OCTOBER 2026
The Presidential One Billion Trees Campaign
Aligning conservation and socio-economic development
Trailblazer
New Gautrain operator
Infrastructure
Mteto Nyati
Sihamba Sonke Mobility
SIDSSA
Leading Eskom’s next chapter
A new era. Same track. Next level
Investment-ready projects
“ B R A I N F O O D
F O R
B U S I N E S S ”
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Contents
OCTO B ER 20 26 | IS S U E 67
Editorial 24 | Gautrain
Sihamba Sonke Mobility announced as the new Gautrain operator
28 | Blue Economy
South Africa’s marine resources driving economic growth
30 | Local government elections A guide to casting your vote
32 | SIDSSA
Creating a stronger pipeline of investment-ready projects with meaningful impact
36 | Labour demand
South Africa’s infrastructure pipeline needs a workforce to match
Features 10 | Addressing the Nation Our nation’s future begins with early childhood development
14 | Cover Story
Socioeconomic development meets conservation
16 | Women in Leadership
Maphefo Anno-Frempong: Building the skills South Africa’s transport sector needs
18 | Trailblazer
Mteto Nyati to lead Eskom’s next chapter
24 38 | BRICS Summit 2026
Leaders unanimously adopt the New Delhi Declaration
38 44 | How much does cash cost us? The Reserve Bank has crunched the numbers
20 | Tech
52 | Legal Matters
42 | Agriculture
54 | Health & Wellness
How innovation and transformative leadership are shaping the future of the transport ecosystem
Agribusiness, agriculture and BRICS
46 | In Other News
Why your digital life belongs in your estate plan
48 | Regional Focus
How the Free State’s art town became South Africa’s first smart town
50 | Financial Fitness
The hidden costs of owning a car
04 Public Sector Leaders | October 2026
What every residential lease should protect
What happens to the body when we are always “on”?
56 | Sporting Action
November sports calendar
58 | Upcoming Events October calendar
86,345
Government Employees Medical Scheme (GEMS): 2026 Annual General Meeting (AGM) Notice All GEMS members have been sent the draft 2025 GEMS Annual Integrated Report and Financial Statements containing the official notice of the 2026 GEMS Annual General Meeting (AGM) taking place virtually via the Zoom platform on Friday, 31 July 2026 at 15:00. In accordance with GEMS Rule 29.6, the GEMS Board of Trustees require members wishing to attend the AGM to register online by 15:00 on Friday, 31 July 2026. Please note that online registration will close at 15:00. No registration to attend the AGM will be allowed after 15:00. Accordingly, if you wish to attend the AGM, kindly go to www.gems.gov.za, click on the relevant link embedded in the 2026 GEMS AGM section and: Complete the online registration form by 15:00 on Friday, 31 July 2026. It is important to note that only members who have registered will be admitted to the meeting; Acquaint yourself with the Zoom user guide, which details Zoom’s functionality; and Download the Zoom software for an enhanced Zoom/AGM experience, should you prefer this to the standard Zoom/AGM web experience.
Should you be unable to attend the AGM, you may appoint a proxy to attend, speak and vote on your behalf by completing the proxy form. When returning your proxy form, kindly mark it for the attention of the Principal Officer with the reference 2026 GEMS AGM Proxy. It is important to note that your proxy form must reach us by 16:00 on Friday, 24 July 2026 to be considered. Proxy forms may be sent to: • Email: enquiries@gems.gov.za; • Fax: 0861 004 367; or
• Post: GEMS, Private Bag X782, Cape Town, 8000. For copies of the following AGM meeting documents, kindly go to www.gems.gov.za and click on the relevant link embedded in the 2026 GEMS AGM section: • 2026 GEMS AGM Member Guide; • 2026 GEMS AGM Agenda;
• 2026 GEMS AGM Proxy Form;
• 2025 GEMS AGM Minutes (draft);
• 2025 GEMS Annual Integrated Report;
• 2025 GEMS Trustee Remuneration Report; and • GEMS AGM Action List.
We thank you for your ongoing support and look forward to seeing you at the AGM.
0800 00 4367 (toll-free)
enquiries@gems.gov.za www.gems.gov.za
@GEMSMEDICALAID1 @GEMSMEDICALAID Government Employees Medical Scheme
The Government Employees Medical Scheme (GEMS) is an authorised Financial Services Provider (FSP No 52861)
Use the QR Code to download the GEMS Member App
Working towards a healthier you
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CREDITS PUBLIC SECTOR LEADERS The Digimag For Leaders In The South African Public Sector Fully Accredited Member of ABC
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06 Public Sector Leaders | October 2026
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60 | Public Sector Leaders | September 2025
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Letter from the
EDITOR’S LETTER
Editor
BY FIONA WAKELIN
Welcome to the October edition of Public Sector Leaders (PSL) Ramaphosa’s greening of South Africa through the planting of 1 billion trees! There is a multi-focus in this edition as October is Transport, Marine and Social Development Month. Fittingly our Women in Leadership is Maphefo Anno-Frempong, Chief Executive Officer of the Transport Education Training Authority (TETA), a public entity reporting to the Minister of Higher Education and Training and is responsible for facilitating skills development in the transport sector. The Trailblazer is Mteto Nyati, who is to lead Eskom’s next chapter.
I
n his letter penned to the nation on Monday, 19 October, His Excellency President Ramaphosa focused on the importance of early childhood development (ECD). Bana Pele - ‘children first’ in Sesotho - is a campaign led by the Department of Basic Education to strengthen and transform the delivery of early learning in the country. Grade R is now compulsory, yet more than 1.3 million children aged three to five are not enrolled in any early learning programme. “Expanding access to early learning is therefore a development priority and a way of addressing historical inequalities. Every child, regardless of the circumstances of their birth, deserves the chance to learn and grow,” – President Ramaphosa. Continuing with a celebration of His Excellency’s commitments to the country, our front cover reflects President
Celebrating Marine Month, we have an article on the blue economy and the good news is South Africa’s ocean economy could contribute R167-billion to GDP and support 608 253 jobs by 2035, according to projections underpinning the country’s Oceans Economy Master Plan. Going back onto South Africa’s shores, you may have noticed posters festooning lamp posts around the country – an indicator that the 2026 Local Government Elections are on the horizon and in these pages you will find a guide to casting your vote. Keeping the focus on transport, exciting news is that there is a new Gautrain operator! A public-private-partnership between the Gauteng Provincial Government and Bombela Concession Company (Pty) Ltd, the Gautrain has been hailed as one of South Africa’s largest and most successful PPP projects. This concession agreement came to an end on 27 March, opening the door for a new private partner to operate, maintain, refurbish, upgrade and modernise the Gautrain system for the next 15 years. On 30 September, Sihamba Sonke Mobility (SSM), a consortium comprising AIIM-Motseng JV,
Alstom, RATP Dev, GIBB-Crede, AIH Connect and SSM InvestCo, was announced as the new Gautrain operator. Infrastructure investment is key for our economic development. The fifth Sustainable Infrastructure Development Symposium South Africa (SIDSSA) took place from 23 to 25 August at the Century City Convention Centre in Cape Town. Hosted by Infrastructure South Africa (ISA) the Symposium brought together more than 1 200 delegates, government officials, infrastructure experts, project sponsors, investors, financiers and technical professionals from across South Africa and the continent. For a deep dive into this please turn to the article on creating a stronger pipeline of investment-ready projects with meaningful impact. Have you wondered about the phrase “Cash is king” – and what that means in terms of cost? How much does cash cost us? The Reserve Bank has crunched the numbers. The last such study was done by Mastercard in 2016 which pinned the cost of cash to consumers at R23-billion, or 0.52% of GDP. A decade later The Cost of Cash Research Study puts that figure at R88.5-billion per annum which is 1.2% of GDP. Based on the latest available population figures, that equates to almost R 1 400 per person. Turn these pages for a fascinating read. From myself and the amazing team, we hope you enjoy the winter feast!
FIONA WAKELIN | GROUP EDITOR
October 2026 | Public Sector Leaders 09
ADDRESSING THE NATION BY FIONA WAKELIN
10 Public Sector Leaders | October 2026
Our nation’s future begins with early childhood development
I
n his letter penned to the nation on Monday, 19 October, His Excellency President Ramaphosa focused on the importance of early childhood development (ECD). Bana Pele - ‘children first’ in Sesotho - is a campaign led by the Department of Basic Education to strengthen and transform the delivery of early learning in the country. Grade R is now compulsory, yet more than 1.3 million children aged three to five are not enrolled in any early learning programme. “Most of these children live in poorer communities, where paying even a low fee for a child to attend an ECD centre is a challenge. In contrast, children in betterresourced communities are far more likely to enter the foundation phase able to read for meaning and handle basic numeracy. Expanding access to early learning is therefore a development priority and a way of addressing historical inequalities. Every child, regardless of the circumstances of their birth, deserves the chance to learn and grow. “In this sense, expanding access to early learning is as much about overcoming historical inequities in education as it is a developmental issue. Building a more equal society necessitates that we give every child the opportunity to develop and learn,
regardless of the circumstances into which they were born,” – President Ramaphosa. Held in Sandton from 16-20 October, the second Bana Pele Summit brought together government, practitioners, communities, business, funders and civil society and took stock of progress towards the goal of ensuring that all children between the ages of three and five have access to affordable, equitable and quality early learning programmes by 2030. Over the past two years the subsidy for ECD attendees has been increased and the aim is to reach an additional 300 000 children by 2027 and a further 900 000 by 2030. “But investment alone is not enough. Public resources must reach the programmes and communities where they are needed most. Through the Bana Pele Mass Registration Drive, thousands of previously unregistered early learning programmes have taken their first step towards formal registration. The drive is bringing more providers into the national system, giving us a clearer picture of where programmes are located and helping us identify where further support is needed. “I have often said that we are starting late in building a formalised early childhood development system. Yet starting late should not mean starting slowly. The reforms we have embarked upon in early learning are part of a broader effort to renew South Africa’s socio-economic architecture,” – H.E. Ramaphosa.
Early learning touches on education, health, social protection, employment and the economy, and it is in these interconnected areas that its benefits will be felt most widely. Investing in young children, means laying the foundations for stronger schools, healthier communities, more inclusive growth and a more capable workforce for the decades ahead. Strengthening early learning is therefore an investment not only in children, but also in families, local economies and the people whose work sustains their care. Across South Africa, there are countless dedicated practitioners - many of whom are women who have built small enterprises of their own to care for children in their communities. “We can further accelerate access to ECD through the support of the private sector. Many companies already incorporate education in their Environmental, Social and Governance strategies, but much of it is on basic education and not specifically targeting early learning. Corporate support, whether in the form of subsidising fees, upgrading facilities or funding practitioner training, will help us to achieve our early learning goals. “Advancing early learning is a shared national responsibility. Our efforts to support our youngest citizens today are a solid investment not only in their future, but in the very growth and progress of our country,” – President Ramaphosa.
October 2026 | Public Sector Leaders
11
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20 | Public Sector Leaders | July 2024 2 3 RD E D I T I O N
IMPUMELELO TOP EMPOWERMENT
145
INTERVIEW RIER PROPERTY INVESTMENTS
RIER Property Investments
Turning salaried professionals into property owners
Prof Moses Makgato, Founder & CEO, RIER Property Investments
PLEASE SHARE THE BACKSTORY OF RIER PROPERTY INVESTMENTS. RIER Property Investments was born in a lecture hall. For years I worked as an academic, believing a good salary was the safest path to security. My own research showed me otherwise: the salary system rewards labour, not ownership. So I began buying property, one cashflow-positive unit at a time, in Pretoria and its surrounding townships. Tenants paid the bonds, and the properties paid me. Colleagues began asking how I did it, and I realised most hard-working South Africans were never taught. RIER was founded to close that gap and turn teachers, nurses, civil servants and corporate employees into confident property owners. WHAT GOODS AND SERVICES DOES THE COMPANY PROVIDE? We combine real estate investment education and training with handson support. Our flagship RIER Property Wealth Accelerator™ is an eight-week programme that takes beginners from a money health check and bond readiness to finding, analysing and buying a property, and placing a reliable tenant. We run monthly webinars,
in-person masterclasses and a 12-month investor community, and we published books such as Cashflow Is King and The RIER Property Portfolio Guide. We also source below-market-value properties for our clients, from sectional title units and multi-let apartments to student accommodation and short-term rentals. IN YOUR OPINION, WHAT SETS RIER PROPERTY INVESTMENTS APART FROM THE COMPETITION? Three things. First, we are cashflow priority: every property must pass our 6-Line Profit Test and pay more than R2 700 a month after the bond and costs before anyone signs. Second, we do not stop at teaching. We walk with clients all the way to their keys, sourcing and checking every deal with them. Third, everything we teach, I have done myself, from multi-let houses, apartments around Pretoria, student accommodation, Airbnb. Our R.I.S.E.™ Framework (Readiness, Identify, Score, Execute) keeps the journey simple for first-time investors. WHAT HAVE BEEN YOUR MOST MEMORABLE SUCCESSES AS FOUNDER AND CEO? My proudest moments are other people’s title deeds: a Pretoria teacher receiving her first rental income while standing in front of her class, or a full-time university lecturer having a two-property portfolio. Investors who arrived afraid of debt now own properties that pay them every month. Personally, building a portfolio across sectional title, multi-let, student accommodation and affordable
housing development has been deeply rewarding, as having written four books on property investment and being featured in Public Sector Leaders publication, as well as being a member of FEDHASA. WHAT ARE YOUR EXCITING FUTURE PLANS FOR THE BUSINESS? We want property ownership to be a realistic goal for every working professional. On 14 November 2026 we will host our in-person investor event at Hotel 224 in Pretoria, and our webinars now run monthly. Our next intake for Wealth Accelerator is on 5 November 2026, reaching investors in more provinces, and partnering with women-led stokvels and cooperatives on joint investments. Our vision is simple: to be a leading catalyst for financial freedom through property, one family and one title deed at a time.
