner by

country, and these measures will have a considerable impact on

industries that rely heavily on exports to that country and on the

workers they employ as well as on our fiscus.

Domestic sectors such as agriculture, automotive and textiles

have historically benefitted from duty-free access to the US market

under the African Growth and Opportunity Act (Agoa).

Our trade relations have historically been complementary in

nature. South African exports do not compete with US producers

and do not pose a threat to US industry. It remains our aspiration

that this should continue. Largely, our exports are inputs into US

industries and therefore support the US’s industrial base. South

Africa is also the biggest investor from the African continent

into the US, with 22 of our companies investing in several sectors

including, mining, chemicals, pharmaceuticals and the food chain.

South African imports ultimately benefit US consumers in terms

of both choice and cost. By way of example, citrus production is

counter-seasonal and does not pose a threat to US production.

Furthermore, production by US companies has been on the decline

for a few years as the US sector grapples with low yields, a citrus

greening disease and other factors unrelated to competition from

imports. Imports from South Africa, the world’s second-largest

citrus exporter, have filled a gap and contributed to stable supply

and prices for US consumers.

As government, we have been engaging the US to enhance

mutually beneficial trade and investment relations. All channels of

communication remain open to engage with the US.

Our foremost priority is protecting our export industries. We

will continue to engage the US to preserve market access for our

products. We must also accelerate the diversification of our export

markets, particularly by deepening intra-African trade.

Reducing overdependence on certain markets is a strategic

imperative to build the resilience of our economy.

With a view to helping our producers and exporters aggressively

explore alternative markets, we have established an Export

Support Desk to assist affected producers. We will in due course

be announcing the modalities of a support package for companies,

producers and workers that have been rendered vulnerable by the

US tariffs. This intervention will also play a key role in guiding

industries looking to expand into new markets in the rest of

Our foremost priority is protecting

our export industries.

Africa, Asia, the Middle East and markets we already have trade

agreements with.

Strengthening regional value chains will be key to building

resilience for our export markets in the longer term. Much as

strengthening and establishing alternative value chains will take

time, this moment presents us with an opportunity to push forward

with the implementation and expansion of the African Continental

Free Trade Area (AfCFTA). Reducing overdependence on certain

markets is a strategic imperative to build the resilience of our

economy. It will enable us to expand the frontiers of opportunity

for South African businesses, goods and services.

In the coming months we will be scaling up our trade missions

into new markets in Africa and beyond, as well as the National

Exporter Development Programme whose aim is to grow the pool

of export-ready companies.

It is important to understand that South Africa is not alone in

facing high tariffs from the US. The international trading system

is changing. Complacency will not serve us, and building resilience

is imperative. As government we remain committed to ongoing

engagement with the US and building trade resilience. S

Article courtesy Daily Maverick


local governance

S

From red tape to roadmap: how to

rescue our municipalities

South Africa’s municipalities are caught in a cycle of service delivery protests, audit failures and declining public trust. Yet,

a tool designed by National Treasury to help break this cycle is often sidelined as a compliance burden. That tool is the

Municipal Standard Chart of Accounts.

By Miyelani Holeni, Group Chief Advisor, Ntiyiso Consulting Group

What is the Municipal Standard Chart of Accounts (mSCOA)? It is

a system developed by National Treasury to create a standard way

for all municipalities to record, classify and report their financial

information. Its purpose is to improve the quality, consistency and

comparability of financial data across municipalities.

At its core, mSCOA ensures that everything from budgeting

to financial reporting is done in the same structured way, making

municipal finances transparent and easier to manage. Too often,

mSCOA has been dismissed as a finance department concern. But it

was never meant to be just about compliance. It is a strategic tool that,

if embraced properly, can transform how municipalities plan, deliver

services and build public trust.

National Treasury’s current work to regulate 14 core municipal

business processes (including budgeting, supply chain management

and asset management) represents the next step in mSCOA’s

evolution: from a financial reporting exercise to a central engine for

effective local governance.

This is a clarion call for mayors, municipal managers and all

directors to finally see mSCOA for what it is: a shared opportunity to

build trust and accelerate delivery.

Continuous training is the antidote

to the capacity constraint.

As demonstrated by municipalities such as Polokwane, mSCOA’s

segments provide a multi-dimensional language that speaks to

every part of the organisation. The project segment speaks directly

to engineers and asset managers, allowing for precise tracking of

infrastructure projects. The region segment empowers councillors

and communities by providing insight of expenditure and outcomes

in every single ward. The funding segment offers the entire executive

team a clear-eyed view of fiscal viability.

The regulation of these business processes will force the

integration of strategy (Integrated Development Plan), budgeting

and performance management (Service Delivery and Budget

Implementation Plan) into a single, coherent cycle.

This integration creates the elusive “one version of the truth”,

and it eliminates the debilitating reporting fatigue that plagues our

municipal officials. Imagine a real-time dashboard reflecting the

true health of the municipality, replacing stacks of contradictory

spreadsheets. This is within reach.

