Why water infrastructure maintenance must be non-negotiable

Many households and businesses understandably grumble when maintenance work leads to scheduled supply interruptions or temporary closures. It is human to resist inconvenience.

Yet this perspective overlooks the broader, intergenerational consequences of inaction. Maintenance is not optional. It is a fundamental prerequisite for a reliable and resilient water supply system.

Water security and water quality are two central strategic priorities within AWSISA’s Ten-Point Plan. Achieving both depends fundamentally on consistent and effective maintenance.

The recent water crises affecting many parts of the country serve as a sobering reality check. They have exposed just how fragile our water systems have become. In cities and rural towns alike, ageing pipes, untreated sewage discharges and recurring interruptions are no longer isolated incidents. They are becoming the norm. At its core, it is a story of governance, investment and, critically, maintenance. It reflects decades of deferred upkeep and underinvestment in essential infrastructure.

As the Association of Water and Sanitation Institutions in South Africa (AWSISA), our message is clear: We can no longer postpone responsibility for maintaining our water infrastructure. This is a shared national obligation. It is also a message that will take centre stage at the AWSISA Africa and Global South Water and Sanitation Dialogue 2026, under the theme “Accelerating Climate-Resilient Water and Sanitation Solutions for Africa and the Global South – Every Drop Counts”, scheduled for 23–26 November 2026. The Dialogue will provide a vital platform to share lessons, strengthen collaboration and advance practical solutions to water insecurity across the continent.

The winter season, with its typically lower water demand, presents an ideal window for undertaking major infrastructure maintenance. Yet this opportunity is often undermined by persistent and uncontrolled water losses through leaks. While these losses place additional strain on already constrained systems, they must not become an excuse for inaction. On the contrary, they underscore the urgency for disciplined, well-coordinated maintenance planning and execution.

Effective coordination across the entire water value chain is critical. Even where maintenance has not been pre-scheduled, there is significant scope for opportunistic interventions — taking advantage of planned shutdowns upstream or downstream to carry out essential repairs, upgrades and system optimisation. This requires foresight, communication and operational agility across all institutions responsible for water delivery.

Too often, insufficient attention is paid to the maintenance of residential water and sanitation infrastructure, despite its substantial contribution to overall system losses. Like all infrastructure, household plumbing systems have a finite lifespan and require regular inspection and upkeep. Neglect at this level not only exacerbates water losses but also places unnecessary pressure on already strained municipal networks.

Water infrastructure, from treatment plants and pump stations to distribution networks and reservoirs, does not last forever. Like all engineered systems, it requires consistent maintenance, renewal and strategic investment. When this is neglected, the consequences are immediate, measurable and costly.

Across South Africa, municipalities report staggering losses. Some water service authorities spend as little as 3% of the value of their assets on maintenance, far below the recommended 8% benchmark. Even well-resourced municipalities sometimes allocate less than 1%. The result is a growing dependence on emergency measures, particularly tankering. In the 2023/24 financial year alone, more than R2.3 billion was spent on water tankers, a temporary and costly stopgap that cannot substitute for a functional system.

Water losses through leaks and vandalism are equally alarming. In some regions, non-revenue water - water produced but never billed - accounts for nearly half of total supply. The financial and operational implications are severe, and they worsen with every year that maintenance is deferred.

The scale of the challenge is stark. In Gauteng alone, an estimated 431 billion litres of water are lost annually. Assuming municipalities purchase bulk water from Rand Water at approximately R13, 99 per kilolitre, this represents a significant financial burden running into billions of rand each year. To put this into perspective, the volume of water lost annually in Gauteng is sufficient to supply entire provinces such as the North West or the Northern Cape. This level of inefficiency is simply unsustainable in a water-scarce country.

Planned maintenance prevents catastrophic breakdowns. When systems are neglected, failures occur unpredictably, resulting in longer disruptions and significantly higher repair costs than scheduled maintenance would require. Poorly maintained wastewater treatment plants discharge untreated effluent into rivers and ecosystems, posing serious risks to public health and the environment.

Maintenance also curbs escalating costs. A minor leak today can become a major pipe burst tomorrow, and emergency reconstruction invariably costs far more than routine upkeep. Reliable water supply, in turn, underpins economic activity. Agriculture, manufacturing, services and households all depend on consistent access to water. Frequent disruptions erode investor confidence, disrupt production and constrain economic growth. In this context, maintenance is not a cost, but an investment. A few hours of planned interruption today can prevent days or even weeks of disruption tomorrow.

The importance of maintenance is further reinforced by the findings of the Green Drop Report, which consistently highlights the strong link between infrastructure condition and water quality outcomes. Well-maintained systems are far more capable of delivering safe, reliable water services and of supporting the deployment of climate-resilient and innovative technologies. They also enable the development of redundancy and flexibility within infrastructure networks. These are critical features that help minimise disruption during emergencies, system failures and planned maintenance activities.

One municipality offers clear evidence of the cost of neglect, where the absence of a comprehensive water services development plan and effective maintenance strategies has led to water loss rates as high as 66%, environmental degradation and an expensive reliance on tankering. This is not an isolated case. It reflects systemic weaknesses. It demonstrates that neglecting maintenance is far more costly than planned, preventative action.

Globally, the case for maintenance is equally compelling. Water utilities lose an estimated 126 billion cubic metres of water each year through leaks and inefficiencies, enough to provide every person on earth with a meaningful daily allocation. In developing countries, halving non-revenue water could generate an additional $2.9 billion annually, enabling millions more people to be served without developing new water sources.

Phnom Penh in Cambodia offers a powerful example. Through governance reform, effective metering, accountability and reinvestment, the city reduced non-revenue water from over 70% to around 6%, while achieving continuous supply. This lesson shows that sustained maintenance, sound governance and reinvestment deliver measurable and lasting results.

South Africa’s water story can be one of success, but time is not on our side. Resilience is not built overnight. It is sustained through consistent maintenance and strategic investment. Water revenue must be ring-fenced to ensure that funds are reinvested into infrastructure rather than diverted elsewhere. Governance and professionalisation must be strengthened so that technical expertise, accountability and timely implementation become the norm.

At the same time, enforcing resilience measures, such as onsite water storage for businesses and communities, can reduce the impact of necessary maintenance work. Equally important is public awareness. Households and businesses must recognise that the inconvenience of planned maintenance is far less costly than prolonged outages caused by system failure.

Water is the lifeblood of our economy, our society and our environment. Maintenance is essential, and occasional inconvenience is the price of reliability. When supply is interrupted for essential repairs, it should be understood as an investment in tomorrow’s security. Businesses, too, must plan around scheduled maintenance as part of building a resilient and productive economy.

The AWSISA Africa and Global South Water and Sanitation Dialogue 2026 will provide a critical platform to accelerate climate-resilient solutions, share innovation and reaffirm a simple but urgent truth: every drop counts. This is not a conversation for the future. It is a call to action now, for South Africa and the broader Global South.

Water crises are preventable. Deferred maintenance has consequences, while timely investment builds resilience. The choices we make today will determine whether future generations inherit a reliable system or continue to face avoidable shortages and breakdowns.

Investing in the maintenance of our water infrastructure, even at the cost of short-term inconvenience, is not optional. It is essential to securing South Africa’s water future and the well-being of all its people.

Ramateu Monyokolo is Chairperson of the Rand Water Board and the Association of Water and Sanitation Institutions in South Africa (AWSISA).

Why desalination must be central to South Africa’s water future

South Africa is widely described as a water-scarce country. The phrase appears so often in policy discussions, academic literature and public discourse that it has become accepted as an almost unquestioned truth.

 The country receives relatively low average rainfall, and large parts of the interior are semi-arid, while climate change is intensifying drought cycles and rainfall variability.

Yet this characterisation, while broadly accurate, deserves deeper scrutiny. South Africa indeed faces significant freshwater constraints, but it is also a country with approximately 3,500 kilometres of coastline, bordered by both the Atlantic and Indian Oceans. In this context, a more probing question emerges: Is water scarcity a fixed natural condition or is it partly the result of a failure to fully harness the resources available to us? The answer increasingly points towards a strategic expansion of seawater desalination.

Desalination, the process of removing salts and minerals from seawater to produce potable water, has undergone profound technological transformation over the past three decades. What was once considered prohibitively expensive and energy-intensive has become a mainstream component of water security strategies around the world.

Countries with far fewer natural advantages than South Africa have already embraced desalination as a cornerstone of water security. Singapore, historically dependent on imported water, has built a diversified system combining desalination, wastewater recycling and stormwater capture. Australia invested heavily in desalination during the millennium drought to safeguard the water supplies of cities such as Perth, Sydney and Melbourne. These countries demonstrate that water scarcity can be managed through technological innovation and strategic infrastructure investment.

South Africa has similar opportunities. Nearly 40 percent of the country’s population lives in coastal provinces. Major urban and economic centres such as Cape Town, Nelson Mandela Bay, eThekwini and the rapidly expanding coastal corridors of the Western and Eastern Cape are already experiencing growing pressure on traditional surface water systems. Population growth, urbanisation, climate variability and ageing water infrastructure are straining water resources.

The 2018 “Day Zero” crisis in Cape Town provided a stark illustration of how vulnerable urban water systems can become when rainfall-dependent sources are pushed to their limits. This episode revealed how fragile conventional water supply systems can be in a changing climate.

Unlike rainfall-dependent dams and rivers, desalination provides a climate-resilient and drought-proof supply. The ocean does not run dry during drought cycles. By integrating desalination into long-term national water planning, South Africa could create a strategic buffer against future water shocks.

Crucially, desalination should not be viewed as a silver bullet. Water security requires a diversified portfolio of solutions. Infrastructure maintenance, reduction of non-revenue water losses, wastewater reuse, groundwater development and improved catchment management must all remain central pillars of national policy.

South Africa already has examples of how unconventional water sources can strengthen national supply. The work of the Trans-Caledon Tunnel Authority in treating acid mine drainage demonstrates how a major environmental liability can be transformed into a valuable water resource. In many respects, the treatment of acid mine drainage is conceptually similar to desalination since both involve advanced processes that remove harmful minerals and contaminants to convert unusable water into potable supply. This experience shows that South Africa is already applying such technologies on a limited scale, and the next logical step is to expand these capabilities to include seawater.