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October 2026 | Public Sector Leaders 13
ONE BILLION TREES BY KOKETSO MAMABOLO
President Cyril Ramaphosa planting a Yellowwood, South Africa’s national tree, at the Highway Park
The President’s one billion trees
Socioeconomic development meets conservation
W
e know all about the President’s initiatives that make the headlines. From the youth employment programmes, the enormous infrastructure drives, and the reforms coming through from Operation Vulindlela, these are obvious candidates for public attention. But the one programme which has a more fundamental, long-term benefit to the public is one that can easily be taken for granted: the planting of more trees. The goal of the Presidential One Billion Trees programme is in the name. Over the next five years the Department of Forestries, Fisheries and the Environment (DFFE)
has been tasked with working with communities, government entities, traditional leaders, and the private sector to meet President Ramaphosa’s target of planting a billion trees across the country. Initially the goal was just ten million when the initiative began in the 2020/21 financial year but the President decided he wanted more. It forms part of the National Greening Programme and is one of the government’s ways of mitigating climate change and the loss of biodiversity. It is also a way to
14 Public Sector Leaders | October 2026
address spatial inequality from poor urban planning which has continued to make suburbs places of lush vegetation compared to townships and informal settlements which are sparsely vegetated. “Addressing and overcoming the geography of inequality we inherited necessitates that greening programmes must also substantively contribute to advancing food security, rural development and the economic empowerment of women,” wrote the President in an update on progress made in the programme since the
start of the financial year. The trees being planted were specifically chosen for their suitability to local conditions and ability to thrive with very little human intervention. The programme calls for sixty percent of the trees to be fruit trees and forty percent to be indigenous. An agreement between the DFFE and the Department of Human Settlements requires each state-subsidised house to have a tree planted with it on the property. Given the sheer number of invasive species across the country, including the bluegums and the famous Jacarandas, which use large amounts of surface water and pose significant wildfire risks, the planting of indigenous trees as a requirement is a welcome contribution to conservation efforts. The programme recognises “the need for both the preservation and transfer of indigenous knowledge in the cause of conservation.” “Conservation and socioeconomic development are not mutually exclusive,” wrote the President. An example of the connection between conservation and development is the She Evolves project in the Free state where women are generating income from tree planting efforts. In Sandton the Innesfree Park urban garden, with the help of a hospitality chain, has become a source of income for a mother-daughter duo. By harnessing the efforts of EPWP workers to prepare land, transport the trees and maintain them, the One Billion Trees programme imparts skills which can be used to make a living. “With these skills, young South Africans will be able to use what they have learned to seek employment at nurseries and
farms, and start their own businesses in landscaping, tree maintenance, plant production and sale. The seemingly simple act of planting a tree has the potential to generate many opportunities into the future, especially for young people who have considered a future in farming but did not know where or how to start.” FOOD ON THE TABLE South Africa is often referred to as “Europe’s fruit bowl of the south”, well-known for its citrus fruits, avocados, stone fruits, and more. The country is the leading fruit exporter in the Southern Hemisphere, making up half of all exports. In terms of production, South Africa is 15th in the world and third in the hemisphere. The largest market for Mzansi’s fruit is the EU & Russia (43%), with the presence in Asia showing promising growth. While the bulk of the fruit produced in the country is exported or processed, local demand is easily met, and the country ranks as the second most food secure on the continent after Morocco. This makes the President’s intention of the programme contributing to food security initially seem like a contradiction. As the President’s Agricultural Envoy, Wandile Sihlobo has pointed out: “We are a leading agricultural exporter in Africa, yet many households are insecure.” The Food Security in South Africa in 2019, 2022 and 2023 report published by StatsSA last year paints an alarming picture. The proportion of households experiencing moderate to severe food insecurity was 19.7% in 2023 with the number of households experiencing severe food insecurity sat at 8%. Female-headed
households bear the brunt of it with a proportion (21.5%) higher than the national average. The Northern Cape (34.5%), North West (29.7%), Mpumalanga (26.6%), and KwaZuluNatal (26.5%) are the hardest hit provinces in terms of moderate to severe food insecurity, with the Northern Cape (16.6%) and North West (13.5%) also topping the severe food insecurity table. StatsSA’s numbers show that people involved in agricultural activities as their main source of income experience less food insecurity (both severe and moderate to severe). Which brings us to why the One Billion Trees Programme is seen as a tool to fight food insecurity. The problem is not a lack of food, the problem is a lack of income. What the programme offers is skills development, avenues into agriculture, and opportunities for people to supplement their food supply with fruits from their own gardens and communities. Since April this year over seven million trees have been planted across the provinces. More than two million of those have been in the Western Cape and, surprisingly, the country’s driest province (the Northern Cape) recorded half a million trees planted. “The momentum that this campaign has gathered is a testament to the power of collective action, with private citizens, businesses, schools and community organisations joining the effort,” wrote the President. “I call on those who have not already done so to join the campaign by planting or donating a tree. Together, we can achieve our goal of planting one billion trees across South Africa over the next five years.”
Source: The Presidency | Agricultural Economics Today | Fruit SA | Statistics South Africa
October 2026 | Public Sector Leaders
15
WOMEN IN LEADERSHIP BY JESSIE TAYLOR
Maphefo Anno-Frempong: Building the skills South Africa’s transport sector needs 16 Public Sector Leaders | October 2026
F
or Maphefo Anno-Frempong, leadership in the transport sector is closely connected to education, skills development and preparing people for a changing world of work. As Chief Executive Officer of the Transport Education Training Authority (TETA), she leads an organisation with a national mandate to develop the skills needed across South Africa’s transport sector. Ms Anno-Frempong has more than three decades of public service experience, having worked across several government departments. Her areas of expertise include leadership, education, policy development, stakeholder engagement, skills development and strategy.
DEVELOPING SKILLS ACROSS A COMPLEX SECTOR TETA is one of South Africa’s 21 Sector Education and Training Authorities (SETAs), established under the Skills Development Act of 1998. It is a public entity reporting to the Minister of Higher Education and Training and is responsible for facilitating skills development in the transport sector. TETA’s mandate covers rail, aerospace, maritime, road freight, road passenger transport, the taxi industry, freight handling, and forwarding and clearing. This means its work spans many occupations and industries involved in the movement of people and goods. The authority’s responsibilities include developing a sector skills plan, facilitating and supporting learnerships and skills programmes, approving workplace skills plans, disbursing grants to stakeholders, and conducting quality assurance of education and training within its sector. In practical terms, TETA works across government, employers, education and training providers and prospective workers to support skills development in the transport industry.
That role becomes particularly important as the transport industry changes. Technological advances, digitalisation, the transition towards a greener economy, changing regulations, and evolving skills requirements are reshaping the capabilities the sector needs. Ms Anno-Frempong has highlighted the need for continued reskilling and upskilling as the industry responds to these changes. She identified areas, including driving, information technology, engineering, financial management, and business and technology skills, that require attention. She also pointed to emerging occupations such as electric vehicle technicians, autonomous vehicle operators or technicians, sustainable transport specialists, data analysts and transportation planners. For TETA, the challenge is not simply to address existing skills shortages but also to anticipate how technological and economic changes will affect future occupations. TETA has been working with universities and other organisations on training linked to the Fourth Industrial Revolution, while new occupational qualifications are being introduced to address skills gaps and improve workforce competence. OPENING DOORS TO OPPORTUNITY The focus on skills development also creates opportunities to broaden participation in the transport sector. Ms Anno-Frempong’s earlier work with TETA included initiatives specifically aimed at encouraging young women to consider careers in aviation and other areas where women had historically been underrepresented. In 2015, TETA reported that 186 female learners had benefited from sponsored interventions encouraging women to pursue aviation careers. The initiative reflected a broader effort to expose young people to career opportunities in the transport industry and to support
access to skills in areas where demand existed. This remains relevant as the sector undergoes technological and structural change. As new technologies create different career paths, skills development can help young people and groups historically underrepresented in particular occupations access emerging opportunities. TETA’s role is also connected to broader economic activity. In September, the authority partnered with the Nkomazi Special Economic Zone for a logistics and agro-processing summit aimed at connecting growth-stage small businesses with potential corporate buyers, development finance institutions, logistics operators and skills development partners. Ms Anno-Frempong has described TETA as a connector between industry, education and government in developing the next generation of transport professionals. The partnership illustrates how skills development can extend beyond formal training to include links between businesses, institutions and opportunities within the wider transport and logistics environment. Her career reflects the intersection between education, government and skills development. After more than 30 years in public service, her leadership at TETA places her at the centre of an industry being reshaped by technology, environmental pressures and changing patterns of work. Her work at TETA has increasingly focused on anticipating the skills that will be required as the transport sector changes. That includes identifying emerging occupations, supporting reskilling and upskilling, strengthening partnerships with education institutions and creating opportunities for people to enter areas where skills are in demand.
Source: Transport Education Training Authority | Engineering News | Nelson Mandela Foundation | World Maritime University | South African Government
October 2026 | Public Sector Leaders
17
TRAILBLAZER BY JESSIE TAYLOR
Mteto Nyati to lead Eskom’s next chapter 18 Public Sector Leaders | October 2026
W
hen Mteto Nyati joined Eskom’s board in October 2022, South Africa was in the grip of an electricity crisis. Stage 6 load shedding was a regular reality; Eskom was struggling financially, and confidence in the power utility was under severe pressure. Three years later, the picture has changed significantly. Eskom has reported two consecutive years of profitability and, in May, reached a full year without load shedding. Now Mr Nyati has been given another three years to help guide the utility through its next phase. Mr Nyati’s role is to lead the board, which provides governance and strategic oversight. The extension comes as Eskom moves from its recovery phase into what the government has termed Eskom 2.0, with a focus on sustaining energy security while making the utility financially sustainable and preparing it for a more competitive electricity market. FROM ENGINEERING TO BUSINESS LEADERSHIP Mr Nyati brings a career spanning engineering, technology and business leadership to the role. His career has included senior roles at companies including Afrox, Nampak and IBM South Africa, followed by leadership positions at Microsoft South Africa, MTN and Altron. Mr Nyati has also built a reputation around business transformation and turnaround strategies. His appointment to Eskom came at an exceptionally difficult moment. In September 2022, South Africa was experiencing Stage 6 load shedding. Mr Nyati said that he and the board examined the problems facing the utility and identified six power stations where operational improvements could make a significant difference. This informed the Generation Recovery Plan, a two-year programme that focused on improv-
ing the performance and maintenance of the existing generation fleet. The results have been substantial. Eskom marked 365 consecutive days without load shedding in May, while the utility says the improvement in reliability over the preceding three years saved R26.9 billion in diesel costs. Its 2026 financial results showed a second consecutive profitable year, with Eskom saying operational recovery and cost discipline had contributed to the improvement. FROM RECOVERY TO ESKOM 2.0 The next three years will require a different focus. With the immediate electricity supply crisis substantially improved, Eskom must now address financial sustainability, affordability, infrastructure, changing electricity markets, and the transition to new energy sources. One of Mr Nyati’s clearest priorities is reducing the cost of running Eskom. He said management had been given a target of taking about R112 billion out of Eskom’s cost base through a five-year programme. He said management had exceeded its target for the first year of the programme. The objective is closely linked to electricity affordability. Mr Nyati said Eskom wants tariff increases to remain in single digits, rather than the double-digit increases seen in previous years. His longer-term goal is to align tariff increases with consumer price inflation, or CPI, although he stressed that achieving this would depend on the success of the cost-reduction programme. Financial sustainability will also require Eskom to address the money owed to it. Municipal debt remains a major concern, with Sowetan reporting that municipalities owed the utility about R450 billion. Eskom’s own financial position has improved, but its debt burden remains signifi-
cant. Reducing that burden is one of the challenges Mr Nyati has identified for the next phase of the turnaround. Another major priority will be Eskom’s restructuring and the development of a more competitive electricity market. The National Transmission Company South Africa has already been established as a separate entity, and the next stage is to complete its separation from Eskom Holdings. Mr Nyati has said the board supports the process but wants the risks to Eskom’s financial sustainability to be properly managed. The government’s Eskom 2.0 expectations also include developing a roadmap covering the next three, five and 10 years. Renewable energy is already becoming a bigger part of Eskom’s strategy. Eskom Green, the utility’s renewable-energy business, was launched in 2026 and is intended to develop renewable generation and support the country’s energy transition. In May, construction began on a 75MW solar plant at Lethabo Power Station, demonstrating how renewable generation can be integrated with Eskom’s existing infrastructure. For Mr Nyati, the shift towards renewable energy is also about ensuring Eskom remains relevant as customers increasingly seek cleaner electricity. At the same time, he has emphasised that the utility must maintain sufficient reliable generation and expand the transmission grid to accommodate new sources of power. The next three years will therefore be less about solving a single crisis and more about building a sustainable electricity business. Mr Nyati and the board will have to oversee the implementation of Eskom 2.0 while management continues the operational work of running the utility.