The move to regulate business processes is a golden opportunity to

address this exact failure. It forces us to look up from our spreadsheets

and look at our organisations. The prescription for success is clear

and draws from the practical lessons of those leading the charge:

Leadership ownership. The municipal manager and mayor must

be the chief advocates, not passive observers.

Breaking silos. This means reconstituting dormant mSCOA

steering committees to include all departments. The Eastern Cape

Provincial Treasury has provided a masterclass in this coordinated

approach, employing dedicated champions in each district and

fostering relentless coordination.

Investing in capacity. The wealth of materials provided by

National Treasury, including detailed process manuals and system

specifications, are themselves training tools. These are designed for

both financial and non-financial staff. Continuous training is the

antidote to the capacity constraint.

Using the data. Too often, mSCOA data is used only to prepare

reports for National Treasury. Its true value lies in tracking monthly

performance, adjusting budgets mid-year and informing council

decisions. This enables municipalities to track spending down to a

specific project in a specific ward – making “ghost projects” a thing

of the past.

For municipalities that have struggled to keep up with mSCOA

implementation, this regulatory shift is a definitive blueprint and a

chance to reset. It provides the clarity and uniformity we have lacked.

It also arms municipal officials with a clear set of requirements for

their software vendors and consultants, allowing them to be held

accountable for delivering systems that enable these critical processes,

not just technically comply with them.

The path to victory, from vision to tangible service delivery, is paved

with credible data. The regulation of these 14 processes provides

the essential guardrails on that path. The challenges of change

management remain very real, but they are now challenges we face

with a clear map and a common goal.

This is our shared opportunity. It is a chance to move beyond

compliance and use data to tell a new story about local government

– a story of transparency, accountability and tangible progress. The

framework is no longer a constraint; it is the powerful enabling tool

it was always meant to be. It is now up to local government to depress

the accelerator and use mSCOA to drive the change our citizens so

desperately need. S


S

cross border

Port of Gauteng set to transform

SA logistics

Port of Gauteng recently released a White Paper that is set to transform Africa’s freight transport landscape by addressing

critical inefficiencies in South Africa’s logistics system, while generating over 50 000 permanent employment opportunities.

South Africa’s economy is pivoting towards a higher-volume,

lower-margin model and the entry of e-commerce giants such as

Shein, Temu and Amazon is driving this shift. This high-volume

trend isn’t limited to consumer goods; the volume of imported cars

is also rising rapidly. As their volumes scale, these companies will

increasingly switch from air freight to container shipping, placing

substantial new pressure on the already strained Durban-Gauteng

Freight Corridor.

Francois Nortjé, developer of Port of Gauteng, outlines the

transformative vision, “We’re creating Africa’s most advanced inland

trade gateway. This facility represents our commitment to solving

South Africa’s freight crisis while generating massive economic

returns. The 50 000 permanent jobs are just the beginning: we’re

creating a platform for decades of sustainable growth.

“Port of Gauteng has developed this White Paper in response

to South Africa’s growing freight transport dilemma,” continues

Nortjé. “Since the 2013 National Development Plan (NDP) set

ambitious 2030 targets for shifting freight from road to rail, little

progress has been made – and with just four years to go, the need

for decisive action is urgent. As road congestion worsens and rail

volumes decline, this paper outlines a practical solution – leveraging

the Port of Gauteng’s R50-billion inland port to restore balance,

reduce costs and unlock long-term economic growth.”

The project directly addresses the mounting crisis facing the

Durban-Gauteng Freight Corridor, where rail currently moves less

than 14% of volumes – far below the NDP’s 50% target.

THE MISSING LINK

The NDP 2030 prioritises the Durban-Gauteng Freight Corridor,

calling for improved capacity, efficiency and sustainability. Yet, with

only four years remaining until 2030, high transport costs and poor

freight infrastructure are preventing South Africa from meeting

its targets.

The White Paper reveals the depth of the crisis, noting that

Transnet lost R1-billion annually on the Corridor between 2014 and

2019, with losses escalating to R3-billion each year during Covid-19.

Rail volumes subsequently plummeted from 80 trains daily to just

15 per day by 2023/24.

“Port of Gauteng changes everything. It provides the missing link

that makes rail competitive again. With purpose-built rail alignments

and future three-hour turnaround times at the container and

car terminals, we can finally deliver the reliability that shippers

demand,” says Mike Daniel, CEO of RailRunner South Africa.

WORLD-CLASS INFRASTRUCTURE

Strategically positioned at the junction of the Container Rail

Corridor and the N3, N12 and N17 highways, Port of Gauteng

is one of the country’s largest private sector initiatives. The Port

will feature two 2.2km flat rail alignments designed for efficient

container handling, along with integrated solar power, rainwater

harvesting and advanced recycling systems. The planned facility

will include a world-class car terminal and container rail terminal,

enabling rapid, high-volume throughput and seamless train-totruck

transfers.

SETTING NEW STANDARDS

Port of Gauteng’s approach integrates Performance-Based Standards

(PBS) vehicles (long truck and trailer combinations) capable of

carrying two containers with enhanced rail infrastructure. This

capability dramatically improves capacity while reducing emissions.