Through advanced treatment plants in the country’s mining basins, polluted mine water is purified and returned to the water system, contributing significant volumes to urban supply. This experience shows that innovation and infrastructure investment can convert previously unusable water into a reliable supplementary source. The lesson is clear: when technology, governance and investment align, water challenges can be transformed into opportunities.

Climate research further underscores the need to diversify water sources. Studies supported by the Water Research Commission show that the cyclical patterns of the El Niño–Southern Oscillation produce uneven rainfall across South Africa, with some regions experiencing drought while others receive above-average rainfall. Coastal towns such as George and Plettenberg Bay can experience El Niño-type drought conditions, while inland provinces such as Limpopo, Mpumalanga and Gauteng may simultaneously experience wetter La Niña conditions. This uneven climate reality strengthens the case for developing desalination capacity along the coastlines of KwaZulu-Natal, Eastern Cape, Western Cape and Northern Cape.

Encouragingly, South Africa already possesses significant research capacity in desalination technologies. Universities and research institutions have been actively exploring desalination and alternative water sources for years. The Water Research Commission has funded extensive work in this field. Stellenbosch University has also participated in innovative pilot projects exploring the integration of renewable energy and desalination. In 2018, researchers partnered with the Hessequa Municipality to establish South Africa’s first solar-powered desalination plant in the coastal town of Witsand.

More broadly, national research initiatives are increasingly focusing on alternative water sources, including desalination, as part of South Africa’s long-term water innovation strategy. The government’s Water Research, Development and Innovation Roadmap explicitly identifies desalination, water reuse and improved groundwater utilisation as key pathways to strengthen water security in a climate-constrained future.

New research centres are also expanding the country’s scientific capacity in water innovation. Partnerships between universities and the Water Research Commission, such as the establishment of the Arid Region Water Research Centre at Sol Plaatje University, are helping to develop new technologies and policy solutions for water-stressed environments. These developments show that South Africa is not starting from zero. The country already possesses the scientific expertise, engineering capacity and institutional frameworks required to advance desalination.

One of the key concerns often raised about desalination is cost, particularly the energy required to power reverse-osmosis systems. However, technological improvements and the rapid growth of renewable energy are changing this equation. Solar and wind power, both abundant along South Africa’s coastline, can significantly reduce operating costs while lowering the carbon footprint of desalination plants.

In addition, water infrastructure can also support energy resilience. Integrating hydropower into dams, pipelines and large-scale water treatment systems can reduce dependence on the national electricity grid and lower operating costs. As desalination facilities expand, coupling them with renewable energy and hydropower generation could make them far more financially sustainable over the long term.

This presents a particularly compelling opportunity for South Africa, where coastal regions such as the Western Cape and Northern Cape possess some of the world’s best solar and wind resources. By aligning desalination infrastructure with the expansion of renewable energy, the country could create a new generation of climate-resilient water systems.

The economic case is equally compelling. Water security underpins virtually every dimension of national development. Reliable water supply supports agriculture, industry, tourism, mining, energy production and urban growth. Conversely, water shortages impose severe economic costs, disrupt investment and undermine social stability. In this sense, desalination is not merely a water project. It is also a strategic economic investment.

The long-term cost of water insecurity–lost economic output, infrastructure damage, emergency interventions and declining investor confidence–can far exceed the capital required to build resilient water infrastructure. History shows that nations that thrive are those that transform natural constraints into strategic advantages.

Given the scale of investment required, South Africa should also pursue continental and international partnerships in desalination technology, financing and knowledge exchange. Institutions such as the Trans-Caledon Tunnel Authority, currently being integrated into the South African National Water Resources Infrastructure Agency, could be mandated to coordinate this programme nationally, replicating the successful model already used in managing acid mine drainage treatment projects.

Instead of asking whether we have enough water, we should ask a more ambitious question: How boldly are we prepared to invest in securing it?

Government, industry, researchers and investors must work together to accelerate desalination feasibility studies, develop coastal pilot projects and integrate desalination into long-term national water planning. Universities and engineering institutions should expand research into energy-efficient desalination technologies tailored for South African conditions. Financial institutions and development partners should recognise water infrastructure as a critical investment in economic stability.

As South Africans, we must expand our imagination. We may be a water-scarce country, but our coastline stretches for thousands of kilometres. The oceans that surround us are vast and enduring. With vision, innovation and investment they can become a cornerstone of South Africa’s water security.

Ramateu Monyokolo is Chairperson of the Rand Water Board and the Association of Water and Sanitation Institutions in South Africa (AWSISA).

South Africa at critical juncture

Leadership requires knowledge, together with decisive planning and execution to ensure successful water conservation initiatives are achieved.

South Africa stands at a critical juncture in its water security journey. As a water-scarce country, with below-average rainfall and increasing climate variability, the need for decisive, coordinated water conservation efforts has never been greater. For industry leaders—particularly those operating in Gauteng, the economic engine of the country—the challenge is not only environmental, but fundamentally economic and social.

The Need for Water Conservation Leadership

Water is the lifeblood of South Africa’s economy, sustaining mining, manufacturing, energy production, households and agriculture. Yet the country’s natural endowment is limited: South Africa receives roughly half the global average rainfall and is ranked among the driest nations globally. This structural constraint is compounded by rising demand driven by population growth, urbanisation, and industrial expansion.

Industry alone accounts for a significant share of national water use, with estimates indicating that domestic and industrial and commercial users combine, consume an estimated 27% of available water resources. In this context, industry leaders are not peripheral participants—they are central to both the problem and the solution. Without a fundamental shift in how water is valued, measured, managed, and conserved within industry, South Africa’s long-term economic sustainability could be at risk.

The Current Situation: A System Under Pressure

South Africa has well-developed water resources infrastructure, it is however fast approaching full utilisation of available surface water yields and running out of suitable sites for new dams. The current water landscape across the country, and particularly in Gauteng, reflects a system under severe strain. Demand in major metros such as Johannesburg, Tshwane, Ethekwini, Cape Town, Gqeberha and Ekurhuleni has exceeded sustainable supply limits, forcing the need for other supply interventions. This overextension is not sustainable and has already led to intermittent supply disruptions.

Equally concerning is the scale of water losses. In Gauteng, as much as 40% of treated water is lost through leaks and inefficiencies in aging infrastructure. These losses represent not only wasted water but also wasted energy, revenue, and operational capacity.

Compounding these challenges are issues of governance and maintenance. Ageing municipal infrastructure, insufficient investment, and delayed repairs continue to erode system reliability. At the same time, consumption patterns remain high, with South Africans using significantly more water per capita than the global average.

The reality is clear: South Africa does not only face a supply problem—it faces a management, behaviour, and efficiency problem. This is where the Water Wise education network and initiatives come into play.

What Is Required Going Forward?

Addressing South Africa’s water crisis requires a multi-layered response, with industry leaders playing a proactive and collaborative role.

Firstly, water efficiency must become a core business imperative. This includes adopting water-saving technologies such as smart metering, recycling systems, and process optimisation. Smart technologies, for example, can detect leaks in real time and enable predictive maintenance, significantly reducing losses and improving system resilience.

Secondly, investment in infrastructure must be prioritised. Non-revenue water has increased from an average of 37% in 2014 to approximately 47% in 2023. While government has a central role, the scale of the challenge necessitates public-private partnerships. Industry can contribute through co-investment, innovation, and skills development to modernise water systems and improve operational efficiency. Investment can realistically only be achieved through the combine effort of citizens and industry alike to pay for water services and water used.

Thirdly, data-driven decision-making and accountability must be strengthened. Accurate measurement of water use, losses, and efficiencies allows organisations and households alike to set targets, track progress, and align with national water conservation goals.

Fourthly, a shift in organisational culture is essential. Water stewardship must be embedded at all levels—from executive leadership to operational staff. This includes integrating water risk into ESG frameworks, sustainability reporting, and long-term strategic planning. This should be translated into tangible change within business water use behaviour and ultimately financial savings.

Fifthly, collaboration across sectors is critical. Water is a shared resource, and its management requires coordinated action between government, utilities, industry, and communities. Initiatives led by the Department of Water and Sanitation highlight the importance of integrated planning and regulatory alignment in ensuring sustainable water use. It is important that at relevant platforms and across -industries that initiatives and best practices are shared.

Finally, innovation is crucial to ongoing improvement of water conservation. Emerging water conservation innovations combine digital technology, automation, and reuse systems to drastically reduce waste. Smart Internet of Things (IoT)-enabled meters and sensors provide real-time monitoring, detecting leaks early and improving efficiency by up to 25%.

AI-driven systems optimise water use in industry, irrigation, and treatment by analysing demand and environmental data. Precision irrigation and smart controllers tailor watering to soil and weather conditions, cutting outdoor use significantly. Greywater recycling and rainwater harvesting further reduce freshwater demand, while smart water grids integrate data, automation, and predictive maintenance for sustainable water management in both homes and industry.

The Critical Role of Water Wise Education

While infrastructure and technology are vital, they are insufficient without a fundamental change in behaviour and awareness. This is where the role of Rand Water’s Water Wise programme becomes indispensable.

Water Wise is a long-standing initiative aimed at promoting responsible water use across all sectors of society. It recognises that water conservation is not only a technical issue but also a behavioural one, influenced by knowledge, attitudes, and daily practices.

The Water Wise education teams play a particularly important role in bridging the gap between policy and practice. Through workshops, outreach programmes, and targeted engagements, they equip communities, schools, and industries with practical tools and knowledge to identify inefficiencies, reduce water use, and prevent pollution.

Importantly, these teams also foster a culture of ownership and accountability. Initiatives such as community outreach programmes demonstrate how education can translate into action—empowering individuals and businesses to identify leaks, adopt water-saving practices, and become advocates for environmental sustainability.

For industry leaders, engaging with Water Wise is not merely a corporate social responsibility exercise—it is a strategic investment. By partnering with these education teams, organisations can enhance employee awareness, improve operational efficiency, and contribute to broader societal resilience.

Conclusion

South Africa’s water future will be determined not only by rainfall or water related infrastructure, but by the wise choice of leadership. Industry leaders have both the capacity and the responsibility to drive meaningful change.