Source: South African Government | Moneyweb | Sowetan | Eskom | Yale Jackson School of Global Affairs
October 2026 | Public Sector Leaders 19
TECH BY THULANI DUBE
Beyond mobility: How innovation and transformative leadership are shaping the future of the transport ecosystem
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here is an undeniable critical role mobility plays in economic development, social inclusion and national competitiveness. This conversation must, without a doubt, extend beyond roads, railways and vehicles, especially in an era defined by artificial intelligence, digital transformation and climate change. It must
confront and address a more fundamental issue on how innovation can transform transport from a means of movement into an engine of economic opportunity. Transport is more than infrastructure. It connects people to employment, students to education, businesses to markets, and communities to essential services. When transport systems fail,
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economic participation suffers. When they function efficiently, they unlock productivity, investment as well as inclusive growth. For South Africa, where historical spatial inequalities continue to shape commuting patterns, innovation in transport is not merely a technological
RETHINKING TRADITIONAL MOBILITY MODELS THROUGH INNOVATION However, these challenges are creating opportunities for entrepreneurs, policymakers and forward thinking executives to rethink traditional mobility models. One compelling example is LOOP, a South African mobility technology startup founded by Imtiyaaz Riley and Jamie Wyngaard. LOOP leverages technology to modernise the established minibus taxi industry while also enhancing operational efficiency, improving service delivery and accelerating the sector’s digital transformation. Its platform enables commuters and businesses to arrange shared transport through WhatsApp, while incorporating digital payments, automated route planning and driver coordination. This approach recognises an important reality that meaningful innovation does not always require replacing existing systems. Sometimes, the greatest opportunity lies in making those systems more efficient, accessible and accountable. In April 2025, LOOP reported serving over 30 000 WhatsApp users, working with approximately 500 drivers and facilitating over 15 000 rides on a monthly basis . These figures demonstrate how locally developed solutions can address practical mobility challenges while creating commercially viable opportunities. ambition. It is a socioeconomic imperative. South Africa’s transport sector presents a fascinating paradox. While the country possesses relatively sophisticated road, rail and logistics infrastructure, millions of citizens continue to experience unreliable, expensive and fragmented transport services.
LOOP also offers an important leadership lesson. Its founders identified an underserved market, understood the lived experiences of commuters and operators, and developed technology appropriate to local conditions.This is innovation driven by empathy, not simply technological sophistication.
Demonstrating public sector leadership in advancing sustainable mobility At an institutional level, Cape Town’s MyCiTi bus system is demonstrating how public sector leadership can advance sustainable mobility. In July 2026, the City announced that its first fully electric MyCiTi bus had completed performance testing, alongside an initial order for 38 electric buses. These vehicles form part of a broader expansion intended to improve connectivity across communities historically underserved by formal public transport. Additionally the bus bodies of the electric MyCiTi bus, nicknamed “Evie” will be manufactured locally in Gauteng, further adding to the development of the local manufacturing economy. Similarly, Gautrain’s next phase of modernisation includes plans for integrated digital ticketing, improved feeder services and a Mobility-as-a-Service platform.The Gautrain’s planned Mobility-as-aService (MaaS) platform represents an important step towards a more integrated public transport system in South Africa. By connecting journey planning, real time travel information, digital ticketing and feeder services, the MaaS aims to simplify commuting and improve connectivity between different transport modes. This initiative illustrates how digital innovation and strategic leadership can enhance commuter convenience, improve operational efficiency, and support a more accessible and connected transport ecosystem. PIONEERING MOBILITY MODELS THROUGH INNOVATION IN AFRICA As the local ecosystem develops, it is also important to be aware of Africa’s
October 2026 | Public Sector Leaders 21
TECH BY THULANI DUBE
emerging transport Innovation Ecosystem. Across Africa, entrepreneurs are demonstrating that the continent need not simply import mobility solutions developed elsewhere. It can pioneer models that respond to its distinctive economic, infrastructural and social realities. BasiGo, in Kenya, is accelerating electric public transport through an innovative “Pay As You Drive” model. By combining vehicle financing, charging
infrastructure and maintenance, it reduces the financial barriers that prevent traditional bus operators from adopting electric vehicles. Ampersand, which operates across Rwanda and Kenya, has developed electric motorcycles and battery swapping infrastructure, addressing operating costs and the practical challenges of charging for commercial motorcycle riders. These examples highlight a critical distinction.
They point out that Africa’s transport transformation is not exclusively about technological advancement. It is equally about innovative financing, accessibility and most importantly, business model transformation. Demonstrating DEMONSTRATING TRANSPORT INNOVATION THROUGH INTEGRATED MOBILITY SYSTEMS Internationally, transport innovation is increasingly defined by integrated mobility systems, intelligent infrastructure and sustainability. Singapore, for example, provides a compelling example of coordinated urban transport planning where public investment, integrated rail and bus networks and intelligent traffic management technologies support a connected mobility ecosystem. China’s investment in high speed rail and electric mobility demonstrates the transformative potential of long term infrastructure planning, industrial policy and technological development. Meanwhile, European cities such as Amsterdam and Copenhagen illustrate how prioritising cycling, pedestrian infrastructure and public transport can contribute to more accessible and environmentally sustainable urban environments. MOVING TOWARDS INTEGRATED TRANSPORT LEADERSHIP THE LESSON FOR SOUTH AFRICA The lesson for South Africa is not to replicate these models indiscriminately. Our economic circumstances, settlement patterns and transport challenges differ considerably. Instead, leaders in the transport sector in South Africa must adapt their underlying principles of long term strategic planning in order to drive sustained investment in innovation. The most
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successful transport ecosystems are not necessarily those with the most advanced technologies, but those that integrate technology, infrastructure and human needs into a coherent strategy. While technology often dominates discussions about transport transformation, innovation ultimately succeeds or fails through leadership. Visionary leaders recognise that transformation requires more than investment in infrastructure or the adoption of emerging technologies. It demands an organisational culture that encourages experimentation, collaboration and continuous improvement. In South Africa, this requires a fundamental shift from fragmented institutional decision-making towards integrated transport leadership. The government, transport operators, technology startups, financial institutions and academic organisations must collaborate to develop solutions that are both commercially sustainable and socially inclusive. Leaders must support the building of collaborative innovation ecosystems. Public-private partnerships should extend beyond infrastructure procurement to include startup incubation, research partnerships and innovation pilots that address real mobility challenges. They must embrace data driven decision-making and invest in future-ready skills. It is imperative that leaders leverage artificial intelligence, predictive analytics and real time transport data to improve on issues such as route optimisation, infrastructure maintenance, commuter safety and operational efficiency among other transport related initiatives. Transport transformation requires new capabilities in digital systems,
creating the opportunity for greater collaboration with academic institutions. Technological advancement must not deepen existing inequalities. Solutions should remain accessible to underserved communities, informal transport operators and citizens with limited digital connectivity. Importantly, leaders must be willing to challenge conventional thinking. The future of transport will not emerge exclusively from established institutions. It will also be shaped by entrepreneurs who understand overlooked challenges and possess the courage to rethink existing systems. BUILDING AN INCLUSIVE, SUSTAINABLE TRANSPORT ECOSYSTEM THAT MOVES AN ENTIRE NATION FORWARD Greater reflection is therefore crucial especially as South Africa commemorates Transport Month. The convergence of artificial intelligence, electric mobility, digital payments and intelligent infrastructure offers the potential to reshape how citizens and businesses move.
The question facing today’s transport executives is therefore no longer simply how to move people and goods more efficiently. It is how to build a transport ecosystem that expands opportunity, strengthens economic competitiveness while simultaneously creating a more connected society that subsequently moves an entire nation forward. More importantly, in an environment of rising fuel prices and economic uncertainty, transport leaders must make innovation a strategic priority rather than a discretionary investment. Building resilience requires accelerating the adoption of innovative strategies. Ultimately, resilient transport organisations will be those that turn economic pressures into opportunities to innovate, improve efficiency and deliver sustainable, affordable mobility.
However, technology alone cannot overcome decades of structural inequality, fragmented planning and institutional inefficiency. What is required is leadership that combines strategic vision with practical execution, leadership that combines innovation with inclusion as well as economic ambition with social responsibility. South Africa already possesses the entrepreneurial talent, institutional capabilities and emerging technologies necessary to lead aspects of Africa’s mobility transformation. The challenge is to connect these strengths through purposeful partnerships, supportive policy and sustained investment.
Thulani Dube, Head of Innovation and Advancement, Cornerstone Institute
October 2026 | Public Sector Leaders 23
NEW GAUTRAIN OPERATOR BY SHUMIRAI CHIMOMBE
Sihamba Sonke Mobility announced as the new Gautrain operator A new era. Same track. Next level
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he Gautrain has been a distinctive feature on Gauteng’s commuter landscape since its launch in 2010 ahead of the FIFA World Cup, providing a fast, safe and reliable transport link between key economic hubs, and easing traffic congestion between Johannesburg and Pretoria. Spread across 80 kilometres, the mass rapid transit railway system operates across 10 stations linking Johannesburg, Pretoria, Ekhuruleni and OR Tambo International Airport. It is supported by an integrated bus and midi-bus feeder system.
A public-private-partnership between the Gauteng Provincial Government and Bombela Concession Company (Pty) Ltd, the Gautrain has been hailed as one of South Africa’s largest and most successful PPP projects. This concession agreement came to an end on 27 March, opening the door for a new private partner to operate, maintain, refurbish, upgrade and modernise the Gautrain system for the next 15 years.
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A NEW CHAPTER UNDER A NEW PRIVATE OPERATOR On 30 September, Sihamba Sonke Mobility (SSM), a consortium comprising AIIM-Motseng JV, Alstom, RATP Dev, GIBB-Crede, AIH Connect and SSM InvestCo, was announced as the new Gautrain operator. The 15-year concession, which became effective on 28 September, will run from 2026 to 2041, and will cover the operations, maintenance and refurbishment of the Gautrain and
sortiums which combined substantial expertise to meet the various aspects of the tender documentation. This included having the capability and experience to operate such a concession; the longstanding capability to commercialise stations; the ability to operate buses and trains at the same time; and the ability to manage stations effectively. THE NEXT PHASE - PROGRESSIVE INVESTMENT AND MODERNISATION According to the GMA, Gautrain has become an important part of Gauteng’s economic and transport infrastructure, connecting people to employment, education, business, leisure and other opportunities across the province. After 16 years of operations, the system has recorded more than 216-million passenger trips.
its integrated feeder-bus network. The concession has been procured under South Africa’s public-private partnership framework and is contracted with the Gautrain Management Agency (GMA) on behalf of the Gauteng Provincial Government.
The next phase will build on this foundation through progressive investment and modernisation across the Gautrain system. Planned improvements include: increased train frequency during weekday off-peak periods; extended operating hours; expansion of the fleet from 24 to 32 four-car electric multiple units; new and upgraded trains with improved passenger amenities; improved integration between Gautrain trains and feeder bus services; and additional feeder routes and midibuses.