PBS integration enables optimal container pairing, significantly

improving road safety by reducing truck traffic on the N3 by

approximately one-third and ensuring safer, more dynamically

stable heavy vehicles.

Dr Paul Nordengen, director at Heavy Vehicle Transport

Technology Africa, says, “Port of Gauteng’s integration of PBS

vehicles represents the most significant advancement in heavy

vehicle transport efficiency we’ve seen in decades, reducing truck

movements by up to 40% and improving safety outcomes on our

most critical trade corridor.”


cross border

S

With container volumes projected to grow from 2.8-million to

11.2-million annually, the development’s rail-ready infrastructure

and PBS vehicle integration will be crucial for sustainable growth.

The PBS pilot project is likely to be extended by three years to allow

for further research, after which a decision will be made regarding

the adoption of this approach into legislation.

Port of Gauteng’s integrated approach ensures South Africa can

meet its NDP commitments while creating a sustainable, efficient

logistics ecosystem. S

A VIEW FROM THE ROAD FREIGHT ASSOCIATION

The R50-billion project represents a pivotal opportunity to

address the systemic inefficiencies crippling South Africa’s

economic arteries. The Road Freight Association has long

championed an integrated, multimodal logistics network where

road and rail function as collaborative partners, not competitors.

By Gavin Kelly, CEO, Road Freight Association

The Association has spent decades interacting with SARS

customs to make international trade (cross-border freight

movement) as efficient as possible. This has realised

the current electronic clearance processes and the drive

towards smart borders – making goods declaration and

clearance possible anywhere and at any time by registered

importers and exporters, no longer requiring a “centralised

facility” where importers and exporters need to present

themselves and the relevant documentation.

Container staging at strategic hubs (outside of the ports)

such as Cato Ridge and the proposed hub in Gauteng will

unlock further significant efficiencies.

The realities of new market freight access also need to

be taken into consideration – for example the demands

of e-commerce and the logistical supply chains that this

requires. The success of Port of Gauteng will be largely

dependent on the effectiveness of the road transport

interface as road freight operations provide the vital

“first- and last-mile” services that connect the rail network to

the broader economy.

Substantial investment must extend beyond the

boundaries of the port to the surrounding road infrastructure

and intermodal facilities. It is essential that a true gateway

is built, not just a simple relocation of the bottleneck

from Durban to Gauteng.

Cognisance must be taken of the fact that this is still a

pilot project, as well as the effect this will have on road

freight operators who operate standard, legal combinations.

Smart trucks are not necessarily vehicles that carry more

payload – they are vehicles that bring compound efficiencies

into the baseline operations of a fleet.

Vehicles (and drivers) that are safer, more efficient and

reduce road wear per ton of freight moved, reduce fuel

consumption and bring about lower operational costs are

the non-negotiable components in competitive road freight

logistics operations.


S

waste

Here’s what government plans to

do about plastic pollution

Government is moving ahead with plastic regulations, despite the collapse of global plastic treaty negotiations in Geneva.

Plastic microbeads are being banned, and there are plans to phase out single-use plastics. Plastic producers are also being

held to account for the full plastics “lifecycle”.

In August 2025, talks in Geneva by 180 countries participating in

the UN Environmental Programme’s Intergovernmental Negotiating

Committee (INC) for a global plastics treaty ended without consensus.

The proposed treaty would have been legally binding under

international law, mandating urgent action on the growing threat of

plastic pollution. It would have covered the entire plastics “lifecycle”,

from production to waste management.

An estimated 11-million tons of plastic waste enter the world’s

oceans each year. In South Africa, about 80 000 tons of plastic leak

into the oceans and rivers every year. Almost 70% of our plastic waste

is collected, of which 14% is recycled. There is growing concern over

the impact of microplastics on human health.

The first INC session was held in November 2022 and aimed to

conclude by 2024. But talks reached a deadlock, and the countries

reconvened in Geneva, Switzerland, in August. These talks too fell

apart after two proposals were rejected, mainly because of a dispute

over “whether the treaty should focus solely on plastic waste reduction

or address the entire plastic lifecycle”, according to the World Economic

Forum. A minority of countries outright rejected the proposal for

caps on plastic production.

Unless a full consensus is reached, there is no treaty. “Had

the process been managed differently, I think we could have

got an outcome. It would not have been a very ambitious

one, but I do think it was possible for us to get to at least step

one,” said Minister of Forestry, Fisheries and the Environment

Dion George.

There were conflicting views among countries and some nations

did “not want any kind of agreement for various reasons of their

own,” said Minister George. He believes the negotiations needed a

kind of “deadlock-breaking mechanism”. If it can’t be a vote, then they

could look at a “mediation process” that allows parties to sit down and

find agreements, he said.

Zaynab Sadan, World Wide Fund for Nature (WWF) South Africa’s

Global Plastics Lead, raised similar concerns about the negotiations,

adding that a small group of states with “fossil fuel interests” have

been stalling the negotiations.

Those countries want regulations that focus only on waste

management and “don’t actually address the root cause of plastic

pollution, which is the high volumes of plastic that are being produced

and… plastics being produced with harmful and toxic chemicals

included in them,” said Sadan.