By embracing efficiency, investing in innovation, fostering collaboration, embracing environmental responsibility and supporting initiatives such as Water Wise, they can help secure a sustainable water future.

The message is simple but urgent: water conservation is no longer optional—it is a strategic necessity for economic survival and growth.

Dr. Leslie Hoy

Making a splash with water wisdom

Rand Water’s Water Wise Education Team has been making a splash for many years and has emerged as a leading force in promoting water conservation and environmental sustainability.

Their innovative edutaining (educational and entertaining) programmes and educational materials for learners, teachers, students and adults have played a critical role in shaping public understanding of water issues and inspiring individuals to adopt Water Wise practices. As the effects of climate change on water security become increasingly apparent, the work of the Water Wise Education Team (WWET) is growing in importance.

Water Wise, a sub-brand of Rand Water, is a campaign aimed at increasing awareness of the need to value water and to use it wisely. South Africa is a water stressed country, and the water resources are under tremendous pressure from a growing population, ongoing development, pollution, wetland destruction, alien invasive plants and the effects of global warming. The amount of water available for use remains the same, and despite plans to increase storage capacity through the building of new dams or water transfer schemes, predictions are that the demand for water will outstrip supply. One of the answers to this dilemma lies in changing people’s attitude and thus their behaviour to use water wisely. The campaign has been forging partnerships and developing relationships bringing the “Water Wise” message to Gauteng and South Africa, and also the world. Changing behaviour requires an ongoing effort at all ages, as education is a lifelong process, both to spread awareness and to constantly reinforce the message so that people take action and make a splash.

The HAND concept of being Water Wise is the FOUNDATIONAL MESSAGE to being Water Wise.

To be WISE means to take the knowledge you have gained and use it to benefit yourself and others, including plants and animals, without causing harm. There are six meanings to be Water Wise, which is illustrated by the five fingers and the palm of a hand.

1. 1. Respect Water, Respect Life: water needs to be respected and valued.
   
2. 2. Don’t Waste Water: as South Africa is classified as a water stressed country, water must not be wasted. Dams and water transfer schemes are not the solution. Using less water is.
   
3. 3. Don’t Pollute Water: pollution affects the life in rivers and increases cleaning costs for Rand Water. Rivers and dams must not be polluted with contaminants.
   
4. 4. Pay for Water Services: the infrastructure and human resources that supply clean water to taps requires finances. This valuable service needs to be paid for.
   
5. 5. Environmental Action: any positive action for water and the environment is important for water security. Positive actions must become a habit.
   
6. 6. Conserve Water, Conserve the Environment: looking after water means the environment is looked after, and the survival of life on Earth is ensured.
   

Over the years the WWET has used a range of methodologies to impart the Water Wise message to adults and youth, the future leaders. All methodology used is ‘edutaining’, which is the use of entertainment to educate audiences of all ages. The aim is for the audience to have fun interacting with the Water Wise message and gain knowledge about the specific topic and encourage a change in behaviour. The WWET provides interactive programmes on water use, water quality, water treatment, wastewater treatment, wetlands, etc. Examples of the methodology used include:

• • Experiments
  
• • Games
  
• • Puppet Shows
  
• • A tapduck mascot called Manzi
  
• • Water quality testing
  
• • Water quantity auditing
  
• • Roadshows
  
• • Exhibitions
  
• • Team building activities, etc.
  

The education services of WWET are offered from three Water Wise Centres, i.e. Rand Water Nature Centre in Glenvista; Vereeniging Treatment Works; and Jewish National Fund Walter Sisulu Environmental Centre in Mamelodi.

In addition to this, the WWET develops and distributes free educational material (hard copy and/or electronic) to a wide range of people. The material that is aimed at schools is aligned with the school curriculum, thereby assisting teachers with valuable material to use in the classroom. Examples of the materials include activity books, readers, posters, brochures, videos, etc.

The WWET always aims to make a splash and achieve a high performance in all its initiatives. The number of educational programmes facilitated by the WWET are summarised in Table 1. Each educational programme was evaluated by customers, and the results are also summarised in Table 1.

Some comments received from customers, where WWET is making a splash, is highlighted in the following quotes:

• • ‘The presentation was well presented and very educational.’ (Nyiko Sondlani, South West Gauteng College)
  
• • ‘The practicals are linked to the content that the students are taught in class. Facilitators were very informative.’ (Elelwani, University of Venda)
  
• • ‘The students received a lot of practical knowledge, were thrilled to use the tools, and thrilled in the water testing.’ (Mathapelo, Bonalesedi Nursing College)
  
• • ‘Was excellent, message was clear. Our learners learnt about respect and taking care of the environment in addition to being a Water Wise Warrior.’ (Mrs Naidoo, Laerskool Lindopark)
  
• • ‘The books contain a lot of informative education, making children aware of the usage of water. The pictures are clear and attractive. The books are very important as they are part of the topics in Natural Sciences, Economic and Management Sciences, Geography, Life Orientation, Life Skills and many more.’ (Selina Makena, Jopie Fourie Primary School)
  
• • ‘It will definitely teach them because the images explain the importance of saving water and with them having experienced times without water, that experience will make them value water even more.’ (Ms Precious Moremi, Rephafogile Secondary School)
  

Collaboration has been a cornerstone of the WWET’s success in making a splash. Over the years the team has partnered with a variety of organisations, from environmental non-governmental organisations to academic institutions, businesses and government, e.g. Pick n Pay School Club, BirdLife South Africa, Joburg City Parks & Zoo, Department of Education, Department of Water and Sanitation, Fundisa for Change, etc. These partnerships have allowed them to expand their reach, develop new educational material, and share best practices.

The Pick n Pay School Club conducts a needs survey in schools nationwide annually. The results for 2025 are in the following priority:

• • Food: 24.2%
  
• • Consumables and clothing: 23.8%
  
• • Donations and sponsorships: 20.0%
  
• • Education material and programmes: 15.8%
  
• • Equipment, maintenance and infrastructure: 14.2%
  
• • Recycling: 1.1%
  
• • Garden items: 0.9%
  

Under the “Education Material and Programmes” category the schools requested: roadshows, learner support material, more edu content for teachers and learners (books and posters), reading books, more visits to the schools, curriculum assistance, workshops and learner presentations. This shows that the education services and materials provided by the WWET are in demand and there is also an opportunity for growth in the future.

As the WWET has made a splash in edutaining the public to be Water Wise, they remain committed to their mission of promoting water conservation, water demand management and environmental sustainability. The challenges of climate change and population growth make their work more urgent than ever, but they are confident that through education and community engagement, they can continue to make a splash with water wisdom. As they look to the future, the WWET remains a beacon of hope and progress in the fight to protect our most precious resource: WATER!

For more information on Water Wise please contact 0860 10 10 60, email: waterwise@randwater.co.za, or log onto www.waterwise.co.za

Grant Pearson

Rand Water Socio‑Economic Development Projects–impact to the organisation

In compliance with these requirements, Rand Water developed an Enterprise Development (ED) and Socio-Economic Development (SED) Strategy, effective from 25 July 2017.

1. RAND WATER SOCIO-ECONOMIC DEVELOPMENT BACKGROUND

Rand Water (RW) as an organ of state is required to comply with the Broad-Based Black Economic Empowerment (B-BBEE) Amendment Act, 2013 (Act No. 46 of 2013) and the Codes of Good Practice to ensure meaningful contribution to its BBBEE scorecard. In compliance with these requirements, Rand Water developed an Enterprise Development (ED) and Socio-Economic Development (SED) Strategy, effective from 25 July 2017.

The purpose of the strategy was to achieve the following:

• • provide an implementation approach for both ED and SED including a measurement criterion.
  
• • Establish a governance framework for monitoring and evaluating empowerment outcomes.
  

The SED model is further designed to promote and manage local initiatives aimed at minimising risks associated with the implementation of Rand Water infrastructure projects,

• • Provide social facilitation for existing and upcoming RW infrastructure projects,
  
• • Ensure that existing and potential community-related issues are resolved proactively prior to project commencement,
  
• • Uplift communities through skills development, job creation, and participation of local enterprises
  
• • Improve economic well-being and quality of life within RW areas of supply through sustainable development initiatives
  

2. RAND WATER SOCIO-ECONOMIC DEVELOPMENT OBJECTIVES AND IMPACT

2.1. Stakeholder Engagement and Involvement in Rand Water Projects

Effective stakeholder engagement is critical to the successful implementation of RW infrastructure projects. Continuous engagement ensures that communities and local businesses remain informed, involved, and supportive throughout the project lifecycle. This allows the fertilisation of the ground before RW infrastructure projects kickstart in communities and continue to maintain the relationships throughout the entire project. The SED team actively engages with key stakeholders, including municipalities, community forums, councillors, SAPS, and relevant government departments such as Education, Social Development, and Health. This structured approach:

• • Minimises project disruptions and community protests
  
• • Promotes stakeholder buy-in and project advocacy
  
• • Strengthens relationships throughout the project lifecycle
  

Without a structured stakeholder engagement approach, projects may face delays, stoppages, and additional costs such as standing time payments to contractors. The SED Strategy mitigates these risks by ensuring proactive community involvement and clear communication. Rand Water has observed increased community interest in its projects, largely driven by the positive impact of SED initiatives and associated economic opportunities. The organisation then established SED strategy to earmark opportunities and funds for communities in its future projects to positively respond to the scale of the current unemployment in the country and to implement its infrastructure projects without interruption —and in turn, respond to its BBBEE scorecards requirements.

Without a structured stakeholder engagement approach, projects may face delays, stoppages, and additional costs such as standing time payments to contractors. The SED Strategy mitigates these risks by ensuring proactive community involvement and clear communication.

2.2. Broad-Based Black Economic Empowerment–Compliance

Rand Water’s SED initiatives directly support compliance with the Broad-Based Black Economic Empowerment Act (Act 53 of 2003) and the Codes of Good Practice (2013). As a state-owned entity, Rand Water is required to allocate 1% of its Net Profit After Tax (NPAT) towards SED initiatives. Achieving this target contributes five (5) points towards the organisation’s B-BBEE scorecard.

2.3. Rand Water Socio-Economic Development Value Add to Rand Water

The table below illustrates key challenges previously experienced during infrastructure project implementation and the improvements achieved through the establishment of the SED function.