In a media release, the GMA stated that the conclusion of this process marks the beginning of a new phase for Gauteng’s flagship rapid rail system, with a renewed focus on investment, modernisation, operational sustainability, improved passenger experience, and stronger integration with the province’s broader public transport network.
Other developments on the cards include upgrades to stations, facilities and depots; improved security and passenger information systems; expanded public Wi-Fi and improved digital services; full backup power provision for stations; a planned 30% renewable energy contribution across stations and depots; and the progressive introduction of account-based ticketing and an integrated Mobility-as-a-Service digital platform.
Speaking to Business Day TV, Gautrain Management Agency CEO Tshepo Kgobe explained that to bid for the concession, companies had to put together con-
“These interventions will be implemented progressively over the 15-year period and are intended to create a more frequent, accessible, connected, resilient and sus-
tainable public transport service.” The GMA indicated that the conclusion of the process to appoint the new private operator also provides certainty for the continued operation of the Gautrain while creating an opportunity to unlock further value from one of Gauteng’s most important strategic infrastructure assets.. About the Sihamba Sonke Mobility driving the Post-2026 Gautrain Concession The new concession brings together South African investors and leading global rail expertise to drive the next chapter of the Gautrain. AIIM-MOTSENG JV The AIIM-Motseng JV comprises African Infrastructure Investment Managers (AIIM) and Motseng Investment Holdings. AIIM participates through the IDEAS Managed Fund, its flagship infrastructure equity fund. IDEAS holds a 51% majority interest in the AIIM-Motseng JV. Motseng, which holds a 49% stake, is a 95% women-owned and women-led diversified investment group with a proven 28-year track record in PPPs, asset management and strategic investments in unlisted companies. RATP DEV RATP Dev is a global operator of urban and intercity transport systems, active in 16 countries across five continents, including South Africa where they were part of the outgoing Gautrain operating partner, Bombela Concession Company. As a subsidiary of the RATP Group, the company draws on 125 years of expertise developed in the ultra-dense public transit systems of Paris that are constantly undergoing modernisation. ALSTOM Alstom is a French multinational rail transport manufacturer. It is a global rail leader operating in 61 countries.
October 2026 | Public Sector Leaders 25
NEW GAUTRAIN OPERATOR BY SHUMIRAI CHIMOMBE
The company designs and delivers a complete range of future-ready solutions – from high-speed and regional trains to metros, monorails, trams, turnkey systems, end-to-end services, infrastructure, signalling and digital rail solutions. GIBB-CREDE GIBB-CREDE Investments is a specialist infrastructure sponsor, co-developer and investor focused on developing, financing, investing in and managing strategic infrastructure assets. Backed by GIBB’s established infrastructure delivery capability and Crede Capital Partners’ investment expertise, GIBB-
CREDE combines commercial, financial and transaction execution capability with long-term investment discipline to originate, structure, finance and invest in complex infrastructure projects.
private equity fund that broadens access to funding. Its shareholders and board offer extensive corporate, commercial, investment and private equity expertise across diverse industries.
AIH CONNECT
SSM INVESTCO
AIH Connect (Pty) Ltd (AIH) is wholly owned by AWCA Investment Holdings Pty Ltd , a 100% black women-owned and managed investment holdings company. AIH was founded and funded by 61 black women, most of whom are Chartered Accountants, and currently has 50 black women shareholders. AIH is the majority shareholder in AIH Capital, a
SSM Investco is a ring-fenced broadbased ownership vehicle established to enable Gauteng residents to acquire a direct equity stake in the Gautrain Post2026 Concession. Vuyo Ntoi, Co-Managing Director at AIIM said: “The Gautrain has become an important part of Gauteng’s economic and transport infrastructure. As Sihamba Sonke Mobility, we
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recognise the responsibility that comes with taking stewardship of an asset of this significance. Our focus is on ensuring continuity, maintaining the standards commuters have come to expect, and investing in the system so that it can continue to serve the people and economy of Gauteng for many years to come.” MAJOR BOOST FOR GAUTRAIN WITH NEW TRAINS PLANNED The French company Alstom announced on 30 September that, as part of its share in the Gautrain concession, worth €800-million (R15-billion), it will
manufacture eight new Gautrain units at its Ubunye facility in Nigel, Ekurhuleni. By building the trains locally, Alstom will be supporting skills development, local industrial growth and the expansion of the South African rail supply chain. In addition, it will build a new signalling system, upgrade existing communications systems, refurbish and modernise the existing fleet, and provide long-term rail maintenance services.. “For thousands of commuters
across Gauteng, this next phase of the Gautrain project represents seamless and more reliable mobility”, said Tristan le Masne, Alstom Southern Africa Managing Director. “Travellers will benefit from more frequent train service and smoother connections across the network. Together with our consortium partners, we are committed to delivering a better travel experience for South Africans.”
Source: SABC News | South African Government News Agency | Business Day TV | Motseng Investment Holdings | My Broadband | Alstom
October 2026 | Public Sector Leaders 27
MARINE MONTH BY JESSIE TAYLOR
Blue Economy
South Africa’s marine resources driving economic growth
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outh Africa’s ocean economy could contribute R167 billion to GDP and support 608 253 jobs by 2035, according to projections underpinning the country’s Oceans Economy Master Plan. The figures offer a glimpse of the potential of an economic resource that stretches far beyond the country’s beaches and fishing grounds. From shipping and marine manufacturing to fisheries, aquaculture and tourism, South Africa’s ocean economy encompasses a diverse range of industries, creating
opportunities for investment, skills development, job creation and local economic growth. The projections show the ocean economy’s contribution to GDP growing from an estimated R131 billion and 480 440 jobs in 2025 to R167 billion and 608 253 jobs in 2035. This would represent growth of about 28% in its GDP contribution and 27% in employment over the decade.
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The figures are forecasts rather than guarantees, based on economic analysis underpinning the Oceans Economy Master Plan. They reflect the potential impact of investment and development across the sector. The plan is deliberately ambitious, with the objective of stabilising, reviving and growing South Africa’s ocean economy. That makes the numbers significant not simply because of their size, but because
they indicate the ocean’s potential to become a larger source of economic opportunity over the next decade. A DIVERSE ECONOMY BEYOND THE COASTLINE South Africa’s ocean economy is much broader than commercial fishing. The country’s extensive coastline and approximately 1.5 million-square-kilometre exclusive economic zone provide a platform for a range of economic activities. DFFE’s Operation Phakisa programme identifies marine transport and manufacturing, offshore oil and gas, aquaculture, coastal and marine tourism, small harbours, fisheries and marine protection and governance among the areas with economic potential. The scale of the opportunity is partly explained by South Africa’s strategic position. According to DFFE, around 300 million tonnes of cargo move through the country’s ports each year, while marine manufacturing offers opportunities in ship and rig repair, refurbishment and boatbuilding. The 2035 projections indicate that marine transport and manufacturing could be among the largest contributors to growth within the ocean economy. Marine transport alone is projected to contribute up to R11 billion to GDP and 19 000 jobs by 2035, with growth in cargo handling expected to be a major driver. Marine manufacturing is projected to contribute more than R10 billion and about 29 000 jobs. For employment, fisheries and aquaculture are particularly important. The DFFE projections
estimate that the two sectors combined could contribute around R4.8 billion to GDP and more than 56 000 jobs by 2035. South Africa already has established commercial fisheries, including important hake, anchovy and sardine fisheries associated with the productive Benguela system on the country’s west coast. The Aquaculture sector includes the farming of aquatic animals and plants, with South African operations producing species including abalone, oysters, mussels, finfish and seaweed, as well as freshwater species such as trout and tilapia. DFFE describes aquaculture as an important source of skills-based employment and an opportunity to supply both domestic and international markets. For coastal and rural communities in particular, expanding fisheries and aquaculture value chains could create opportunities not only in primary production but also in processing, cold storage, transport, equipment, retail and related services. TOURISM AS AN ECONOMIC OPPORTUNITY The ocean economy also reaches into South Africa’s tourism sector. Coastal tourism supports businesses ranging from accommodation and restaurants to marine excursions, diving, recreational fishing and whale watching. Marine protected areas can also contribute to this economy by protecting biodiversity while supporting activities that depend on healthy marine ecosystems. DFFE has highlighted the role of marine protected areas in supporting coastal tourism, while marine spatial planning can help balance different
activities and reduce conflicts between economic development and environmental protection. This is particularly relevant for municipalities and coastal communities, where the ocean can be an important foundation for local economic development. A thriving ocean economy can therefore create economic activity beyond the large companies operating directly in the maritime sector. Small businesses providing accommodation, food, tourism services, transport, equipment and other services can all benefit from increased activity along the coast. The projected 608 253 jobs are significant, but achieving them will require more than simply having access to a large ocean. Skills development will be central. DFFE identifies skills and capacity building, alongside research, technology and innovation, as key enablers of the Oceans Economy programme. The jobs of the future will span traditional maritime occupations as well as increasingly technical fields. South Africa will need marine engineers and scientists, vessel crews, aquaculture specialists, conservation professionals, technicians, construction workers, logistics experts and people with digital and data skills. This also creates an opportunity to make the ocean economy more inclusive. For the government, that means creating an environment in which established companies can expand while smaller businesses, emerging entrepreneurs and communities can participate in ocean-related value chains.
Source: Department of Forestry, Fisheries and the Environment | South African Government
October 2026 | Public Sector Leaders 29
ELECTIONS BY JESSIE TAYLOR
2026 Local Government Elections A guide to casting your vote
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outh Africans will head to the polls on 4 November 2026 to choose the councils that will govern their municipalities for the next five years. Local government elections can sometimes receive less attention than national polls, but they have a direct impact on many of the services people rely on every day, from water and sanitation to waste collection, local roads and electricity. Election Day has been declared a public holiday, and voting stations will be open from 7am to 9pm. Voters already in the queue at 9pm will still be allowed to vote. The IEC has also scheduled special voting for Monday, 2 November and Tuesday, 3 November, for approved applicants.
WHAT ARE YOU VOTING FOR? Local government is the sphere of government closest to communities. While the national government makes laws and sets policy for the country, and provinces have responsibilities such as healthcare and education, municipalities are responsible for a range of services that directly affect daily life. Depending on where you live, these can include water and sanitation, electricity distribution, refuse removal, local roads, municipal planning and other community
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services. In local government elections, voters therefore choose councillors who will form the municipal council responsible for governing their area. South Africa has eight metropolitan municipalities, 44 district municipalities and 205 local municipalities. There are 10,526 council seats being contested in 2026. HOW MANY BALLOTS WILL YOU RECEIVE? If you live in a metropolitan municipality such as Cape Town,
municipalities receive a third ballot for their district municipality. The district council operates across several local municipalities and is responsible for certain services and functions at that broader level. The distinction is important because you are not simply voting for a mayor. Voters elect councillors, and the newly constituted council then elects the mayor and speaker. Where no party wins an outright majority, parties may need to work together in a coalition to elect them. The IEC has certified 136,790 candidates for the 2026 elections, a substantial increase from the 95,427 candidates certified for the 2021 local government elections. The number of contestants means some voters will face particularly long ballots.
Johannesburg, Tshwane, eThekwini or Ekurhuleni, you will receive two ballots. The first is the ward ballot, where you choose a candidate to represent your ward. The second is the proportional representation (PR) ballot, where you vote for a political party. These votes determine how the remaining council seats are allocated so that the council’s composition broadly reflects the parties’ share of the vote. Voters outside metropolitan
WHO CAN VOTE? You must be a South African citizen aged 18 or older and registered on the voters’ roll. You must be registered in the voting district where you ordinarily reside and can only vote at the voting station where you are registered. The voters’ roll is closed, so anyone who is not currently registered cannot register in time for these elections. You must have a valid South African identity document when you vote. The IEC accepts the green barcoded ID book, smartcard ID or a valid Temporary Identity Certificate. WHAT HAPPENS AFTER THE VOTES ARE CAST? After voting stations close, ballots are counted, and the IEC captures and collates the results. The Commission’s results system is
being independently tested and audited ahead of the election, with political parties also given opportunities to assess it. The Constitution requires the IEC to declare municipal election results within seven days. Once the results are finalised, the successful councillors take their seats and councils are constituted. Councillors then elect mayors and speakers, with coalition negotiations possible where no party has an outright majority. The result is therefore only the beginning of the next stage of local government. WHY DOES YOUR VOTE MATTER? Local government is where democracy becomes particularly tangible. A national election determines who governs the country, but municipal councils make decisions that can affect whether refuse is collected, how local infrastructure is maintained, how municipal budgets are spent and how communities engage with their local government. The 2026 election also comes at a time when voter participation is an important issue. Voter turnout has declined significantly over successive elections, reaching a record low of 58.6% of registered voters in the 2024 national and provincial elections. For voters, participating is more than choosing a political party. It is an opportunity to make an informed decision about the people who will represent their communities for the next five years.