It was clear after six negotiating rounds that “consensus at all-costs

decision-making” is not working. Sadan suggested that when the

INC sessions resume, they could call for a vote. “The only way that

things will change is if they are willing to prepare for a vote.” She also

suggested that those countries that were willing to adopt a treaty do

so in a separate meeting, or that a treaty be tabled before and voted

on by the UN General Assembly.

Local plastics regulations

Recently, Minister George published draft regulations which would

prohibit the production, sale, import and export of microbeads

and products containing them. Microbeads are found in products

such as cosmetics and toiletries. The regulations “mark a significant

stride in the nation’s battle against plastic pollution”, the Department

of Forestries, Fisheries and the Environment said in a statement.

Article courtesy of GroundUP


waste

S

In South Africa, about 80 000 tons

of plastic leak into the oceans and

rivers every year.

Non-compliance could lead to severe penalties, including fines

or imprisonment.

The government also plans to phase out single-use plastics. Minister

George said that there are plans to tighten up extended producer

responsibility – regulations aimed at holding plastic producers

responsible for plastics’ entire lifecycle.

“We then want to make sure that throughout the entire cycle the

producer remains responsible, so that if it’s going to be a pollutant,

if it’s going to end up piled up somewhere, there has to be a

consequence,” he said.

Minister George believes that South Africa’s efforts, especially once

single-use plastics are phased out, will put the country “ahead of the

curve” dealing with plastic.

Sadan welcomed the department’s ban on microbeads and the

move towards banning single-use plastics. Banning microbeads was

“low-hanging fruit”, Sadan said. “We know these microplastics are

actually a very direct source entering our water systems,” she said.

But while the government is taking an ambitious approach to phasing

out certain plastics, it does not support capping plastic production

because it was not economically viable to just “switch off an industry”.

“We’ve got to be very mindful of the fact that we are a developing

economy country,” said Minister George. S

POLYCO AND SWELLENDAM MUNICIPALITY BOOST LOCAL RECYCLING IMPACT

Polyco and Swellendam Municipality have joined forces to

drive systemic change in waste management in the town.

This vision focuses on a shared commitment between

Polyco and Swellendam Municipality to tackle illegal

dumping, expand access to recycling infrastructure and

generate economic opportunities particularly through the

development of a Packa-Ching buy-back centre which will

pay community members for the waste they collect. Under

Polyco’s Packa-Ching programme, over R27-million has been

paid out to communities for their recyclables, and 27-million

kilograms of waste have been diverted from landfills to date.

This collaboration includes the joint rollout of awareness

programmes in schools and communities and additional

support for informal waste reclaimers. Polyco will provide

funding, training and technical assistance to support

implementation of the various waste management

programmes over the next two years, while Swellendam

Municipality will facilitate land access, coordinate community

involvement and enable the rollout of priority infrastructure

as per their approved budget.

This agreement marks the

latest in a series of MOUs

between Polyco and Western

Cape municipalities including Mossel Bay Municipality and

George Municipality.

“Our latest partnership with Swellendam is part of a

broader strategy to empower local communities and drive

environmental change from the ground up,” said Patricia

Pillay, CEO, Polyco. “Together with municipalities, we’re

working to create a circular economy that is inclusive,

innovative and impactful. We’re especially focused on making

the waste and recycling economy work for the people who

power it: from young entrepreneurs and SMMEs to women

and informal reclaimers.”

Swellendam Municipality has positioned circular economy

principles at the core of its waste strategy. The town aims to

treat waste as a resource that can stimulate SMME development,

grow local businesses and reduce litter.

“Polyco’s Packa-Ching programme is instrumental

in unlocking this value,” said Johan van Niekerk, waste

and environmental manager at Swellendam Municipality.

“Through it, residents earn credits for recycling that can be

spent at local businesses. Our shared goal is that everyone

recognises the worth of waste, chooses to recycle, and keeps

both money and materials circulating in Swellendam and

litter off the ground.”


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skills development

Why investing in rural skills

development is South Africa’s

smartest move

Despite an abundance of choice in skills training available in South Africa’s metropolitan hubs, many rural communities

face significant obstacles when it comes to developing their workforce.

By Daniel Orelowitz, MD, Training Force

With limited infrastructure, few accredited training providers and

scarce resources, many motivated learners are denied opportunities

that could shape their futures. Expanding access to practical,

career-focused training in these areas is key to driving economic

growth nationwide.

The barriers to learning in rural communities

Across rural South Africa, infrastructure gaps make learning harder.

Without nearby training centres or businesses, opportunities for

hands-on experience are scarce and uneven schooling quality in

some areas means many learners leave matric without the skills

that employers require. Faced with limited options, young people

often migrate to the cities, where job markets are already stretched,

while their hometowns struggle to build their own economies.

Still, rural and township areas hold immense potential. With

Africa’s youth population on the rise, developing skills where

people live is becoming more urgent. Failure to act means sidelining

capable young people while urban centres face a shortage of

critical skills.

experience in familiar surroundings. Employers benefit too, gaining

access to a workforce that already understands local conditions.