2.4. Impact Summary

Between December 2025 and March 2026, Rand Water implemented targeted Socio-Economic Development (SED) interventions across its areas of supply, directly benefiting over 78 community members through accredited skills development programmes and community upliftment initiatives.

• • These interventions contributed to:
  
• • Enhanced employability of local youth through certified training in machinery operation and Occupational Health and Safety
  
• • Improved community infrastructure through the provision of a mobile classroom, supporting early childhood development
  
• • Strengthened stakeholder relations and increased community participation in infrastructure projects
  
• • Reduction in project disruptions through proactive social facilitation and structured community engagement
  

Collectively, these initiatives demonstrate Rand Water’s commitment to leveraging infrastructure programmes as a catalyst for sustainable socio-economic development, skills transfer, and inclusive growth, while simultaneously supporting project stability and organisational performance.

3. PROJECTS DONE AND HANDED OVER BETWEEN DECEMBER 2025 AND MARCH 2026

Out of the five SED focus areas—Job Creation, Skills Development, Corporate Social Responsibility, Social Facilitation, and Participation of Local Enterprises—this report focuses on Skills Development and Corporate Social Responsibility.

3.1. Skills Development:

This specific objective addresses both community expectations and project requirements by ensuring the availability of relevant skills without compromising quality. To meet the target for the employment of local labour without compromising the quality the project, Rand Water, through its SED team and in collaboration with community representatives and contractors, identifies, implements, and monitors targeted skills development initiatives aligned to project needs.

3.2. Corporate Social Responsibility:

Corporate Social Responsibility (CSR) interventions focus on community development and social upliftment through partnerships with cooperatives, non-governmental organisations (NGOs), and educational institutions. Projects are identified, assessed, and implemented collaboratively between Rand Water, community stakeholders, and contractors.

Below are the projects that were done between the period of December 2025 to March 2026

Dr Esper Ncube Honoured with lifetime achievement award at 1st African Women in Wash Awards

In the quiet choreography of dawn in rural Africa, long before boardrooms and policy papers, a young girl balanced a 25-litre container on her head and walked toward a river that might, or might not, yield water that day.

That girl would grow up to become Dr Esper Jacobeth Ncube—now recognised as a Lifetime Achievement honouree at the inaugural African Women in WASH Awards—a full-circle moment where lived experience meets legacy.

Where water once waited, a leader emerged

The 1st AWIWA ceremony, held on 11 February 2026 during the AfWASA Congress in Cameroon, was more than an awards event. It was a continental spotlight finally switched on. With over 250 nominations from 48 countries, the message was unmistakable: Africa’s water story has always been written, in part, by women. Now, it is being read aloud.

Dr Ncube’s story sits at the heart of that narrative.

She recalls the uncertainty of those early mornings, where access to water depended on rainfall, queues, and chance. The memory is not softened by time. Instead, it fuels her resolve. Decades later, she speaks not only as a scientist, but as someone who has lived the inequities the sector seeks to solve. Her journey into water science was not accidental; it was inevitable.

A scholar forged across continents

Dr Ncube’s academic path reads like a map of intellectual curiosity and discipline. From a foundation in chemical sciences in Cuba to advanced studies at the University of Pretoria and the University of Cape Town, she built a formidable expertise in water utilisation, chemistry, and public health. Her qualifications culminate in a PhD in Public Health, complemented by leadership and management training from institutions such as Wits Business School and University of South Africa.

This blend of science and strategy has allowed her to operate fluently across laboratory, lecture hall, and leadership table.

Science that serves society

With over 75 conference presentations since 1998, Dr Ncube’s research spans the invisible threads that determine water safety and public health: fluoridation, disinfection processes, emerging contaminants, and waterborne diseases. Her work is not confined to theory; it is deeply embedded in practice, influencing how water quality is monitored and managed across systems.

Her academic legacy is equally profound. By supervising doctoral and master’s students, she has cultivated a new generation of water professionals who carry forward both her knowledge and her purpose. In this way, her impact multiplies, like ripples expanding across a still surface.

Leadership that shapes systems

Beyond academia, Dr Ncube’s influence flows through institutions that define water governance and standards. As a Senior Fellow of the Water Institute of Southern Africa and co-founder of its Water Reuse Division, she has helped shape conversations around sustainable water use long before it became a global imperative.

Her role as Chairperson of the South African Bureau of Standards Technical Committee on drinking water and wastewater systems places her at the nexus of policy and practice, ensuring that standards are not only scientifically sound but socially responsive.

Her affiliations extend across respected bodies such as the International Water Association, Rural Water Supply Network, and the African Water and Sanitation Association, where she contributes as a thought leader, reviewer, and mentor. Through coaching and mentoring platforms, she actively invests in professionals across Africa, reinforcing the very principle the AWIWA platform was built upon: recognition must translate into opportunity.

A lifetime, still in motion

The AWIWA Lifetime Achievement Award is not a closing chapter for Dr Ncube. It is more like a milestone etched along a river still in flow. Her work continues against a backdrop of mounting challenges—climate change, rapid urbanisation, population growth, and strained infrastructure.

Yet her perspective remains grounded in both realism and resolve. She understands the scale of the problem because she has lived its human dimension. And she continues to advocate for solutions that are as inclusive as they are innovative.

Where water flows, equality grows

Aligned with the spirit of World Water Day 2026 and International Women’s Day 2026, Dr Ncube’s recognition reminds us that investing in women in WASH is not symbolic. It is strategic.

Her journey tells a story that statistics alone cannot capture: that access to water is not just about infrastructure, but dignity; not just about supply, but equity.

And perhaps most powerfully, it shows that the girl who once wondered where her next container of water would come from can grow into a woman who helps shape where water flows for millions.

In celebrating Dr Esper Ncube, Africa is not only honouring a lifetime of achievement. It is affirming a future where leadership, like water, finds its way to where it is needed most.

Louise Enslin

Supply Chain Management: A continental leader in procurement excellence and transformation

Rand Water’s Supply Chain Management (SCM) function continues to distinguish itself as a strategic enabler of organisational performance, delivering excellence through ethical procurement, innovation, and inclusive economic transformation.

Anchored in strong governance and purposeful leadership, SCM plays a critical role in ensuring that procurement not only delivers value for money but also drives sustainable socio-economic impact.

Award-Winning Excellence and Global Recognition

SCM’s commitment to excellence has been recognised on both continental and global platforms. At the prestigious CIPS Africa Awards 2025, Rand Water achieved outstanding success, receiving recognition in five out of six categories while competing against over 70 leading organisations across Africa.

Key accolades include:

• • Leader of the Year – awarded to Chief Procurement Officer, Ms Lesego Sineke, for her transformative leadership
  
• • Best Initiative to Build a Diverse Supplier Base – recognising the impact of the Supplier Development Programme
  
• • Best Supplier Relationship Management Initiative – for strengthening sustainable supplier partnerships
  
• • Outstanding Diversity & Inclusion Practices in Procurement – for driving inclusive procurement for sustainable development
  
• • Outstanding People Development Programme (2nd consecutive win) – for reskilling and professionalising SCM
  

These achievements affirm Rand Water SCM’s position as a globally benchmarked, ethical, and transformation-driven procurement function.

Continental Impact: Pan African Recognition

Further cementing its leadership, Rand Water SCM was honoured at the 6th Pan African Supply Chain Awards 2025, receiving:

• • Best Supplier & Enterprise Development Project
  
• • Best People Development Initiative
  

These awards highlight SCM’s ability to deliver measurable impact by developing people, empowering enterprises, and strengthening supply chains across the continent.

Driving Transformation Through Inclusive Procurement

Rand Water’s achievement of B-BBEE Level 2 status marks a significant milestone in advancing economic transformation. SCM has been instrumental in this achievement through deliberate procurement strategies that prioritise inclusivity and empowerment.

Key focus areas include:

• • Inclusion of black-owned, women-owned, and youth-owned enterprises
  
• • Implementation of structured Supplier and Enterprise Development (SED) programmes
  
• • Enabling meaningful participation of emerging suppliers in infrastructure and operational projects
  

SCM continues to embed transformation into procurement systems and decision-making, ensuring that every procurement intervention contributes to broader socio-economic development.

Strategic Partnerships: Advancing Supplier Development Through GIBS

Rand Water’s Supplier Development approach is further strengthened through its strategic partnership with the Gordon Institute of Business Science (GIBS). This collaboration represents a shift from compliance-driven initiatives to structured, high-impact supplier capability development.

Through this partnership, SCM has:

• • Enabled emerging suppliers to access world-class training and mentorship
  
• • Strengthened the sustainability and competitiveness of SMMEs
  
• • Supported enterprise growth through structured development frameworks
  

This initiative ensures that suppliers are not only compliant but are also commercially viable, scalable, and positioned for long-term success, reinforcing SCM’s role in driving meaningful and sustainable transformation.

Investing in People: Building a Future-Ready SCM Workforce

SCM’s continued recognition for its people development initiatives reflects a strong commitment to building internal capability. Through programmes such as the CIPS Corporate Award Programme, Rand Water has prioritised:

• • Professionalisation of the SCM function
  
• • Continuous skills development and capacity building
  
• • Alignment with global procurement standards
  

This investment ensures that SCM remains agile, skilled, and equipped to respond to an evolving procurement landscape.

Strengthening Governance, Integrity and Accountability

Operating within a highly regulated public sector environment, SCM continues to prioritise the strengthening of governance, oversight, and accountability mechanisms to enhance procurement integrity.

Key focus areas include:

• • Ongoing alignment with the Public Finance Management Act (PFMA) and National Treasury regulations
  
• • Strengthening audit responsiveness and implementing corrective actions arising from audit findings
  

These efforts reflect SCM’s commitment to continuous improvement, transparency, and building a resilient procurement environment that upholds public trust.

A Strategic Partner in Delivering Organisational Impact

SCM has evolved beyond a transactional function into a strategic business partner, supporting the delivery of critical infrastructure programmes and operational priorities.

Key contributions include:

• • Strategic sourcing and demand management
  
• • Supplier performance and contract management
  
• • Data-driven decision-making to enhance efficiency and value
  

Through these efforts, SCM continues to contribute to organisational resilience, operational excellence, and long-term sustainability.