Source: Daily Maverick | Electoral Commission of South Africa (IEC) | South African Government | SA News | The Citizen
October 2026 | Public Sector Leaders 31
INFRASTRUCTURE BY SHUMIRAI CHIMOMBE
President Cyril Ramaphosa addresses the 5th Sustainable Infrastructure Development Symposium of South Africa (SIDSSA).
Infrastructure South Africa (ISA)
Creating a stronger pipeline of investment -ready projects with meaningful impact
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he fifth Sustainable Infrastructure Development Symposium South Africa (SIDSSA) took place from 23 to 25 August at the Century City Convention Centre in Cape Town. Hosted by Infrastructure South Africa (ISA) the Symposium brought together more than 1 200 delegates, government officials, infrastructure experts, project sponsors, investors, financiers and technical professionals from across South Africa and the continent.
Addressing the symposium, President Cyril Ramaphosa said that South Africa has placed infrastructure investment at the centre of its drive for inclusive growth and job creation. He indicated that at present there are 55 projects in construction with an estimated value of more than R407-billion. This demonstrates that the pipeline is becoming more mature. “But it also tells us where our attention must now be concentrated. I believe what we need to focus on is proper project
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preparation, ensure that the projects are bankable, line up the financing, work together with financing institutions, craft innovative ways of raising the money, and then work out how the money will be utilised.” He stressed the importance of focusing on conversion. The need to convert plans into prepared projects, convert prepared projects into investment, and convert investment into construction. And most importantly, the need to
convert construction into infrastructure that supports economic activity and improves the lives of the South African people. “I would like to see the government, the banks, the pension funds, and the DFI’s (Development Finance Institutions) working together, and not continuously discussing infrastructure in abstract. We now need to put our money where our mouths are and make sure that projects do take off.” This is where Infrastructure South Africa (ISA) comes in. As a central government agency responsible for coordinating and driving South Africa’s infrastructure investment programme, ISA helps to transform infrastructure concepts into credible investment ready and bankable opportunities. It does this through providing project preparation support, strengthening project bankability, and supporting projects through feasibility studies and business case development. Infrastructure South Africa also supports and coordinates Strategic Integrated Projects (SIPs) - high-priority national infrastructure initiatives designated under the Infrastructure Development Act to drive economic growth, job creation, and service delivery across sectors like energy, transport, water, and digital communications.
accommodation backlogs by expanding access to quality student accommodations. Supported by ISA with a capital value of approximately R1.5-billion, the project will deliver 4,500 student beds. Senior Quantity Surveyor, Thuto Selela indicated that the project started in 2024 and the first spade on the ground was in May 2024. The project is split into three phases with each phase consisting of two villages. The first two villages which constitute phase one have been completed. Phase two was scheduled to be completed at the end of August, and phase three is planned to be finished in December. LEPELLE NORTHERN WATER (LNW) OLIFANTSPOORT & EBENEZER WATER SUPPLY SCHEMES - LIMPOPO PROVINCE The refurbishment and upgrade of the Olifantspoort & Ebenezer Water Supply Scheme is a gazetted strategic integrated project (SIP) supported by ISA. With a capital value of approximately R23.2-billion, the project will rehabilitate aging infrastructure, improve water security, and increase bulk water supply across Limpopo.
SHOWCASING 5 KEY PROJECTS SUPPORTED BY ISA In an informative video released to coincide with SIDSSA, Infrastructure South Africa showcased five projects that demonstrate its role in strengthening South Africa’s infrastructure pipeline.
Gundo Motsoare, Chief Engineer, explained that the project was started to alleviate a challenge within the Polokwane and the Capricorn District Municipality where there were severe water shortages due to a higher demand than the available supply. The infrastructure dates back to the 1970s and the 1980s where some of the pumps were completely beyond repair, and there were issues related to water losses as well. The severity of the water challenges led the municipality to impose a moratorium in 2013, halting new development in the city until the issues were addressed.
THE UNIVERSITY OF LIMPOPO The University of Limpopo student accommodation project is a gazetted strategic integrated project (SIP). It forms part of the Student Housing Infrastructure Programme which aims to address long-standing student
The Olifantspoort & Ebenezer schemes are the only surface water source for the city of Polokwane and Capricorn and are currently supplying 70% of water to the city of Polokwane. The upgraded schemes will increase treatment capacity to approximately
270 megalitres per day at Olifantspoort and 56 megalitres per day at Ebenezer helping meet growing regional demand. “We have currently implemented a refurbishment project but we are still aiming to do an upgrade portion of the project which is aimed at increasing supply to both municipalities. Our aim is that by the year 2030 or 2031 we will be able to supply the city up to the required demand and also up to the demand for 2046. So our aim is to ensure that the City of Polokwane and the Capricorn District has enough water to last for the next 20 years,” explained Mr Motsoare. He added that in 2022 the Director General of the Department of Water and Sanitation, Dr. Sean Phillips, established a project steering committee where the Department of Water and Sanitation, Lepelle Northern Water, Development Bank of Southern Africa (DBSA), Infrastructure South Africa, municipalities and other role players deliberate on administrative matters that are aimed at unlocking the project - from project financing, technical issues, legal issues, and regulatory matters. ROOIWAL TREATMENT WORKS PHASE - REUSE PROJECT PHASE 2, CITY OF TSHWANE GAUTENG PROVINCE The City of Tshwane Rooiwal Treatment Works Re-Use Project – Phase 2 is set to strengthen water and sanitation infrastructure in Gauteng by upgrading the plant’s treatment capacity and enabling the re-use of treated wastewater. The City of Tshwane received support to develop a feasibility study and business case for the project with a capital value of approximately R6.5-billion. The project is currently at the public-private-partnership feasibility stage and will increase treatment capacity by 50 megalitres per day while supporting water reclamation and bulk water transfer. ISA has supported the project through project prepara-
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INFRASTRUCTURE BY SHUMIRAI CHIMOMBE
tion funding, technical guidance and multi-institutional alignment, helping advance the project towards a bankable PPP financing model. MATJHABENG MUNICIPALITYREPLACEMENT OF OLD ASBESTOS AND GALVANISED STEEL PIPES FREE STATE PROVINCE Recognising that effective project preparation is essential for infrastructure delivery, ISA supported the development of a feasibility study and business case for the replacement of aging asbestos cement and galvanised steel water pipes throughout Matjhabeng local municipality. The project has a capital value of approximately R2.4-billion and focuses on replacing deteriorated water infrastructure across Allanridge Ridge, Hennenman, Odendaalsrus, Ventersburg, Virginia and Welkom. Years of aging infrastructure have contributed to significant water losses, increasing operational costs while reducing the municipality’s ability to provide reliable water services. Councillor Thanduxolo David Khalipha, Executive Mayor of Matjhabeng Municipality explained: “We are losing more than 50% on water leakages because of the aging infrastructure. We did not wait for the approval from the Department of Water and Sanitation. We thought it’s important that we must implement this programme while waiting for approval.” Through its project preparation support, ISA has helped develop a structured investment case, implementation roadmap, and funding strategy that strengthens project readiness and improves the municipality’s ability to mobilise investment for implementation. “We can report that the project is now at 95%,” said Councillor Khalipha. “We will be able to make sure that our infrastructure is now ready for another 50 years where our people will have
what is called a legacy project supported by our national government through Infrastructure South Africa.” OR TAMBO SPECIAL ECONOMIC ZONE (SEZ) - ISONDO PRECIOUS METALS GAUTENG PROVINCE Located at the OR Tambo Special Economic Zone in the City of Ekurhuleni, Isando Precious Metals - a strategic integrated project (SIP 20e) is focused on the local beneficiation of platinum group metals (PGMs) and the production of specialised PGM chemicals, catalysts and technologies supporting the green hydrogen value chain. Isondo is one of the projects under the Green Hydrogen National Programme, a strategic initiative managed by ISA. Through its SIP designation and project support, ISA is helping position Isondo as a strategic project that advances localisation, industrialisation and South Africa’s green hydrogen ambitions. According to Isondo CEO Vinay Somera, South Africa holds 80% of the world’s PGM reserves but has 60% youth unemployment. “There is no realistic conversation where those two numbers should be together and we are trying to change that paradigm.” He explained that Isondo receives final refined metal from their producers and then adds value by converting this into the specialty PGM chemicals, catalyst precursors, membrane electrode assemblies for fuel cells, and electrolyzers. “There was no recognition that South Africa has the capability of doing something at this high level of advanced manufacturing. We’re known for mining, refining, and exporting. Taking it up the value chain, trying to convince people that we can do it was the first challenge, and we solved that challenge. We built our facility to a level that is state-of-the-art. To me the most important intervention has been the credibility, and recognition
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(through SIP designation) because it helped transform a private company with an unusual idea into one of national strategic importance. This recognition provided by Infrastructure South Africa made us part of the conversation, put us into the room and I think that changed the whole dynamic quite significantly.” With approximately USD 25-million invested to date, the facility is now entering commissioning and production ramp up. At full production, it is expected to create approximately 350 direct green stem jobs and avoid an estimated 1.6 million tons of carbon dioxide (CO2) annually. ANNOUNCING THE TOP 8 PRIORITY INFRASTRUCTURE INITIATIVES Each year, ISA opens the Project Preparation Bid Window process during which government bodies and stateowned entities are invited to submit their proposals for consideration. At SIDSSA the Top 8 Priority Infrastructure Initiatives for the 2026/2027 Financial Year were formally announced. 1. City of Tshwane Alternative Waste Treatment Technology - (R4-billion) - focused on advancing an integrated approach to waste management and energy resilience. At feasibility stage, the programme combines waste-to-energy, integrated waste management facilities and innovative sludge treatment solutions, supporting a cleaner, more sustainable city. 2. Alternative Waste Treatment Technology – Gauteng Local Municipalities - (R3- billion) - designed to explore alternative waste treatment technologies that can strengthen waste management, reduce pressure on landfill capacity and contribute to the province’s energy needs. Currently at the pre-feasibility stage, the project is being developed through a PPP structure with support from Gauteng Infrastructure Financing Agency.
Hon. Dean McPherson (left) with ISA Head, Mameetse Masemola, at the 5th Sustainable Infrastructure Development Symposium of South Africa (SIDSSA)
3. AIDC Rosslyn Automotive Inland Port - (R3.2-billion) - aimed at strengthening freight and logistics infrastructure in Tshwane by improving freight efficiency, reducing logistics costs, and supporting automotive exports. With the feasibility study completed, the project is progressing through expanded market assessment and further preparation.
gramme responds to water shortages, ageing infrastructure, groundwater depletion and growing demand by exploring diversified water sources, modern treatment infrastructure and regional bulk water systems. ISA is supporting the programme through a gap analysis and structuring assessment to prepare it for feasibility, funding and implementation.
4. Redevelopment, Upgrade, and Long-term Operation of Pilanesberg International Airport - (R2-billion) aimed at modernising the airport and unlocking its potential as an aviation gateway to the Pilanesberg–Sun City tourism corridor and the North West platinum economy. The project will focus on upgrading terminal, airside and landside infrastructure while developing a commercially viable PPP solution.
6. Free State Roads Programme (Value TBC) - focused on assessing approximately 12,000km of roads to determine the infrastructure investment required, including upgrades, rehabilitation and refurbishment. By identifying and prioritising key transport routes, the programme aims to improve the movement of agricultural produce and livestock, reduce logistics costs and support economic activity across the Free State.
5. Turnaround of Water Supply in the Dr Ruth Segomotsi Mompati District Municipality (DRSMDM) - (R1.7-billion) - focused on strengthening long-term water security for the district. The pro-
7. Redevelopment of Ports of Entry Phase 2 - (R31.5-billion) - focused on upgrading 19 commercial land ports of entry across six provinces. The
programme aims to improve infrastructure and technical equipment, reduce delays in the movement of people and goods, strengthen border management and support more efficient regional trade. 8. Municipal Infrastructure Programme: Water addition (R73-billion) - aimed at expanding access to reliable water and sanitation infrastructure across Mpumalanga, Eastern Cape and KwaZulu-Natal. With implementation planned in phases following the completion of feasibility studies and securing of funding, the programme is focused on addressing infrastructure backlogs and improving reliable water access for communities.