Short, modular courses make training more manageable for people

juggling work or family duties. Where Internet access is strong

enough, digital tools and e-learning platforms can expand choice

and in low-connectivity areas, preloaded tablets or offline learning

kits keep education within reach.

Collaboration with government and

businesses plays a critical role.

Bringing it home

Making skills training work in rural areas requires flexibility and a

willingness to rethink delivery. Mobile training units, from converted

buses to portable classrooms, can bring practical,

hands-on instruction to even the most remote

communities. By rotating between towns

and villages, it becomes possible to cut

travel time and costs that often keep

learners away.

Local partnerships add another layer

of impact. When training providers

work with nearby farms, mines,

construction firms and retailers,

they can host courses at worksites or

community halls, giving learners relevant

Community hubs equipped with computers, Internet access and

learning materials can serve as centres for both formal courses and

informal mentoring. Learnerships and apprenticeships create a

clear bridge between study and paid employment, giving people

the chance to stay and work in their own communities. When these


skills development

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approaches are tailored to the realities of each region, they will open

the door to relevant, accessible training that builds both skills and

local economies.

Strengthening communities

Enabling such access to training within rural communities has clear

social benefits. Learners avoid the financial strain of relocating to

the city and can maintain their support networks, which makes it

easier for them to complete courses and apply their new skills locally.

Economically, this means unemployment rates will drop as more

people gain qualifications that match available jobs. Local businesses

benefit directly from a skilled workforce, which leads to improved

productivity and growth. Expanding training opportunities in

rural areas encourages entrepreneurship, helping communities

build more resilient economies. Growing skills and employment in

rural areas reduces the influx of job seekers to already overstretched

urban centres, which helps balance economic development and

lessens the pressure on city infrastructure and services.

A more inclusive future

For skills training to truly work in rural areas, training providers

must have a good grasp of the local situation: which industries are

present, what skills people already have and what gaps need to be

filled. Designing programmes that match the specific needs of these

communities is far more effective than one-size-fits-all courses.

DOES SA HAVE THE SKILLS TO BACK UP WATER SECTOR INVESTMENT?

Water infrastructure investment needs to be equally matched by investment in skills and professionalisation within both

the water sector and its external support partners.

This is according to Dr Lester Goldman, CEO of the Water Institute

of Southern Africa (WISA). “We’re not saying that infrastructure

investment is not critical or welcome but without the right skills,

it’s an exercise in futility,” he says.

The human factor

There must be ample skills in three main categories – leadership,

management across the various departments and technical

skills within the water department itself. Goldman says each is

equally important and supports the others to form a dependency

chain. Leaders in the water sector are not necessarily water

experts. They are counsellors, decision-makers, finance

managers and other managers in support departments outside

the technical water department. So, they depend on the expertise

of technical professionals.

Professionalisation and training

Regulation 3630, gazetted in June 2023, requires that water

services works be supervised by at least a Class V process

controller. Professionals of this class and above must register

with WISA, meet its membership standards and pursue

continuous professional development as required. Lower

classes must also undergo continued education independently.

Yet, there is a lot of resistance to the regulation. Most process

controllers work in municipalities and, although they knew

they had until 1 July 2025 to register, many have not complied.

Goldman says it comes from a combination of ignorance,

unnecessary budgetary resistance by the powers that be and

the individuals themselves. Councillors, municipal managers,

politicians and others in charge don’t want to spend money,

although the cost of training is comparatively low. Individuals

may fear that they don’t meet the standard or may not be able to

maintain it going forward.

“These concerns are unnecessary. You spend less maintaining

skills than maintaining broken infrastructure and processes, and

professionalisation is not an obstacle but a career enhancer,”

says Goldman.

A boon to the water sector

Regulation 3630 promises to enhance accountability,

transparency and performance within the water sector. The

well-known Blue Drop and Green Drop reports also draw a

direct correlation between municipality performance and their

capacity. So, yes, water investment is welcome, but people are

just as critical as pipes and plants, and South Africa must invest

in both to secure water resilience. Goldman invites municipalities

and process controllers to open a dialogue with WISA to air their

concerns and understand the true benefits of professionalisation.


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skills development

Aligning agendas

The Technology Innovation Agency (TIA), an entity of the Department

of Science, Technology and Innovation (DSTI), hosted a roundtable

engagement with the Sector Education and Training Authorities (SETAs).

TThe engagement focused on aligning South Africa’s innovation and skills

development agendas to address pressing challenges such as unemployment,

youth inclusion and economic transformation. The session, held in August

2025, saw 17 SETAs in attendance to forge a collaborative strategy for

advancing South Africa’s innovation and skills development agenda. The

strategic approach is built on the recognition that a disconnect between the

skills ecosystem and the innovation system is an impediment to progress.

Leveraging the Quadruple Helix model of innovation, which promotes

collaboration between academia, industry, government and civil society, the

initiative aims to create a shared vision for strengthening the role of SETAs in

building a more dynamic ecosystem that empowers the workforce and drives

socio-economic impact.