“Rand Water SCM is redefining public sector procurement—where excellence meets transformation, and every transaction creates lasting impact.”

Lesego Sineke

Rand Water advances transformation with B-BBEE level 2 achievement

Rand Water has taken a meaningful step forward on its transformation journey, achieving a Level 2 Broad-Based Black Economic Empowerment (B-BBEE) status for the 2024/25 verification period.

This marks a notable improvement from its previous Level 4 status in 2023/24, reflecting the organisation’s continued commitment to inclusive growth, empowerment, and sustainable development.

With an impressive 98.31 points out of a possible 109, as confirmed by its B-BBEE Certificate and Scorecard Report, Rand Water has strengthened its position as a compliant and empowering supplier. This achievement enhances stakeholder confidence, boosts procurement recognition to 125%, and reinforces the organisation’s competitive standing within the water sector.

Rand Water’s performance across the core B-BBEE elements demonstrates consistent progress:

• • Management Control: 18.64 out of 20
  
• • Skills Development: 24.60 out of 30
  
• • Enterprise & Supplier Development: 50.07 out of 54
  
• • Socio-Economic Development: 5.00 out of 5
  

These results highlight a well-balanced approach to transformation, with particularly strong outcomes in enterprise development and socio-economic contributions.

Behind this achievement lies focused effort and strategic investment in priority areas.

Rand Water exceeded its target for skills development expenditure on programmes supporting black employees with disabilities. The organisation achieved 0.98% against a target of 0.30%, securing full points in this category.

This success was driven by increased funding for disability-focused training initiatives, as well as strengthened partnerships through its Skills Academy and Environmental, Social and Governance (ESG) programmes.

A standout improvement was recorded in Supplier Development contributions, which increased significantly from 0.40% in 2023/24 to 3.74% in 2024/25, surpassing the 2% target and earning full points.

This progress was supported by advanced funding initiatives, improved tracking systems, structured supplier support, and closer alignment with the Enterprise and Supplier Development strategy and National Treasury compliance frameworks.

While the overall performance is strong, Rand Water has identified key areas requiring focused attention to sustain and build on this momentum.

Executive Representation

The representation of Black female executive directors remains below the 25% target, resulting in limited points achieved in this category. Addressing this gap will be critical to strengthening leadership diversity and achieving full compliance.

Skills Development Absorption

Although significant investment has been made in learnership programmes, the absorption of learners into permanent employment remains a challenge. As many participants are still completing their programmes, Rand Water was unable to secure full bonus points in this area during the reporting period.

Preferential Procurement from Small Enterprises

Procurement spend on qualifying small enterprises currently stands at 7.76%, below the 15% target. This is largely due to the limited pool of qualifying small and medium enterprises, as many suppliers transition and grow beyond qualifying thresholds. Expanding and supporting this segment remains a key priority.

Rand Water’s progression to B-BBEE Level 2 is more than a scorecard milestone. It is a reflection of deliberate action, evolving strategy, and a deepening commitment to South Africa’s transformation agenda.

As the organisation continues to refine its approach, strengthen partnerships, and invest in people and enterprises, it remains focused on building an inclusive, resilient, and sustainable future for the sector and the communities it serves.

Lesego Sineke

Complimentary briefing on Rand Water's current supply position and related operational constraints

On 16 March 2026, Rand Water welcomed the Democratic Alliance’s delegation at its Head office.

The delegation was led by Mr Stephen Moore (MP), Member of Portfolio Committee on Water and Sanitation, and also consisted of delegation of public representatives from municipalities supplied by Rand Water.

The purpose of the visit was for Rand Water leadership to share a comprehensive briefing on the organisation’s infrastructure, regulatory framework, and operational processes.

Chairperson of the Rand Water Board, Mr Ramateu Monyokolo, outlined the organisation’s business model, noting that Rand Water operates as a Schedule 3B public entity under the PFMA, supplying bulk water within its regulatory framework.

Challenges such as power failures and encroachment on the Rand Water servitude continue to put a strain on water supply systems.

The Group Chief Executive of Rand Water, Mr Sipho Mosai, shared the organisation’s strategic objectives and key priorities. He emphasised that financial sustainability is critical to ensuring Rand Water continues to maintain and upgrade its infrastructure.

Mr Mosai also addressed the common confusion over water supply roles, noting that municipalities are responsible for providing water & sanitation services to communities, while Rand Water supplies bulk water through commercial agreements under the Water Services Act.

Rand Water’s Chief Operating Officer (COO) Mr Mahlomola Mehlo, delivered an overview of Rand Water’s systems and operations, outlining the water value chain from raw water abstraction and purification to storage, distribution, and supply to municipalities.

Mr Mehlo assured the delegation from the Democratic Alliance that continuous water quality checks are carried out and aligned with SANS 241 standards, while also benchmarking against international standards such as the World Health Organization (WHO) guidelines to ensure safe potable water.

Louise Enslin

A vision realised: the official launch of the ZB Wellness Centre

On 26 February 2026, a long-awaited vision became reality with the official opening of the Wellness Centre, marking an important milestone in our commitment to holistic care, wellbeing, and employee support.

The Journey Toward a Shared Vision

The Wellness Centre did not appear overnight. Its opening represents the culmination of months of planning, collaboration, and dedication from many individuals who believed in the importance of creating a space focused on physical, emotional, financial and mental wellbeing.

The idea for the Centre emerged from a growing recognition that wellbeing requires more than isolated services. Instead, it calls for a supportive environment where individuals can access resources, guidance, and care in one place. From the earliest discussions, the goal was clear: to create a welcoming hub that promotes healthier lives and stronger employees.

As plans took shape, teams worked diligently to transform this vision into reality. Careful design considerations were made to ensure the Centre would be both functional and inviting—a place where people feel safe, supported, and empowered to focus on their wellbeing.

Collaboration and Commitment

The development of the Wellness Centre was made possible through the collaboration of many dedicated stakeholders. Human Resources team, ZB Management team, Maintenance team (Civil, EMS, Electrical, Automation and Facilities) and everyone else who contributed their time, expertise, and enthusiasm to bring the project to life.

Each stage of the process—from concept development and planning to construction and preparation—reflected a shared commitment to improving access to wellness services and creating a meaningful impact for those who will benefit from the Centre.

A Meaningful Opening

The official launch on 26 February 2026 was a moment of celebration and reflection. It marked not only the opening of a physical space but also the beginning of a new chapter in promoting health, balance, and wellbeing.

Guests and colleagues gathered to witness the unveiling of a facility designed with people at its heart. The event served as an opportunity to acknowledge the collective effort that made the Wellness Centre possible and to look head to the many lives it will touch.

Looking Ahead

While the opening ceremony marked the completion of one journey, it also signals the start of another. The Wellness Centre will continue to grow as a place of support, learning, and healing for the employees.

As the doors opened on 26 February, they opened to more than a building—they opened to opportunities for improved wellbeing, stronger connections, and a healthier future for all.

Services Offered at the Wellness Centre

The following services are offered at the Wellness Centre:

• • Motivation Room
  
• • Study room
  
• • Consultation room
  
• • Outside meditation areas
  
• • Reading Corner and e-library
  

Louise Enslin

Rand Water explores advanced inspection technologies with Fraunhofer Society

Rand Water welcomed a delegation of engineers from Fraunhofer Society, a leading German research and development institute.

The purpose of the visit was to explore innovative technologies that could enhance Rand Water’s ability to inspect and monitor critical civil infrastructure such as reservoirs, the canal and barrage while they remain in commission.

“By partnering with forward-thinking research organizations like Fraunhofer, we can identify and implement the latest advancements in inspection and monitoring technology to support the achievement of Rand Water’s strategic objectives.” said Dr. Fawcett Ngoatje, Head of the Rand Water Institute as he welcomed the delegates

The Fraunhofer engineers presented on innovative technologies, including remotely operated vehicles (ROV) equipped with high-resolution cameras, sensors, and non-destructive testing capabilities. These mobile platforms could potentially be deployed within active reservoirs and the canal at Zuikerbosch to conduct comprehensive inspections without disrupting normal operations. The delegates were taken on site visit to Klipriviersberg and Meyershill reservoirs as well as the canal at Zuikerbosch.

Rand Water team included engineers from Operations (Victoria Molokeng, Nomfundo Ndawonde and Limukani Dube), Strategic Asset Management (Aubrey Nxumalo, Anthony Els, Marcia Maidi, Trevor Mathabatha and Eustice Luthaga), and KG Maumela from Rand Water Institute.

“This collaborative visit was an invaluable opportunity to explore how we can leverage the most innovative inspection technologies to safeguard our critical water infrastructure,” said Aubrey Nxumalo, Acting General Manager, Strategic Asset Management. “We look forward to continued partnership with Fraunhofer as we work to enhance the reliability, efficiency, and sustainability of Rand Water’s operations.”

The outcome of this engagement will now be carefully evaluated, with the potential for future pilot projects and technology implementation initiatives. Rand Water remains committed to driving innovation and continuous improvement across all aspects of its business.

Louise Enslin

Bridging heritage and future: a partnership for human rights and social cohesion

In March 2026, the SINAM Human Rights Program marked a significant milestone in South Africa’s history, celebrating the 30th anniversary of the signing of the Constitution in Sharpeville. This three-day commemorative series, held from 19–21 March, successfully integrated heritage, dialogue and wellness to foster a holistic community experience centred on inclusion and socio-economic development.

A Multi-Faceted Commemoration

The program kicked off with the Golf Day at Emfuleni Golf Club, which served as the ceremonial opening of the series. Beyond the greens, the event acted as a powerful platform for networking and partnership building, highlighted by an Art Auction featuring talented local artists. This initiative not only celebrated cultural expression but provided tangible economic support for Sharpeville’s creative sector.

Following the opening, the Tlong Sekolong Human Rights Dialogue was hosted at North-West University’s Vanderbijlpark Campus. Facilitated by respected Sharpeville veteran journalist Dr Phill Molefe, the session bridged generational gaps by linking historical struggles to contemporary challenges in youth economic participation. Key stakeholders, including the National Youth Development Agency (NYDA) and the Electoral Commission of South Africa, engaged with local elders and students to emphasize the importance of civic education and democratic participation.