Source: Infrastructure South Africa
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INFRASTRUCTURE BY JESSIE TAYLOR
South Africa’s infrastructure pipeline needs a workforce to match
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outh Africa is seeing a significant expansion of its infrastructure pipeline, with projects spanning energy, transport, water and public facilities moving from planning towards implementation. The opportunity is substantial: better infrastructure can support economic growth, improve services and create jobs. But as the pipeline grows, another question is becoming increasingly important: does South Africa have the people and skills needed to deliver it?
The answer is not simply a matter of how many people are available to work. Large infrastructure projects require a combination of artisans, engineers, technicians, project managers, construction professionals, logistics specialists and other skilled workers. They also require experienced contractors and businesses capable of delivering projects safely, on time and within budget.
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A GROWING PIPELINE CREATES GROWING DEMAND The scale of the infrastructure programme is significant. At the Sustainable Infrastructure Development Symposium South Africa in August, Public Works and Infrastructure Minister Dean Macpherson said South Africa had 81 Strategic Integrated Projects comprising 263 individual projects, with an estimated value of almost R2 trillion.
Of these, 37 projects worth approximately R69 billion had been completed over the preceding 18 months, while 82 projects worth R502.7 billion were under construction. A further 54 projects worth R206 billion were in documentation and procurement. The pipeline covers infrastructure with the potential to transform how people and goods move, how energy is generated and distributed and how essential services are delivered. The World Bank has also highlighted the potential economic impact. Its July support package for South Africa’s infrastructure reforms estimates that reforms in electricity, freight transport and water and sanitation could support the equivalent of almost 600,000 additional, better-paid jobs across the wider economy by 2032. The World Bank’s modelling includes the wider economic effects of infrastructure reforms, as businesses benefit from improved electricity, transport and water systems. Electricity and transport reforms alone are expected to support around 280,000 jobs by 2027, rising to more than 560,000 by 2032. The need for specialist skills is not a future concern. It is already being raised by the infrastructure and construction sectors. Renewable energy projects, SANRAL and Transnet upgrades and Gautrain expansion are among the developments creating demand for workers. But shortages of skilled labour could delay high-priority projects.
THE SKILLS CHALLENGE IS ALREADY VISIBLE The challenge becomes particularly pronounced on complex projects. A worker with substantial construction experience may not necessarily have the specialist knowledge required for rail, renewable energy, electrical infrastructure or other technically demanding fields. This means workforce planning needs to happen alongside project planning. Identifying the skills required only once construction is ready to begin can leave developers competing for a limited pool of experienced professionals. Specialist technical skills can take time to source, while workforce requirements can change substantially as a project moves from earthworks to construction and ultimately commissioning. The Department of Public Works and Infrastructure has set a target of developing 30,000 artisans a year, with the department identifying artisans as essential to strengthening the State’s ability to plan, build and maintain infrastructure. The challenge is the gap between ambition and current throughput, as technical colleges were producing about 15,000 graduates a year, compared with the 30,000-artisan annual target. Closing that gap will require more than simply increasing enrolment. Practical experience is an essential part of developing competent artisans and builtenvironment professionals, making partnerships between government,
training institutions and employers particularly important. South Africa’s infrastructure revival, therefore, presents a chance to rethink the relationship between construction and skills development. The objective should not simply be to find enough people to complete individual projects. It should be to use the infrastructure pipeline to develop a deeper pool of South African technical and professional expertise that can support future projects as well. That means creating pathways from classrooms and workshops to construction sites, strengthening mentorship and apprenticeships, supporting emerging contractors and giving young professionals opportunities to gain meaningful experience. It also means preparing workers for an infrastructure landscape that is changing. Renewable energy, digital systems, electric mobility, modern rail infrastructure and increasingly sophisticated water and energy networks require skills that may differ from those traditionally associated with construction. South Africa’s infrastructure pipeline is creating a significant opportunity to strengthen the country’s economy and public services. But infrastructure depends on the engineers who design it, the artisans who install and maintain it, the contractors who manage it, the project managers who keep it moving and the many workers who turn plans into functioning assets.
Source: World Bank | SA News | Workforce Staffing Solutions | Quyn International Outsourcing | South African Government | Construction Industry Development Board | Construction Education and Training Authority |
Department of Public Works and Infrastructure
October 2026 | Public Sector Leaders 37
BRICS SUMMIT 2026 BY SHUMIRAI CHIMOMBE
Leaders of the BRICS countries at the 2026 Summit
BRICS Summit 2026
Leaders unanimously adopt the New Delhi Declaration
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he 18th BRICS Summit, which took place from 12 to 13 September concluded with leaders unanimously adopting the New Delhi BRICS Leaders’ Declaration which sets out the shared priorities, commitments, and direction for cooperation going forward.
and Sustainability.” It brought together Heads of State from the 11-member bloc of emerging markets and developing countries including Brazil, China, Egypt, Ethiopia, India, Indonesia, Iran, Russia, Saudi Arabia, South Africa and the United Arab Emirates.
With India as the current BRICS Chair with Prime Minister Narendra Modi at the helm, the Summit took place in New Delhi under the theme: “Building for Resilience, Innovation, Cooperation
Representatives of the BRICS partner countries and Heads of international organisations including UN Secretary General António Guterres, were also present.
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During a media briefing at the end of the Summit on 13 September, President Cyril Ramaphosa congratulated India for hosting a successful gathering. “What really stood out was our commitment, as BRICS, to focus on advancing global governance of the multilateral system”, he said. “All of us are saying that we adhere to a multilateral system where there is no dominance of one player or country over others; where we want countries
that are in BRICS, and indeed countries outside of BRICS as well, to respect one another and to respect the sovereignty of all our countries in the world.” He said that the BRICS leaders all confirmed that they want a multipolar world, a world that will live in harmony and that will advance the interests of everyone. “And that, to me, was the key and central issue because we now live in a world that faces a lot of challenges and conflicts at the geopolitical level.” THE NEW DELHI DECLARATION - BUILDING FOR RESILIENCE, INNOVATION, COOPERATION AND SUSTAINABILITY The New Delhi Declaration opened with the leaders reaffirming their commitment to the BRICS spirit of mutual respect and understanding, sovereign equality, solidarity, democracy, openness, inclusiveness, collaboration, and consensus. “Building on two decades of BRICS, we further commit ourselves to strengthening cooperation in the expanded BRICS under the three pillars of political and security, economic and financial, cultural and people-to-people cooperation, and to enhancing our strategic partnership for the benefit of our people through the promotion of peace, a more representative, fairer international order, a reinvigorated and reformed multilateral system, sustainable development and inclusive growth.” The leaders also recognised the valuable contribution of partner countries to BRICS cooperation and reiterated their commitment to fostering inclusive, mutually beneficial and development-oriented partnerships. The BRICS partner countries are Belarus, Bolivia, Kazakhstan, Cuba, Malaysia, Nigeria, Thailand, Uganda, Uzbekistan and Vietnam. ON INCLUSIVE GLOBAL GOVERNANCE AND MULTILATERALISM The Declaration reaffirmed its commitment to reforming and improving global governance by promoting a
more equitable, representative, and democratic international multilateral system in the spirit of extensive consultation, joint contribution and shared benefits. “We reiterate our commitment to strengthening multilateralism and multipolarity and to upholding international law, including the Purposes and Principles of the Charter of the United Nations in their entirety and interconnectedness in a balanced and inclusive manner, as its indispensable cornerstone…” The leaders stated that in the context of the contemporary realities of the multipolar world, it is crucial that developing countries strengthen their efforts to promote dialogue and consultations for more just and equitable global governance and mutually beneficial relations among nations. “We acknowledge that multipolarity can expand opportunities for EMDCs (Emerging Markets and Developing Countries) to develop their constructive potential and enjoy universally beneficial, inclusive, sustainable and equitable economic globalization and cooperation. We highlight the importance of the Global South as a driver for positive change, especially in the face of significant international challenges, including deepening geopolitical tensions, rapid economic downturns and technological changes, protectionist measures, migratory challenges, and climate change.” With the growing share of EMDEs (Emerging Markets and Developing Economies) in global output and growth, reform of global economic governance remains a consistent BRICS priority. The leaders pledged to continue to strengthen coordination among BRICS members to make international financial institutions more representative, transparent and accountable. “We reiterate the urgent need to reform the Bretton Woods Institutions (BWI) to make them more agile, effective, credible,
inclusive, fit for purpose, unbiased, accountable, and representative, to enhance their legitimacy. BWI governance structure should be reformed to reflect the transformation of the global economy since their establishment. The voice and representation of EMDEs in the BWI must reflect their relative position in the global economy.” ON ICT The leaders recognised that digital and ICT ecosystems are a critical foundation for economic development, social inclusion, improved servicedelivery, sustainable growth, resilience and innovation. “We encourage enhancing cooperation in digital skilling, research cooperation and capacity building through scalable, context-responsive and collaborative approaches. In this regard, we note the proposal for the capacity building centres for BRICS member states as a commendable effort towards fostering a future-ready workforce.” ON HEALTH The leaders embraced the deepening cooperation in global health initiatives and reaffirmed their commitment to advancing universal health coverage through resilient, inclusive, and people-centred approaches. “We recognise the significance of continued cooperation among the BRICS members and the necessity of sharing valuable experiences, innovations and best practices for improving health outcomes across the BRICS countries.” ON FOOD SECURITY The Declaration highlighted the importance of ensuring food security and nutrition and mitigating the impacts of acute food price volatility, as well as abrupt supply crises including fertilizers shortage. “We support further discussions on national policies and on international coordination that enhance food availability, accessibility, utilisation, stability and affordability, as well as relevant agricultural and food production inputs in BRICS and other developing countries - including those that strengthen
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BRICS SUMMIT 2026 BY SHUMIRAI CHIMOMBE
national capacities to respond to supply disruptions, such as national food reserve systems, and drought resilient and climate adaptive seed systems. We also look forward to discussions on facilitating intra-BRICS trade of agricultural products, and agricultural and food production inputs, including by promoting resilient and non-discriminatory supply chains, and improving value chains and sustainable agricultural practices.”
ON TOURISM The leaders acknowledged that the BRICS countries have immense potential in the tourism sector and offer significant opportunities for the growth and development of sustainable and resilient tourism, in line with the Sustainable Development Goals, including through the promotion of ecotourism. “We encourage knowledge exchange on responsible, sustainable and regenerative tourism models.
ON DISASTER RISK “While acknowledging the growing complexity of disaster risks, including those related to climate change especially for the Global South, we reaffirm our commitment to BRICS cooperation to improve national disaster risk reduction systems and capacities to reduce disaster-related damage and protect infrastructure, human lives and livelihoods; to share traditional, indigenous, local knowledge and community-based approaches, to ensure preparedness and self-reliance; as well as to mobilise adequate, predictable and accessible financing, including public and private investment, for comprehensive infrastructure development.”
We welcome the initiatives on harnessing Artificial Intelligence and digital tools for smarter, more efficient tourism systems; such as digital payment systems promoting eco-friendly, community-led, sustainable and climate-resilient tourism models; strengthening human capital, training, promotion of investment and institutional capacity across the sector; and facilitating smooth tourism flows.”
ON TRADE COOPERATION The Declaration highlighted the willingness to harness the potential of the Special Economic Zones (SEZs) of the BRICS members, as well established mechanisms, for promoting trade, investment, industrial cooperation, innovation, and integration into resilient and sustainable global value chains (GVCs), by providing enterprises with an enabling business environment, efficient infrastructure, streamlined regulatory procedures, and other facilitative measures that enhance ease of doing business. “We aim to build cooperation in connectivity and trade facilitation inter alia digitisation of trade documentation for stakeholders to operate in a more efficient, transparent, and seamless environment, taking into consideration different capacities of each BRICS member.”