We must leverage strong partnerships

across government.

That said, private training providers often

struggle to keep their operations running

sustainably in rural locations without some kind

of external support. This is where collaboration

with government and businesses plays a critical

role. Offering incentives that encourage

companies to set up near or within rural areas

can create much-needed job opportunities,

while funding and backing for rural training

initiatives help make programmes affordable

and accessible to those who need them most.

When training providers, government and

industry align their efforts, they can develop

the vast skills available in South Africa’s rural

areas. Offering training where people live

supports personal growth, boosts community

economies and fosters a more equitable

national economy. S

“We view SETAs as active partners in our pursuit of the national skills

development and innovation agenda. Recently, we signed a strategic

partnership with the Media, Information and Communication Technologies

Sector Education and Training Authority (MICT SETA) that is aimed at

jointly designing and implementing targeted digital and Fourth Industrial

Revolution skills programmes,” says TIA Board Chair, Loyiso Tyira.

“This collaboration reflects an inclusive approach to skills development,

which addresses a lack of capacity in startup companies. The partnership will

facilitate the placement of skilled interns from the SETA within TIA-invested

companies, creating opportunities for permanent employment and helping to

grow the digital economy. We look forward to expanding this collaboration to

the SETAs who joined our engagement,” he adds.

TIA and the SETAs are confident that by aligning their respective strategic

plans, they can unlock new opportunities for skills development and job

creation. This partnership will focus on cultivating an innovation ecosystem

that equips South Africans with the skills needed for a future-ready workforce.

Matome Madibana, CEO of the MICT SETA, says, “Our mandate at the

MICT SETA goes beyond advancing much-needed skills development; we are

tasked with leading the national charge in 4IR-related skills for innovation.

To achieve this, we must leverage strong partnerships across government

to ensure a pipeline of skills that cuts across every sector of the economy.

This includes capabilities in digitisation, AI, the Internet of Things and

advanced connectivity.

“We must think beyond the present and harness the collective strengths

of our government entities to transform the skills landscape into one where

innovation is not occasional, but a culture and a way of life. Through such

partnerships, we can build products and solutions that are not only relevant

locally but also competitive globally, driving commercialisation, spurring

startups and creating sustainable jobs that anchor South Africa firmly within

the digital economy and a more inclusive future,” he concludes. S


good news

S

UP-WEF partnership on global

4IR centre

Deputy Minister of Science, Technology and Innovation applauds the recent launch of the South African Centre for Industry and

Technology – the first South African member of the WEF’s global network of Centres for the Fourth Industrial Revolution.

Deputy Minister of Science, Technology and Innovation, Nomalungelo

Gina, was speaking at the launch of South African Centre for Industry

and Technology (SACIT), which is hosted by the University of Pretoria

(UP). Themed “Advancing Africa’s Industrial Transformation”, the launch

took place as part of a meeting of the G20 Research and Innovation

Working Group Ministerial Meeting and the B20, held at the Council

for Scientific and Industrial Research (CSIR) offices in Pretoria.

With its launch, SACIT became the first South African member to

join the WEF’s 4IR Network of 22 global centres.

Deputy Minister Gina said the Centre has been established at a

critical time – as South Africa seeks to revitalise its manufacturing

industry, which contributes 13% to the country’s GDP. “With nominal

GDP in this sector projected to grow at an average of 5.7% annually

over the next decade, the opportunities before us are significant,” she

said. “But to seize them, we must commit ourselves to localisation and

the upskilling of the workforce.”

She emphasised that SACIT must build on South Africa’s existing

strengths across its national system of innovation. “This requires

coordination and synergy between government, academia, organised

labour, civil society, business and industry towards innovation-led

industrial development. Herein lies our economic resilience and

sustainable development.”

Deputy Minister Gina also stressed that innovation-led transformation

cannot be achieved in isolation. “It is important to recognise the strategic

importance of partnerships and solidarity if we are to ensure inclusive

and sustainable growth,” she added.

UP vice-chancellor and principal professor, Francis Petersen, said

universities can be powerful engines of industrialisation, but they are

also social institutions responsible for cultivating the next generation of

ethical citizens with integrity.

“With regard to their technical contribution to industrialisation,

universities must produce skills that are both rigorous and relevant to

the demands of industry,” he said. “This requires training that leverages

transdisciplinary approaches to develop diverse solutions. However, the

blurring of disciplines must extend beyond academia into sectors such

as automotive, mining, finance as well as food and nutrition, where

collaboration and co-creation with universities can take place. When

that happens, we begin to understand what catalysation means from a

university perspective.

“Universities are indeed engines for growth, but we must get it right,

and we must strike the right balance.”

Dr Thulani Dlamini (CSIR), Prof Francis Petersen (UP),

Deputy Minister Nomalungelo Gina (DSTI) and Andrew Kirby

(Toyota SA).

Nicole Roos, Nestlé’s MD for East and Southern Africa, and B20

South Africa Sustainable Food Systems and Agriculture Task Force cochair,

said, “Today we are standing united as South Africa, as Africa, and

more importantly as the world, as we shape and thrive in an inclusive,

resilient and sustainable global economy. Nestlé’s participation in this

B20 has really been core to our values. We are absolutely honoured

to do work that addresses responsible, cultural and global challenges.