The series culminated on Human Rights Day with the Heroes Fun Run and Walk. The event reached its full registration capacity a week before the scheduled date, demonstrating the community’s vibrant commitment to wellness and unity. Participants of all ages took to the streets of Sharpeville, reinforcing a spirit of active citizenship and healthy living.

Impact and Social Value

The partnership extended beyond event sponsorship to deliver measurable benefits to the Sedibeng region:

• • Economic Stimulation: The program supported a network of local vendors, photographers, tour guides and micro-enterprises, contributing directly to the local economy.
  
• • Youth Empowerment: By providing platforms for engagement with thought leaders and institutions, the initiative created a positive social environment for young people.
  
• • Social Cohesion: The events created shared spaces that supported families, youth and elderly residents alike, reinforcing the role of commemorative programs as catalysts for community stability.
  
• • Tourism and Visibility: The program helped position Sharpeville and the greater region as a primary destination for heritage and cultural engagement.
  

A Legacy of Excellence

The 2026 SINAM Human Rights Program was a resounding success, effectively honouring the legacy of our constitutional democracy while creating a roadmap for a more inclusive future. Through this sponsorship, the organisation has reaffirmed its commitment to social responsibility and its role in supporting the heritage and development of the communities it serves.

Busisiwe Nkosi

Rand Water Institute sings MOU with K-Water (South Korea)

On Thursday, 26 February 2026, Rand Water through the Rand Water Institute signed a Memorandum of Understanding (MOU) with K Water, South Korea, to advance the international water cooperation programme, Research, Development, Technology and Innovation (RDTI with emphasis on smart water management, digitisation, and operational efficiency.

The collaboration will enable benchmarking and the development of innovative solutions to improve water services in South Africa, Africa and South Korea.

The MoU between Rand Water and K-Water establishes a framework for enhanced technical cooperation and knowledge exchange across key areas of the water value chain. The collaboration will focus on reducing non-revenue water, advancing smart water network management systems and associated policy frameworks, strengthening sustainable water resources management, improving facilities and infrastructure management, and integrating renewable energy solutions such as solar and hydropower into water operations.

The MOU further provides for technical exchange programmes to support capacity building in areas including ESG and circular economy models, as well as advisory support on innovative funding models, asset management best practices, infrastructure planning, and project delivery. All collaborative initiatives will be implemented in accordance with the respective mandates and internal governance processes of the parties, with specific projects to be formalised through separate agreements.

The signing ceremony was attended by the Rand Water Institute team led by Dr Fawcett Ngoatje, Head of Rand Water Institute and His Excellency Ambassador Yang Dong-han of the Embassy of the Republic of Korea in South Africa and his delegation.

Louise Enslin

Soweto goes
 “Water Wise” with Drop‑by‑Drop campaign launch

Rand Water’s Water Wise is rolling out its Drop-by-Drop Water Conservation Outreach project in the townships of Soweto, Alexandra and other areas in Gauteng continually identified as having high-water consumption.

On the 30-31 October 2025, the Rand Water initiative by Water Wise launched its two-day outreach programme titled “Drop -by-Drop Water Conservation Outreach” in Orlando West, Soweto, in collaboration with Provincial Department of Water and Sanitation; Johannesburg Water, and other private and government stakeholders.

Moving from Crisis to Resilience/Sustainability

South Africa faces a growing water challenge driven by water shortages, leakages, and infrastructure decay. Many township communities experience these challenges daily from burst pipes, sewage spills to unreliable water supply. For countless families, these issues are not only inconveniences but threats to dignity, health, and livelihoods. The initiative is to bring together residents, youth, entrepreneurs and government leadership.

Drop-by-Drop outreach aims to support the availability and sustainability management of water and sanitation for all, thus in alignment with the United Nations Sustainable Development Goals (SDG) 6 and the National Development Plan. The government has already announced during the 2025 the State of the Nation Address that water has been centred equivocally as the highest priority on the government agenda. In a country where every drop counts, Rand Water’s Water Wise team has taken its message beyond billboards into the classrooms and every home. The Drop-by-Drop Water Conservation Outreach kicked off in Orlando, as the first of the six planned activations across Gauteng.

The first activation took place at Uncle Tom’s community centre, where community members engaged in open discussions with experts and local leaders to explore practical ways to improve water delivery and accountability. On the second day, the team moved door-to-door, helping households identify opportunities to reduce wastage as well as find and repair leaks in their own homes.

“We want to bridge the gap between households and bulk water supply. We aim to transform frustration into solutions and community complaints into coordinated action. By bringing together all these stakeholders in one roof, Water Wise aims to inspire a radical shift toward responsible water management,” explains Mulalo Ramulondi, coordinator of Water Wise.

”Today’s gathering is not just another event – it is a call for action. We are not here to talk politics or make promises; we are here to work, to get our feet on the ground, and to walk with the community towards change. Through Drop-by-Drop campaign we are showing that every action – no matter how small, it counts. With Drop-by-drop, we can change mindsets, we can change behaviours, and we can secure our water future. We don’t have water crisis, we have water challenges, and it starts with how we manage and value this precious resource. Water does not need us – we need water. It starts with me, it starts with you, and together we can make a difference,” said Mulalo.

“Each drop saved is a step toward protecting our rivers, streams and wetlands – the very sources that sustain us. We cannot wait for government alone; we are the ones polluting our streams, we are the ones who must clean them. By working together – communities, government, and private partners – we can change behaviour, protect our environment and build a legacy of responsibility. This is not a once-off initiative; it is a movement to safeguard water for generations to come.

On the official launch, Mr Mbuyiswa Makhubela: Acting Chief Shared Services Officer (ACSSO) of Rand Water highlighted important everyday behavioural changes into water conservation and environmental stewardship.

Water in South Africa is scarce resource; hence it all begins by making small changes at home such as reducing the shower times, watering gardens after sunset and urgently fixing the leaks. Each action undertaken is a step toward protecting our rivers, streams and wetlands- the very sources that sustain us. We cannot wait for the government alone, we are the ones polluting our streams; therefore, we must clean them. He further told the well packed community hall of Orlando West that working together in collaboration with the community we can change behaviour, protect our environment and build accountability and legacy of responsibility.

Makhubela spoke passionately about the dangers of encroaching in Rand Water servitudes which can result in fatalities. The bulk distribution pipelines carry high water pressure; hence residents were advised to build their structures far away from Rand Water servitudes.

Lastly, the ACSSO appreciated the partnerships between Rand Water, NGOs, and other stakeholders on cleaning our streams volunteeringly from their own initiatives. The pollution of streams, rivers etc automatically increased the cost of water production in Rand Water. This is not a once-off initiative; it is a movement to safeguard water for generations to come.

Mr Justice Maluleke, Gauteng Provincial Head of the Department of Water and Sanitation, explained explicitly that South Africa rainfall patterns differ significantly from other regions in the world hence it calls for all of us to rethink on water utilisation. He further reaffirms government’s commitment to partnerships that promotes water conservation for future water security.

Rand Water purchase water supply from the Department through Vaal Dam. DWS provide an average of 5 200ml/day, only 5% water loss in their networks whilst the municipalities register an average water loss of 40% to 50% through physical losses, said the Provincial Head. “Too often we walk past a leaking pipe or a broken tap and do nothing. Each of us must change how we use water at home by fixing leaks, reporting bursts pipes to Johannesburg Water and use water wisely.

“Members of the public should refrain from illegal connections, by-passing of meters, infrastructure vandalism and leaving the sewer running through the yards-streets into the water streams. Time for ignoring is over, together we can secure water for our future generations.” concludes Maluleke.

”The water issue is life threatening when compared to energy. Some of us who were born in rural areas, we grow without energy; but none of us has grown without water and that’s how we need to think about water seriously. Treating and distributing water is one of the most expensive processes in public service. Every litre lost is money wasted – that is why innovation and technology are essential to closing this gap. The CSIR is driving innovation to turn these challenges into opportunities – from recovering valuable minerals in acid mine drainage to producing sustainable fertilisers from wastewater. This is circular thinking: transforming waste into value. But science alone isn’t enough. We need collaboration between researchers, government, business and communities to take these solutions to market and into everyday life. We already have the technology to secure our water future – what we need now is collective action. Drop-by-drop, decision by decision, we can protect the most precious resource we have,” says Dr Jeff Baloyi, senior researcher, CSIR

“Through this initiative, we can have a better society. We need to work together in ensuring that we avoid water losses. In Soweto, we’ve seen how simple interventions can make a real difference. Through our retrofitting initiative in Orlando West and East – where leaking toilets, taps and basins were replaced – the City managed to save millions of litres of water. But saving water isn’t just about infrastructure; it’s about people. When communities report leaks, install water-efficient devices, and harvest rainwater, they become active partners in sustainability. Together, we can build Soweto that values and protects every drop for future generations” says Xolisa Bonkolo, senior engineering technician, Johannesburg Water.

Training and Development Empowerment

Nkanyezi Blose, project manager, EWSETA says our start is to educate, it is to capacitate, and it is for us to showcase the part for the opportunities ahead. She briefly explained EWSETA, as Skills Development Authority. We build, we plan, and we manage skills development and training in the energy and water sector. If we are to have a sustainable future, the decisions we make today in skills development are crucial. In our townships, we face shortage of qualified water and sanitation artisans, while experience workforce are leaving the Sector. By training new plumbers, technicians and water quality specialists from within our communities, we not only address unemployment but also empower people to solve the very challenges they live with daily. Skills development is not just about jobs – it’s about building the capacity for our communities to secure their own future.”

Community voice & response

Soweto community members highly acknowledged the information on water education awareness and promise to improve on water usage and change behaviour. Residents expressed frustration with the delayed responses to water service complaints when its reported but welcomed the initiative for bringing practical solutions directly to their neighbourhood. They were delighted on the water saving devices knowledge that was shared by private company on the day. The issue of collaboration and ownership were highly acknowledged.

Turning Awareness into Action

With South Africa facing growing water stress due to aging infrastructure, burst pipes, and irregular supply, Soweto has been among the areas most affected by high water consumption. The Drop-by-Drop initiative seek to empower residents to play an active role in conserving water, tackling leaks and adopting responsible usage behaviour.