The grouping commended India’s BRICS Chairship in 2026 and extended its full support to China for its BRICS Chairship in 2027. Indian Prime Minister Narendra Modi wrote that the New Delhi Declaration, adopted unanimously at the 2026 BRICS Delhi Summit on 12 September, reflects the confidence of a BRICS that is wider in reach and stronger in purpose. “With a focus on innovation, sustainability, people-to-people ties and more, the endeavour is to make cooperation more practical, development-oriented and responsive to the aspirations of the BRICS nations. I thank all the fellow BRICS nations and their leaders for its adoption.” The full New Delhi Declaration can be read and downloaded on the DIRCO website and the Government of India Ministry of External Affairs website
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President Cyril Ramaphosa with Indian Prime Minister Narendra Modi
Source: South Africa Government News Agency | BRICS India | Government of India Ministry of External Affairs
October 2026 | Public Sector Leaders
41
AGRICULTURE BY WANDILE SIHLOBO
Agribusiness, agriculture and BRICS BRICS NEEDS A SHARPER FOCUS ON DELIVERING ECONOMIC GAINS The South African agriculture and agribusiness sector’s view on BRICS participation has generally focused on how this can expand export opportunities. Other matters that agribusiness groups in other BRICS members typically raise, such as climate-smart agriculture, advances in seed breeding, and deeper fertiliser trade, are important and broadly beneficial to South Africa. But so far, many of these issues have largely been discussed from a “knowledge
sharing” perspective, without a clear avenue to ensure technical knowledge transfer to countries with lower agricultural productivity. Such countries could benefit from the know-how and skills of those with the most advanced agricultural sectors. As China assumes the chairship of BRICS going into 2027, it will likely continue the focus on these productivity issues in agriculture. But the comforting part for South Africa’s agricultural and agribusiness sectors is that China has already indicated it will also focus on
42 Public Sector Leaders | October 2026
trade-related matters. A BRICS global chair that champions trade will be valuable ahead of South Africa’s time to chair BRICS once more in 2028. But the approach going into 2027 may need a review. Agribusinesses and the agricultural sector typically participate in the BRICS group through the country chapters of the BRICS Business Council. The Business Councils are not policy bodies but recognised forums for dialogue amongst the business community of the various BRICS countries. Before the annual summit, the chairing countries
formulate a report, supported by other member countries, which they then table at the leaders’ summit for consideration. While this process ensures that BRICS political leaders are aware of the Business Council’s work, it remains unclear how much impact the Council has had on key policy and programme issues within the grouping. Thus, it may be critical that each Chapter of the BRICS Business Council not only tables its ideas through formal channels ahead of the summit, but also engages with its domestic government throughout
the year on its agenda and its vision for BRICS. This would elevate alignment, as the various working groups that focus on different aspects meet regularly, discuss the work programme from the start of the year, and refine ideas throughout the year, closing points of divergence and building common purpose and support for the agenda.
phytosanitary barriers, so this agreement can deliver material economic benefits and truly live up to its objective of enhancing development and prosperity in the African continent and China. Therefore, the steps that China has already taken when managing its affairs with the African continent are the same approach that must be marshalled within BRICS.
Therefore, work that reflects the priorities of business communities in all member countries should ideally receive more political support and, over time, lead to material gains for businesses and communities across the BRICS countries. The summits can’t only end up as spectacular events for the day without tangible benefits for the various business communities. If this continues, doubts about BRICS’ effectiveness will grow. This is even more urgent today as the world faces geoeconomic tensions, and the BRICS group itself faces pressure from countries outside the group that view it as a competitor.
If China pursues trade matters deliberately, then when South Africa assumes the chairship in 2028, the country will build on already fertile ground. The business communities of all member countries would also benefit from this approach. BRICS has potential, but action beyond major speeches is essential to the group’s economic advancement.
Therefore, instead of an illusory view of what happens in BRICS, material progress from one summit to the next that strengthens countries’ economic ties would be much more beneficial. In the case of China, they have already shown leadership on trade matters. At a time when various countries are lifting tariffs and closing their markets, China has embraced open markets. For the African continent, the China-Africa Economic Partnership Agreement for shared development is one such material step, as it lowered tariffs on various goods from African countries to zero. What remains now for some agricultural products is ensuring that China also addresses
Wandile Sihlobo is the Presidential Envoy on Agriculture and Land. He is also the chief economist of the Agricultural Business Chamber of South Africa, and a senior research fellow in the Department of Agricultural Economics at Stellenbosch University.
October 2026 | Public Sector Leaders 43
COST OF CASH BY KOKETSO MAMABOLO
How much does cash cost us?
The Reserve Bank has crunched the numbers
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ash still rules everything around us. Across both the formal or informal economies, digital payments have yet to overtake cash as a significant component of South Africa’s payment ecosystem, despite the rise of fintech and payments services companies. More than half of all consumer transactions by volume are made in cash. As the South African Reserve Bank says: “The continued importance of cash is reflected in the extensive infrastructure required to manufacture, distribute, store, transport, access and accept cash through the economy.”
In an effort to gain insights that could help in optimising the management of the lifecycle of local currency, the Reserve Bank conducted a study to quantify the operational and social costs associated with cash. The last such study was done by Mastercard in 2016 which pinned the cost of cash to consumers at R23-billion, or 0.52% of GDP. A decade later The Cost of Cash Research Study puts that figure at R88.5-billion per annum which is 1.2% of GDP. Based on the latest available population figures, that equates to almost R 1 400 per person.
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The Reserve Bank went further and deeper than previous studies. Using industry data, financial modelling, surveys, financial analysis, and benchmarking, the researchers identified the drivers of costs and the implications of using cash. BREAKING DOWN THE COSTS The Reserve Bank breaks the cash ecosystem down into three tiers: essential industry services, essential banking services, and businesses (e.g. retailers and informal traders). The ecosystem begins with the first
Tier 3 is the business, including retailers, taxi operators, and informal traders such as street vendors, and spaza shops. A report by Standard Bank estimates that eighty percent of businesses are outside of formal regulatory frameworks and that the market size of the informal economy could be close to R1-trillion. It accounts for around 40% of employment and its contribution to the economy could be as high as 11%. The R88.5-billion figure is a combination of both direct and indirect costs of cash. The direct costs are R43.5-billion per annum (49%) and consist of withdrawal fees, deposit fees, and the cost of travelling to access cash. The indirect costs make up a bigger proportion of the total (51%) coming in at R44.9-billion. These costs include travel time, crimerelated costs, forgone interest, and “other economic inefficiencies”. The biggest direct cost is cash withdrawal fees (R17.7-billion). Queuing and transaction times indirectly cost consumers R19.5-billion per annum. tier, the movement and storage of bulk cash between the Reserve Bank and cash centres, including the infrastructure. The commercial banks are in the second tier with the responsibility of distribution and providing access to cash through ATMs and bank branches. As of 2024, the ‘big five’ banks accounted for 90% of market share servicing almost 60 million retail banking customers.
TOWARDS ECONOMIC INCLUSION “The analysis indicates that costs incurred across Tiers 1 to 3, including embedded margins, are ultimately borne by consumers through a combination of explicit charges, pricing structures and broader economic incidence.” While higher income households are more likely to have shifted costs by using digital payments (which also come with fees), the cost of cash
to lower income households is five times more as a share of income. On the other hand, informal traders run cash-heavy businesses and bear a higher cost of cash compared to formal retailers who have economies of scale. Just 10% of taxi drivers and 39% of informal traders accept electronic payments. With 64% of survey respondents indicating a preference for cash over digital payments, and the sheer size of the informal economy, reducing the cost of cash could have welfare benefits and improve financial inclusion. The stumbling blocks include a lack of access to technology, low trust in digital payments, a lack of digital literacy. Some of the policy recommendations include expanding cash-back at retailers, which only costs 12 cents per R100, compared to ATM withdrawals which cost 68 cents, and bank branches which charge R1.53 for every R100. “International experience demonstrates that reducing the cost of cash does not necessarily require eliminating cash. Several countries have successfully expanded digital payments while simultaneously preserving resilient cash ecosystems.” “Taken together, these case studies show that there is no single pathway to reducing the cost of cash. Rather, successful strategies typically combine digital innovation, efficient cash-management practices, supportive public policy and a continued commitment to financial inclusion and operation resilience.”
Source: South African Reserve Bank
October 2026 | Public Sector Leaders 45
IN OTHER NEWS BY JESSIE TAYLOR
Why your digital life belongs in your estate plan
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state planning has traditionally focused on the things we can see and touch: a home, vehicle, investments, jewellery and other personal possessions. But as more of our financial, professional and personal lives move online, there is another category of assets that deserves a place in the conversation: our digital assets. The challenge is that digital assets can be much harder for an executor to identify and access than physical property. Including them in an estate plan can therefore help ensure that valuable assets are not overlooked and that family members are not left trying to reconstruct a person’s digital life during an already difficult period.
YOUR DIGITAL FOOTPRINT IS PART OF YOUR LEGACY The scale of a person’s digital footprint can be easy to underestimate. A single smartphone may provide access to banking applications, investment platforms, email, cloud storage, social media, photographs, online shopping accounts and digital payment services. A person who runs a business may also have websites, domain names, social media pages, online advertising accounts and digital intellectual property.
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However, in estate planning, the difficulty is often not determining whether an asset has value but ensuring that an executor knows it exists and can access the information needed to administer it. For example, SARS expressly recognises a crypto asset as a movable asset in a deceased estate. For estate-duty purposes, it must be included in the estate and valued at its fair market value at the date of death. It must also be declared in the relevant tax returns and the liquidation and distribution account.
online platforms. A website or domain name could generate income, while an online business could have considerable commercial value. Then there are assets that may not have a straightforward monetary value but can be deeply important to families. Years of photographs and videos stored in Google Drive, iCloud or another cloud service could represent an irreplaceable family archive. Emails may contain information that an executor needs to administer the estate. Social media accounts may preserve memories and relationships. Digital subscriptions and accounts can matter too. Identifying them allows an executor or authorised person to determine which services should be cancelled, retained or transferred, rather than allowing recurring payments to continue unnecessarily. South African law does not currently have legislation dealing comprehensively with digital assets after death. This makes deliberate planning particularly valuable.
However, knowing that cryptocurrency exists is only the beginning. If an executor does not know where it is held or cannot obtain the information needed to access it, administering the asset can become extremely difficult. Cryptocurrency is perhaps the most obvious example of a digital asset that needs careful estate planning, but it is far from the only one. One might also have money or investments accessible through
YOUR WILL IS ONLY PART OF THE PLAN A valid Will remains central to estate planning, but a digital estate plan can sit alongside it. South Africa’s Master of the High Court advises that a Will should preferably be drawn up with the assistance of an expert such as an attorney or trust company. A deceased estate is administered according to the Will, or, where there is no valid Will, according to the rules of intestate succession. For digital assets, the first step can be as simple as creating an inventory. This should identify the categories
of accounts and assets that exist, where they are held and what should happen to them. The inventory should be kept securely and updated as circumstances change. There is little value in creating a comprehensive digital asset list today if it becomes outdated after new investment accounts, devices, websites or digital wallets are added. It is also important to distinguish between an asset and an account. Having access to an online account does not necessarily mean that everything accessible through it belongs to the deceased. Estate planning should therefore identify ownership clearly and leave decisions about distribution to the Will and the applicable legal process. Not every digital account should be passed on to beneficiaries. Some should be closed, some preserved and others memorialised. Making these choices in advance can spare family members from having to guess what the deceased would have wanted. The same principle applies to digital photographs, personal correspondence and other files. Estate planning is ultimately about making things easier for the people left behind. As our lives become increasingly digital, protecting that legacy requires us to look beyond the physical possessions in our homes. A digital asset plan does not need to be complicated. It simply needs to make sure that the things we value, whether they carry a financial value or a lifetime of memories, are not lost simply because they exist online.
Source: MoneyMarketing | LegalWills | Department of Justice and Constitutional Development | South African Government | South African Revenue Service
October 2026 | Public Sector Leaders 47
REGIONAL FOCUS BY JESSIE TAYLOR
Clarens: How the Free State’s art town became South Africa’s first smart town
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estled among the sandstone mountains of the Eastern Free State, Clarens has long attracted visitors with its galleries, restaurants, outdoor adventures and peaceful village atmosphere. Now, the small town has another distinction: it has become a local example of how technology and community cooperation can tackle everyday challenges.
allowing residents and businesses to collectively manage their electricity demand when the national grid was under pressure. The initiative earned Clarens the description of South Africa’s first “smart town” and demonstrated how a small community could use technology to support both its residents and its tourism-driven economy.
In January 2024, Eskom announced that Clarens had become South Africa’s first town to pilot “group curtailment”,
Two years on, Clarens’ smart-town experiment has shown that small communities can play an active role in managing critical infrastructure. The group-curtailment pilot demonstrated that residents and businesses could
48 Public Sector Leaders | October 2026
collectively reduce electricity demand when the grid was under pressure, while smart metering and real-time monitoring provided a more responsive alternative to traditional load-shedding. TURNING AN ELECTRICITY CHALLENGE INTO A COMMUNITY SOLUTION At the height of South Africa’s electricity crisis, load shedding was particularly disruptive for a destination whose businesses depend heavily on visitors, restaurants, accommodation establishments and other tourismrelated activities.