In our task force, we are really looking at enhancing productivity. We

are working hard at building climate-ready and resilient food chains,

most importantly enabling trade and finally promoting sustainable

agricultural practices for the continent and the world at large.”

Andrew Kirby, CEO of Toyota South Africa, and B20 South Africa

Industrial Transformation and Innovation Task Force chair, said, “We

believe industrialisation is the key to unlocking inclusive and sustainable

growth. The world is changing fast, technology is advancing, trade

patterns are shifting and the race to decarbonise is accelerating.

Countries that adapt are creating jobs, building resilience and leading

in innovation; those that do not, risk falling behind.” His task team is

set on ensuring that this does not happen to South Africa.

SACIT will operate as an independent national centre. Its role is

to unite knowledge and expertise from across academia, government,

industry and civil society. The centre will function through a central

hub at UP that coordinates collaboration with multiple partners across

various initiatives. SACIT will provide opportunities for international

collaboration, enabling South Africa to benefit from global best

practices while contributing its own insights to solving challenges on a

worldwide scale. S

UP Vice-Chancellor and Principal Professor, Francis Petersen,

addressing the delegates at the launch of the Centre.

Deputy Minister Nomalungelo Gina signing a

commemorative plaque at the SACIT launch.

S

rural development

Rural SA needs water, sanitation and

energy to fight hunger

Rural homes headed by women in South Africa have many problems getting water, sanitation and energy, which are needed for

growing food and keeping it free from contamination.

By the University of Pretoria and the University of South Africa*

WWe are research specialists in food systems and public policy. Using

statistics from the 2022 South African General Household Survey, we

looked at how water and sanitation influence food security in 2 369

female-headed households in South Africa’s poorest provinces, the

Eastern Cape and Limpopo. We also investigated how energy acts as

a pathway through which water and sanitation affect food security.

We chose to research the plight of rural, women-led families

because even though these women have some access to land and grow

crops, they face many problems in growing enough food for their

families to survive. These problems include inadequate government

support, adverse climate conditions, unreliable water supply and

limited energy access.

Our research used a statistical approach that helped us see how the

different factors are linked. It showed that when women lacked access

to water, it strongly influenced their ability to grow, cook or store food,

which in turn increased their risk of being food insecure.

Our modelling showed that improved water, sanitation and reliable

energy influence different aspects of household food security in

varying ways. For instance, improved water access has a stronger effect

on food production, whereas reliable energy more directly supports

food preparation and safe storage.

Women-headed rural homes urgently need stable water supplies

for home and farming, proper toilets, clean and reliable household

energy and skills training. They also need to be drawn into

partnerships with different groups working on improving life and

small-scale farming in rural areas.

South Africa is currently president of the Group of 20 (G20)

most powerful nations in the world, which also has the African and

European Unions as members. We argue that the G20 can play a

leading role in supporting the setting up of rural water infrastructure

and sanitation. It could lobby for better financing for clean energy in

rural areas.

Technologies like low-cost purification systems and solar-hybrid

energy packages would work well in rural areas. The G20 could also

push for development programmes that link water, sanitation and

energy interventions with agricultural productivity.

Water, energy, sanitation and food

Women are primarily responsible for water collection, food

preparation and hygiene. This means they’re the most affected by

water cut-offs and having to walk long distances to collect unclean

water from rivers, ponds or unprotected wells. Unclean water causes

illness and contaminates their food.

Poorly located sanitation facilities pollute irrigation water, affecting

women’s small-scale farming.

Energy is very important in food security. Not having clean energy

to cook on or power fridges limits women from cooking, storing food

Article courtesy of The Conversation.


rural development

S

SOLUTIONS

Women-headed rural households must have a stable supply of water. This can happen by drilling and maintaining

boreholes and expanding communal taps. In each home, there should be a purification system to make water safe.

Rural hygiene can be improved. Toilets close to homes, improved toilets in schools and clinics, as well as ending

open defecation are the solutions.

Water and sanitation upgrades must be part of water management on farms or communal croplands, soil conservation

and crop diversification. This will make families more resilient by improving health, reducing waterborne diseases,

supporting crops and sustaining livelihoods.

Clean and reliable household energy must be expanded to rural areas. Homes headed by women need finance to have

liquefied petroleum gas, biogas or solar-hybrid packages.

Women need training in safe water handling, hygienic food processing and storage as well as climate-smart

agricultural practices. They must also have a formal role in governing local water, sanitation and energy projects.

Local government, utilities, non-governmental organisations and private providers must partner to deliver and

maintain services.

and running food-related enterprises. High energy costs and competing land

use for energy projects reduce agricultural productivity, further undermining

women’s food security.

Our research found that households with improved water sources

experienced better food security outcomes but frequent water interruptions

left women struggling. They often had just enough water to wash themselves,

but not enough to cook meals or water their crops. This forced women to walk

to distant taps to fetch water.