Rand Water ‘s Water Wise awarded three rainwater harvesting tanks to the residents and distributed ten water-saving car wash devices, demonstrating practical solutions for water conservation.

The second day door-to-door awareness campaign targeting 1000 households on leak detection and reporting was welcomed. This has fostered trust and community ownership. “We’ve received many positive messages from residents who’ve learned how to report leaks or read their water meters for the first time. Real change is happening,” adds Ramulondi.

By equipping households with the tools and knowledge to act, the programme aims to ensure that empowerment continues long after the event.

Mulalo Ramulondi

State of the art
 “System 5A/B” project

In the heart of South Africa’s industrial and economic powerhouse lies a crucial investment in the history of Rand Water–the Station 5 Water Purification Plant. Situated at Rand Water’s existing Zuikerbosch Water Purification Plant in Vereeniging, Gauteng Province, it is a state-of-the-art facility, also referred to as the “System 5A/B” project.

It has been designed to dramatically augment water purification capacity, strengthen supply reliability, and reinforce infrastructure to meet both present needs and future growth.

In this article, we explore the advantages of Station 5, the importance of infrastructure augmentation, the supply capacity implications and the conclusion on its broader significance.

Officially launched by the President of the Republic of South Africa, Mr Cyril Ramaphosa on 8 August 2025, the project addresses water-security imperatives for the provinces of Gauteng, parts of Mpumalanga, North West and the Free State. In his address, President Ramaphosa emphasised that the infrastructure investments such as Station 5 contribute to inclusive growth, job creation, poverty reduction and building of a capable state.

Water is a human right and a foundational service. When infrastructure fails or supply is unpredictable, households and economy are most impacted. Through augmentation, Rand Water is ensuring more equitable access to bulk potable water to all its customers.

Augmentation of water-supply infrastructure is not optional but essential for meeting the current obligations and preparing for future pressures.

Significance of Station 5 System

The Station 5 Water Purification Plant represents one of South Africa’s most significant infrastructure investments in recent years. The plant plays a vital role in strengthening Rand Water’s water supply security framework, ensuring sustainable supply and supporting socio-economic growth.

At its core, the Station 5 adds an impressive 600 million litres per day (ML/d) of treated water to Rand Water’s system. This is essential for meeting the needs of a rapidly growing population and the ever-expanding industrial base in Gauteng–the economic-hub of the country. As demand increases, existing infrastructure alone cannot sustain the pressure and this makes augmentation critical to prevent water supply disruptions. The addition of water in the system improves the volume of water that can be treated and distributed, enabling Rand Water to reliably meet growing demand from municipalities, industries, and mines in its areas of operation.

Water quality and reliability

Equally significant is the improvement in water quality and reliability. Station 5 incorporates advanced treatment technologies – these include sedimentation, rapid-sand filtration, chemical dosing, and disinfection—to ensure the delivery of clean, safe potable water that meets national and international standards. This high-quality purification process safeguards public health and supports industries that rely heavily on consistent water supply.

Beyond its technical achievements, the plant embodies long-term infrastructure resilience. Climate change has amplified the unpredictability of rainfall and water availability in South Africa. By expanding and modernising capacity at Zuikerbosch, Rand Water is not only addressing current demand but also preparing for future uncertainties. Station 5 enhances operational flexibility and water supply reliability.

Socio-Economic benefits

The project’s economic and social importance is equally profound. During the construction of the Station 5, hundreds of jobs were created, empowered local small businesses, and provided training for community members–directly contributing to inclusive economic development. Moreover, reliable water supply underpins economic activity across all sectors, from manufacturing, agriculture to services and households.

Through Station 5, Rand Water demonstrates how visionary infrastructure investment can secure a sustainable and prosperous future for generations to come.

Resilience to future challenges

Given climate change-driven variability in rainfall, intensifying droughts, and population and industrial growth in Gauteng, Station 5 represents an infrastructure designed not just for today’s demand but for the future. President Ramaphosa said: “Infrastructure must not only meet today’s needs; it must withstand tomorrow’s uncertainties.”

Historically, water infrastructure across South Africa has suffered from backlog, neglect and underinvestment. Augmentation is not only about new capacity but renewing and upgrading existing networks, pipelines, pumping stations and purification plants. The Station 5 Water Purification Plant complements maintenance programmes. For instance, Rand Water completed major maintenance in the 2024 / 2025 Financial Year on key pipelines and pumping stations.

The Station 5 project substantially enhances daily supply capacity:

• • Phase 1 (Station 5A) offered approx. 150 ML/d commencing August 2023.
  
• • Ultimate objective: 600 ML/d of additional capacity.
  
• • With full commissioning, this addition will serve an additional 2.4 million people at a consumption rate of ~250 litres per person per day.
  
• • The broader system output at Zuikerbosch is targeted to stabilise near 3 800 ML/d, supported by Station 5A.
  

Infrastructure Augmentation

Without infrastructure augmentation the entire water supply system would risk being overwhelmed by increasing water demand, susceptible to breakdowns or unable to supply water to Rand Water’s customers without interruptions. The building of Station 5 is a clear indication that Rand Water is proactively securing a seamless water supply chain.

Station 5 is more than a purification plant–it is a strong statement that South Africa can deliver large-scale, high-impact infrastructure that serves the society, economy and prepare for future uncertainties. As the taps flow more reliably and volumes increase, the benefits will ripple outward: helping industries grow, communities thrive, and municipalities supply to their customers.

As taps continue to flow, reservoirs remain topped up and industries hum along, the benefits of Station 5 will likely ripple through its areas of operation.

Justice Mohale & Judith Khoza

Rand Water performs par excellence in infrastructure maintenance to ensure uninterrupted water supply to customers

Water is one of the most crucial resources for human survival, economic development, and environmental sustainability. To ensuring a continuous and reliable water supply requires proper maintenance of water supply infrastructure.

 This includes repairs and replacement of worn-out pipelines, cleaning of reservoirs in line with the legislative requirements, and building of the storage infrastructure and purification plants. Without regular maintenance, the conditions of water supply infrastructure will deteriorate–leading to pipeline leakages, water contamination, and supply interruptions resulting in significant negative impact on communities.

This article explores the necessity of infrastructure maintenance, its challenges and how Rand Water has implemented major maintenance initiatives in 2024–2025.

The Role of Infrastructure Maintenance in Water Supply

Maintaining water supply infrastructure is essential for ensuring safe, clean, and uninterrupted water distribution. This involves a variety of tasks such as inspecting, repairing, and replacing aging infrastructure components, upgrading systems to handle increasing demand, and implementing preventive maintenance measures. Key elements of this maintenance include:

1. Replacement and Repair of Worn-out Pipelines

Old and corroded pipelines lead to leaks and water loss, which can reduce efficiency and increase operational costs.

Unmaintained pipelines can cause contamination of drinking water, posing health risks to consumers.

Regular pipeline inspections and timely replacement help to minimize disruptions and extend the life of the water distribution network.

2. Fixing Leaking Reservoirs

Reservoirs store and regulate water distribution, but cracks and leaks can cause significant water loss.

Structural failures in reservoirs can compromise water quality by allowing contaminants to infiltrate the system.

Scheduled maintenance and necessary reinforcements ensure that reservoirs function optimally, maintaining water pressure and availability.

3. Construction of Water Purification Plants

To meet the increasing demand for clean water, constructing additional purification plants is essential.

These facilities treat raw water to remove impurities, ensuring compliance with health and safety standards.

Expanding and upgrading purification plants enhances the efficiency of water supply systems, reducing the burden on existing infrastructure.

Challenges of Infrastructure Maintenance

Despite its importance, water infrastructure maintenance encounters several challenges, including:

• • High costs associated with repairs, replacements, and upgrades.
  
• • Disruptions in water supply during maintenance periods.
  
• • Aging infrastructure that requires continuous monitoring and intervention.
  
• • Environmental and climatic conditions that may accelerate infrastructure degradation.
  

Impact of Maintenance on Water Supply

During maintenance activities, temporary water supply shortages may be experienced. These interruptions are necessary to facilitate essential repairs and upgrades. While inconvenience is inevitable, proactive planning and communication help mitigate the impact on consumers.

Consequences of Neglecting Maintenance

Failure to execute regular maintenance can have severe repercussions, including:

• • Increased water losses due to undetected leaks.
  
• • Higher risks of water contamination, leading to public health crises.
  
• • Structural failures in pipelines and reservoirs, resulting in prolonged service disruptions.
  
• • Escalating costs due to emergency repairs rather than planned maintenance.
  

Rand Water’s Commitment to Infrastructure Maintenance

Rand Water, as a key water supplier in South Africa, has been actively engaged in maintaining and upgrading its infrastructure to ensure sustainable water supply. The organisation has a five-year maintenance program to repair and replace its infrastructure and is also obligated by the legislative requirement to clean its reservoirs.

Importance of infrastructure maintenance

Infrastructure maintenance plays a pivotal role in preventing corrosion that may lead to pipeline burst, therefore, negatively impacting on the quality of clean water.

Lack of water supply infrastructure maintenance has the potential to disrupt the feasibility of economic growth and work opportunities in its area’s operation. Overall, it may lead to unemployment, poverty, degradation, and the eruption of diseases.

It is important to note that the implementation of any planned maintenance project will ensure that Rand Water stands the chance to increase its network management capabilities leading to the reduction of the potential failures in its systems.

Infrastructure development and augmentation

Increasing water demand is fueled by factors such as rapid population growth, industrialisation and general irresponsible use of water by some consumers.

Rand Water’s commitment to infrastructure development was evident when the oganisation launched the newly built 210 Megalitres Vlakfontein Reservoir in the City of Ekurhuleni and the Station 5 Water Treatment Plant within the Zuikerbosch Water Treatment Plant. This was indicative of the organisation’s commitment to ensure uninterrupted water supply to its customers.

Types of planned infrastructure maintenance

• • Preventive and Routine Maintenance–It is the implementation of planned maintenance to prevent the likelihood of infrastructure failure. It is implemented following strict adherence to procedures and protocols such as proper assessment, feasibility of a successful implementation of the project and the identification of the peripheral factors that may negatively affect the implementation of the project.
  