Households with flush toilets or ventilated improved pit latrines had better

food security outcomes than those without. When families share communal or

poorly maintained toilets, it increases the risk of waterborne diseases. These

reduce household members’ ability to work, grow and prepare food safely.

Energy access also helped improve food security. Households with access

to electricity were more likely to be food secure. Electricity enables safe food

storage, cooking and preservation, reducing spoilage and supporting consistent

meal preparation. S

* Written by Adrino Mazenda, Senior Researcher, Associate Professor: Economic

Management Sciences, University of Pretoria and Hunadi Mapula Nkwana, Associate

Professor: Public Administration and Management, University of South Africa.

HOW G20 SA CAN HELP

The G20 has an Agriculture Working Group and

Food Security Task Force. This is supposed

to promote global cooperation on sustainable

agriculture and food security. It emphasises

women’s participation, innovation, climate

resilience and Africa-focused water, sanitation and

energy solutions. For this to happen, our research

suggests these steps:

• Create a dedicated fund to support womenheaded

households with rural water, sanitation

and clean cooking or food storage solutions.

• Track progress using simple measures that show

how reliable and accessible water, sanitation,

energy and food are for households, including

distance to facilities and quality of diets.

• Help utilities and small businesses invest to

improve water, energy and maintenance services.

• The G20 can insist that gender-sensitive capacitybuilding

programmes must be funded. These

should support women’s leadership in rural

governance and knowledge exchange networks.

• Protect food supplies from outages by using

backup energy systems and sharing lessons

from South Africa’s power interruptions.


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finance

Smart governance and revenue

collection start with Pay@

South African citizens and communities depend on the country’s 257 metropolitan, district and local municipalities for

essential basic services. Providing access to services while financing regional infrastructure projects requires significant

funding management.

FFor this liquidity, municipalities rely on residents to pay service

rates, property taxes and connection fees. Research from the

National Treasury shows that this is not currently the reality.

Only every R3 out of R4 billed by municipalities is collected.

With this shortfall, municipalities are under immense financial

pressure to fulfil their obligations.

Outdated payment systems can contribute to low collection

rates, communication issues and long queues at municipal

offices. With the right revenue collection systems in place, the

shortfalls can be decreased. Digital payment platforms provide

a financial solution that enables real-time collection and digital

integration for municipalities while making payment processes

more accessible for citizens. Retail payment partners allow for

South Africans to pay from a trusted retailer, cutting down on

travel time and shortening queues at the municipality.

Pay@ fits the bill as a trusted partner for South African

municipalities to streamline revenue collection by combining

retail accessibility with fintech innovation. As one of South

Africa’s leading payment solutions, various metropolitan

municipalities, such as City of Cape Town, City of Ekurhuleni and

eThekwini Metropolitan Municipality, are already collaborating

with Pay@.

These partnerships are solving municipal payment collection

challenges across the country, enabling municipalities to create

a cashless environment where required, reducing payment

defaults and decreasing risks associated with cash handling

all while providing convenient ways for citizens to pay. Pay@ is

enabling municipalities to benefit from:

• Increased revenue. Pay@ expands and diversifies revenue

collection streams to boost compliance and reduce arrears.

• Improved payment accessibility. Pay@ provides multiple

payment options, including retail, vouchers, cards, cash, EFTs,

QR codes and various mobile payment apps.

• Enhanced customer experience. Pay@ has many convenient

payment locations and trusted retail partners improve

satisfaction and encourage on-time payment.

Pay@ fits the bill as

a trusted partner for

South African municipalities

and their citizens.

Pay@ is available at over 11 000 retailer locations and more

than 237 000 point-of-sale payment points. By partnering with

many of the country’s national retailers, citizens can pay their

bills conveniently and securely in environments they already trust.

Pay@’s retail network is also supported by advanced real-time

payment validation, ensuring that every transaction is instantly

confirmed and reconciled.

Let Pay@ add value to your municipality’s payment processes

by opening a world of new payment possibilities. Visit payat.co.za

to start enjoying simplified payments, strengthened transparency

and modernised revenue ecosystems. S

Pay At Services (Pty) Ltd is a Licensed Financial Services Provider: FSP29423


INTRODUCING

JOHANNESBURG - GABORONE

Starting 4 November 2025, South African Airways will operate a double daily service between Johannesburg and

Gaborone. This will provide travellers with more options and flexibility for travel between South Africa and Botswana.

THE DAILY SCHEDULE IS AS FOLLOWS:

- MORNING FLIGHT: Departing Johannesburg at 06:50, arriving in Gaborone at 07:45.

- RETURN FLIGHT: Departing Gaborone at 08:25, arriving in Johannesburg at 09:25.

- AFTERNOON FLIGHT: Departing Johannesburg at 16:25, arriving in Gaborone at 17:20.

- RETURN FLIGHT: Departing Gaborone at 18:00, arriving in Johannesburg at 19:00.

Whether travelling for business or leisure, enjoy smooth connections, friendly service, and ample baggage allowance,

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Book now at www.flysaa.com or contact your nearest travel agent.

South African Airways - Connecting Africa to the World, One flight at a time.

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