• • Predictive Maintenance–it is the use of technologies to assist in the prediction of the likelihood of the possible infrastructure failure and physical inspections that need to be conducted online and / or offline monitoring of the plant and equipment, diagnose the conditions and detect failures before they occur. Rand Water has acquired multiple advanced technologies that on par with the Fourth Industrial Revolution (4IR).
  
• • Connected Predictive Maintenance – it is real time plant performance monitoring as Information Technology (IT) and Operational Technologies (OT) infrastructure capabilities improve.
  

Some major maintenance initiatives include:

1. June–July 2024 Infrastructure Maintenance

Rand Water conducted large-scale maintenance work, focusing on replacing aging pipelines and repairing reservoirs.

Strategic shutdowns were implemented to minimize disruptions, ensuring efficient completion of maintenance tasks.

Upgrades to key pump stations were executed to enhance water pressure and supply efficiency.

2. December 2024–86-Hour Infrastructure Maintenance

This extensive maintenance project involved critical repairs to the bulk water supply system.

Work included the reinforcement of reservoirs and pipeline realignments to prevent future failures.

Rand Water collaborated with municipalities and stakeholders to ensure alternative water supply measures were in place during the maintenance period.

3. May – July 2025 infrastructure maintenance

• • Rand Water undertook to implement multiple critical maintenance of its key infrastructure projects
  
• • The maintenance was aimed at increasing capacity, improve plant availability, reliability and operational efficiencies.
  
• • This maintenance was strategically scheduled during low water demand months to minimise supply interruptions
  
• • The major maintenance project during this period was the tie-in of B16 Pipeline from Zuikerbosch and Station 5 Water Treatment Plants which took 107 hours and was completed ahead of the scheduled time.
  

Building and maintenance of water infrastructure is vital to ensuring a reliable and sustainable supply of potable bulk water to customers. Regular inspection, timeous repairs, and strategic infrastructure upgrades prevent water loss and minimise supply service disruptions. While maintenance activities may cause temporary inconveniences, however, the long-term benefits far outweigh the temporary water shortages. Rand Water’s dedication to infrastructure maintenance, particularly during the 2024 – 2025 maintenance initiatives, underscores the importance of proactive management in securing South Africa’s water future. As demand for water continues to grow, ongoing investment in infrastructure upkeep remains a priority for ensuring the well-being of communities and industries.

Justice Mohale & Judith Khoza

Voices of the future: graduates reflect on water, purpose, and impact at Rand Water

As South Africa commemorates Water Month, Rand Water continues to demonstrate its impact across all divisions, driven by the dedication and expertise of its people. At the heart of this narrative are the voices of young professionals—graduates who are not only shaping their careers but also contributing meaningfully to one of the country’s most critical resources.

 Through the voices of five graduates across various disciplines, a powerful and personal story unfolds—one of purpose, growth, and a shared commitment to sustainability.

A Purpose-Driven Journey

For Xolani Mavundla, working at Rand Water is deeply rooted in purpose and societal impact.

“Water is not just a basic need, it’s a foundation for dignity, health, and development.”

With a background in law and philosophy, Xolani was drawn to an organisation where his work could contribute meaningfully to sustainable development and positively impact communities. His experience in the Corporate Secretariat has provided him with insight into governance and decision-making, reinforcing his belief in accountability and continuous improvement.

Lethabo Ntatamala’s journey reflects both opportunity and growth. Having joined Rand Water through its bursary programme, she now contributes within Group Legal Services.

“My journey has been challenging, deeply rewarding, and has contributed immensely to my confidence and capability as a legal professional.”

Her exposure to public procurement and administrative law from a decision-making perspective has been transformative, allowing her to grow in ways she had not imagined at the start of her career.

For finance graduate Sanjana Maharaj, purpose is at the centre of her journey.

“I felt deeply aligned with the organisation’s purpose and believed that my work could contribute not only to the company’s success, but also to the well-being of the communities we serve.”

Graduating cum laude and joining the Graduate Programme, Sanjana continues to grow in confidence, adaptability, and collaboration, while contributing to operational efficiency in the finance space.

Simangaliso Moalusi, working within Human Resources, highlights the importance of both organisational impact and personal growth.

“Being part of an organization that not only supplies and purifies water but also contributes to national development and community wellbeing has been both motivating and inspiring.”

His journey reflects a balance between professional development and contributing to a broader purpose that extends beyond the organisation itself.

For Nomthandazo Ndala, the opportunity to join Rand Water represents both personal and national impact.

“Joining Rand Water was an opportunity for me to be part of an organization that plays a critical role in delivering one of life’s most essential resources, while also allowing me to grow.”

Her experience has strengthened her work ethic, teamwork, and commitment to making a meaningful contribution.

Growth Through Experience and Contribution

Across all five graduates, the experience at Rand Water has been described as transformative.

Xolani reflects on the importance of consistency and attention to detail:

“Even in small ways, being consistent, reliable, and thoughtful in your role adds value over time.”

Lethabo emphasises not only professional growth, but also the human aspect of her contribution:

“I hope that my presence has added value not only through my work, but also through the relationships I’ve built.”

Sanjana highlights growth beyond technical skills:

“Some of my most meaningful contributions come from my reliability, willingness to learn, and commitment to collaboration.”

Simangaliso points to the value of innovation and inclusivity:

“As graduates, we are encouraged to introduce new ways of working and engage with experienced colleagues to enhance effectiveness.”

Nomthandazo underscores the importance of dedication and continuous learning:

“I continuously strive to contribute meaningfully and support the goals of the organisation.”

Water Month: A Call to Action

Water Month holds deep significance for each graduate, serving as a reminder of both responsibility and urgency.

Xolani captures it simply:

“Every drop counts.”

He emphasises that water conservation begins with everyday actions and individual responsibility.

Lethabo reinforces the irreplaceable nature of water:

“There is no alternative to water… Respect for water today is the only way we ensure its availability for tomorrow.”

Sanjana highlights the broader societal context:

“Access to clean, reliable water… is not guaranteed. It demands urgent, collective responsibility.”

Simangaliso reflects on the broader meaning of water:

“Water represents life, dignity, and opportunity… every drop matters.”

Nomthandazo echoes this sentiment with a practical call to action:

“We should all use water wisely, avoid unnecessary waste, and adopt simple conservation habits.”

A Shared Vision for the Future

The voices of these graduates collectively reflect a generation that is not only ambitious and capable, but deeply aware of the responsibility they carry.

Their insights highlight the importance of nurturing young talent, embracing innovation, and fostering a culture that values both people and purpose.

Rand Water’s continued investment in its graduates ensures that the organisation remains forward-thinking, resilient, and equipped to address the challenges of water sustainability.

Conclusion

This Water Month, we celebrate not only the resource that sustains life, but also the individuals dedicated to protecting it.

Through the voices of Rand Water’s graduates, we are reminded that sustainability is built on awareness, strengthened through action, and secured through collective responsibility.

Indeed, the future of water lies in the hands of those who recognise its value today—and are committed to protecting it for tomorrow.

Bulelwa Ngwane

Beyond the tap: driving sustainable change through strategic public education

Rand Water operates as a vital bulk water utility, supplying purified water to an expansive network of metropolitan municipalities, local municipalities, mining companies and large industries across Gauteng and parts of Mpumalanga, the Free State and North West provinces. While our primary customers are these large-scale entities rather than residential households, the stability of our entire bulk value chain is inextricably linked to the consumption patterns of the end-user.

 The Marketing Department’s focus is to bridge the gap between our high-level bulk distribution and ground-level demand. Our Public Education and Water Conservation campaigns are a strategic necessity; they protect our bulk resources by fostering a culture of conservation that flows from the individual consumer back to the source.

A Multi-Generational Media Strategy

To support the operational requirements of our diverse customer base, the Marketing Department executed an extensive, multi-channel media strategy.

We recognised that to manage ”Total System Demand” effectively, we needed to speak to every generation of water users—from corporate decision-makers to the tech-savvy youth.

Our reach was defined by a deliberate and modern media mix:

• • The Voice of the Community: Beyond generic adverts on 702, YFM and 94.7, we took the conversation directly to the people through scheduled interviews on local radio stations. These sessions allowed us to provide nuanced, localised education on water scarcity.
  
• • Digital & Social Innovation: Recognising the shift in media consumption, we launched a dedicated TikTok campaign and an intensive social media drive. This allowed us to engage the youth in a language they understand, turning water conservation into a trending topic.
  
• • Visual Dominance: Through television ”Squeezebacks” and infomercials on ENCA, ETV, Newzroom, SABC 1, 2, 3 and News 404, we kept practical conservation tips at the centre of the South African household.
  
• • The Urban Beacon: The iconic branding of the FNB Tower served as a constant geographical reminder of our message in the heart of our most high-demand economic hub.
  
• • Comprehensive Print Presence: We maintained a high-authority presence in Business Day, Sowetan, Sunday Times and The Citizen, supplemented by targeted reach in The Star, Saturday Star, Pretoria News and IOL News.
  

Measuring the Ripple Effect: The Impact of the Campaign

Success in public education for a bulk utility is measured by the stability of the grid and the mitigation of avoidable waste. Our recent outreach achieved three critical impacts:

1. 1. Strategic Demand Management: By educating the public on identifying leaks and reducing wastage, we lower the volumetric pressure on our bulk systems. This allows Rand Water to maintain more consistent pressure and supply volumes for our municipal, mining and industrial customers, especially during seasonal peaks.
   
2. 2. Supporting the Broader Water Value Chain: Our messaging provides essential ”air cover” for our bulk customers. By raising the baseline of water awareness through interviews and social media, we make it easier for local municipalities to implement their own sustainability initiatives.
   
3. 3. Proactive Risk Mitigation: Consistent public education serves as a proactive risk management tool. By utilising platforms like TikTok and local radio, we prepare a more resilient and informed public. This helps prevent the drastic supply-demand imbalances that could lead to system-wide pressure drops, protecting the interests of all our stakeholders.
   

Conclusion

Public education is a core pillar of Rand Water’s operational strategy. We understand that protecting our bulk supply begins with the awareness of the person at the tap. Through these strategic, modern campaigns, we are ensuring that every drop is valued, securing a sustainable water future for our municipalities, our industries and the millions of people who rely on our bulk infrastructure.

Busisiwe Nkosi