Unlike conventional load shedding, where electricity supply is switched off according to a predetermined schedule, load curtailment relies on customers reducing their electricity consumption when requested. Clarens took this idea a step further by making it a community effort. Eskom’s pilot required participating residents and businesses to work together to reduce demand when the electricity system was under strain. A nominated group coordinator is notified when curtailment is required and communicates with participating customers, who then implement their own plans to reduce consumption. During curtailment, customers are expected to sustain the required reduction rather than simply being disconnected from the grid. Technology is central to the system. A meter at the town’s main point of supply monitors electricity demand and sends updated information every 60 seconds. An application developed for the project signals when curtailment has been called, allowing participants to respond.
A SMALL TOWN WITH A BIG TOURISM ECONOMY Clarens was ranked fifth in Daily Maverick’s Small Towns of the Year this year. The assessment considered factors including cleanliness, municipal performance, community spirit, safety, natural environment, family friendliness and connectivity. Clarens achieved particularly strong scores for family friendliness, safety, nature and connectivity.
need functioning payment systems and communications. Visitors increasingly expect connectivity as part of the travel experience. Clarens’ approach shows how smart infrastructure can be linked directly to these practical needs.
The recognition illustrates an important point about the town’s development: its appeal is not based on technology alone. The smart-town initiative adds another layer to an already established community and tourism economy.
The town’s electricity-management system does not attempt to replace the character that attracts visitors. Instead, it supports it. By encouraging residents and businesses to work together to reduce demand when necessary, the project aims to reduce the disruption associated with electricity constraints while still contributing to the stability of the wider electricity system.
The town was established in 1912 and is known as the “Jewel of the Eastern Free State”. It sits close to Golden Gate Highlands National Park and the Maluti Mountains, making it a popular destination for people looking for scenery, outdoor activities and a quieter alternative to city life.
Clarens has shown that embracing technology does not have to mean losing the character that makes a place special. Instead, smart infrastructure can help protect the local economy, support businesses, improve resilience and allow a community to make better use of its existing resources.
This means the town can respond to changing demand rather than relying solely on a fixed schedule.
Clarens has developed a strong arts and crafts identity, with about 20 permanent art galleries, while restaurants, accommodation establishments, adventure operators and festivals contribute to the local economy.
Eskom described the project as a successful demonstration of how residents could collectively manage their electricity demand and said it could provide a benchmark for similar initiatives elsewhere.
Reliable infrastructure matters to a tourism destination. A restaurant needs electricity to operate its kitchen and refrigeration. Accommodation providers need to keep essential services running. Galleries and shops
CLAREN’S ECONOMIC IMPACT IN NUMBERS • 328 active short-term rental listings in August 2026 • 38% average annual occupancy • US$13,700 average annual revenue per active short-term rental • 41.5% year-on-year growth in short-term rental revenue • R7.1 billion spent by domestic tourists in the Free State in 2023
Source: BusinessTech | Eskom | SANParks | South African National Parks | Department of Tourism | Free State Tourism | Clarens Tourism
October 2026 | Public Sector Leaders 49
FINANCIAL FITNESS BY JESSIE TAYLOR
Vehicle ownership: The hidden costs
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uying a car can feel like a straightforward financial calculation, but the number on the finance agreement is only one part of what it costs to keep a vehicle on the road.
40% of surveyed members did not know how much their car cost them each month. Yet tyres, insurance, maintenance, licensing, unexpected repairs and other expenses can add significantly to the overall bill.
Often, motorists calculate their vehicle costs using little more than their fuel bill and finance repayment. Research from the Automobile Association (AA) of South Africa found that almost
Understanding these less obvious costs can make it easier to build a realistic household budget and avoid unpleasant financial surprises:
DEPRECIATION One of the highest costs of owning a car does not involve handing over money every month at all: it is depreciation. A vehicle generally loses value as it gets older and accumulates kilometres. A typical new vehicle loses an estimated 15% to 20% of its value during its first year. That loss matters when you eventually sell or trade in the car. Depreciation varies substantially between models, so researching resale values before buying can help. A car that holds its value relatively well can reduce the long-term cost of motoring.
50 Public Sector Leaders | October 2026
INSURANCE
Insurance is another major monthly expense that can be easy to overlook when concentrating on the instalment. Your premium depends on factors including the vehicle, your driving history, where you live and your insurer. It can also change over time. For financed vehicles, comprehensive insurance is generally required by the financier. Even once the vehicle is paid off, however, cancelling cover to save money can expose you to potentially substantial costs following an accident, theft or write-off.
MAINTENANCE AND SERVICING A service plan can make scheduled maintenance more predictable, but it does not necessarily cover every cost associated with keeping a car in good condition. Brake pads, wiper blades, tyres and other consumables eventually need replacing. Older vehicles can also require more frequent maintenance, while major components can become expensive as a car ages. Budget for once-off expenses such as maintenance and tyres rather than waiting for them to arrive unexpectedly. Keeping a record of what you spend each year can help you estimate future costs more accurately.
TYRES Tyres deserve their own line in the budget because replacing a full set can be a sizeable expense. How quickly tyres wear depends on factors such as how much you drive, the roads you use, your driving habits and the tyres fitted to the vehicle. It is worth checking the recommended tyre replacement intervals for your vehicle and researching replacement prices before you need them. This turns a potentially painful surprise into a planned expense.
INSURANCE
Insurance is another major monthly expense that can be easy to overlook when concentrating on the instalment. Your premium depends on factors including the vehicle, your driving history, where you live and your insurer. It can also change over time. For financed vehicles, comprehensive insurance is generally required by the financier. Even once the vehicle is paid off, however, cancelling cover to save money can expose you to potentially substantial costs following an accident, theft or write-off.
MAINTENANCE AND SERVICING
A service plan can make scheduled maintenance more predictable, but it does not necessarily cover every cost associated with keeping a car in good condition. Brake pads, wiper blades, tyres and other consumables eventually need replacing. Older vehicles can also require more frequent maintenance, while major components can become expensive as a car ages. Budget for once-off expenses such as maintenance and tyres rather than waiting for them to arrive unexpectedly. Keeping a record of what you spend each year can help you estimate future costs more accurately.
TYRES
Tyres deserve their own line in the budget because replacing a full set can be a sizeable expense. How quickly tyres wear depends on factors such as how much you drive, the roads you use, your driving habits and the tyres fitted to the vehicle. It is worth checking the recommended tyre replacement intervals for your vehicle and researching replacement prices before you need them. This turns a potentially painful surprise into a planned expense.
The small costs associated with owning a car quietly add up. There are the expenses that may seem too small to worry about individually: car washes, cleaning products, parking meters, roadside assistance, replacement bulbs, windscreen repairs and occasional accessories. None of these expenses is likely to break a budget on its own, but together they can
become a meaningful annual amount. A car can provide independence, convenience and access to work and family life. The goal is not to make car ownership seem unaffordable, but to make the financial commitment visible. When you know the full cost, you can plan for it – and make sure your car works for your budget rather than the other way around.
Source: Automobile Association of South Africa | Nedbank | South African Government | WesBank
October 2026 | Public Sector Leaders
51
LEGAL MATTERS BY JESSIE TAYLOR
Your rights as a tenant
What every residential lease should protect
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enting a home comes with responsibilities, but tenants are also protected by laws governing the relationship between landlords and tenants. Understanding those rights can make it easier to spot problems, ask the right questions before signing a lease and resolve disputes before they escalate.
Here are the rights tenants should know.
1 The right to understand what you are agreeing to A lease records the agreement between landlord and tenant, including the property being rented, rental amount, deposit, payment arrangements, notice periods, rental increases, maintenance responsibilities and house rules. Tenants should read the agreement carefully before signing and make sure verbal promises are included in writing. A written lease also provides useful evidence if a disagreement arises later.
2 The right to a habitable home The Rental Housing Act requires landlords to provide a dwelling in a habitable condition, while rental housing regulations set out responsibilities for the structure, plumbing, electrical systems, and other maintenance aspects. Tenants also have responsibilities. They should use the property properly, keep it reasonably clean and safe, and report defects promptly. The lease should make it clear which repairs fall to the landlord and which are the tenant’s responsibility.
3 The right to privacy and reasonable access Tenants have a right to privacy during the lease. A landlord may inspect the property, but this should be done reasonably and with reasonable notice. Tenants, in turn, should not unreasonably prevent access for legitimate inspections or repairs. The principle protects both sides: landlords need reasonable access, while tenants are entitled to undisturbed use of their homes.
4 The right to fair treatment Landlords may not unfairly discriminate against prospective or existing tenants on grounds listed in the Rental Housing Act, including race, gender, pregnancy, marital status, sexual orientation, disability, religion, culture and language. Tenants are also protected against practices that unfairly prejudice their rights or interests.
5 The right to have your deposit handled properly A deposit is intended to protect the landlord against specified losses, not to become an automatic payment at the end of the tenancy. The Rental Housing Act provides for the deposit to be held in an interest-bearing account, subject to applicable rules. Tenants can request written proof of interest accrued. Joint inspections are particularly important. At the start of the lease, the landlord and tenant should record existing defects. At the end, they should inspect the property again and compare its condition with the original record. If there is no amount owing and no claim for damage beyond fair wear and tear, the deposit plus accrued interest should be returned within the period prescribed by law.
6 The right to protection from unlawful eviction A landlord cannot simply change the locks, remove a tenant’s belongings or force a tenant out because of a disagreement. The Constitution provides that no one may be evicted from their home without a court order made after considering the relevant circumstances, and there is legislation that establishes procedures for lawful eviction. This protection does not mean a tenant can ignore a valid termination of a lease or stop paying rent.
7 The right to challenge unfair rental practices Rent increases and other changes to a lease are not simply matters a landlord can impose whenever they choose. The terms of the lease are important, including any agreed escalation clause and when an increase may take effect. If the agreement does not settle the issue, the parties may need to negotiate. Tenants who believe a practice is unfair can seek assistance from the Rental Housing Tribunal in their province.
8 The right to leave a fixed-term lease under certain conditions
A fixed-term lease is not necessarily an unbreakable commitment. Where the Consumer Protection Act applies, section 14 generally gives a consumer the right to cancel a fixed-term agreement by giving 20 business days’ written notice. However, cancellation can have financial consequences. A landlord may impose a reasonable cancellation penalty, and the tenant remains responsible for amounts owing up to the cancellation date. The lease should therefore be checked carefully before a tenant decides to leave early. The strongest tenant-landlord relationship is one in which both sides understand the agreement and keep good records. For tenants, that means paying rent on time, following reasonable lease and house rules, looking after the property, reporting problems promptly and allowing reasonable access for inspections and repairs. It also means keeping the signed lease, proof of payments, inspection reports, photographs and correspondence in one place. Knowing your rights is not about creating conflict with a landlord. It is about making sure both parties understand the rules, responsibilities and protections that underpin a fair rental relationship.
Source: ARental Housing Act | Prevention of Illegal Eviction from and Unlawful Occupation of Land Act | Consumer Protection Act | Private Property | Hurter & Spies Attorneys | GS Law | Western Cape Government | South African Government
HEALTH & WELLNESS BY SUE RAMAUTHAR
The hidden cost of flexibility
What happens to the body when we are always “on”? 54 Public Sector Leaders | October 2026
H
ybrid work has given us room to organise time differently. We can collect children from school, manage a personal appointment or prepare meals between meetings. But flexibility can sometimes be stretched too far: have we created more freedom, or unknowingly made ourselves too available to more people throughout the day? An hour borrowed for personal responsibilities may be repaid that evening. Sometimes the exchange works well. Sometimes it can mean a much higher payback - checking messages, catching up and feeling that we have not quite done enough. And somewhere between our professional commitments and our personal responsibilities sits the body that carries us through all of it. As a physiotherapist, this is the part of the conversation I want us to pay more attention to. We can spend a day feeling incredibly busy but barely moving. Meetings, emails and school runs fill the hours, yet the majority of that time is spent in a chair or a car. Notice what happens on a demanding day: your shoulders become raised, your jaw clenches, your breathing becomes shallow. Have you ignored the need for water, nutrition, movement or the bathroom because there’s so much to do. Our thought patterns shape our behaviour. “Just push through” becomes another hour on your screen. “I need to prove I am working” becomes lunch with the laptop open. As fatigue builds, it is worth asking whether spreading yourself this thin is useful or sustainable. Movement can become part of the day we already have. We don’t have to wait for the 5pm spinning class
or Sunday morning yoga. As long as you have your body with you, which is all the time, you should be moving it. A gym session has value, but it does not have to carry the full responsibility for our daily movement. Small movement breaks offer another starting point. In a small, controlled study, five-minute walks taken hourly improved participants’ reported energy and mood and reduced fatigue compared with uninterrupted sitting. Think of movement snacks as small opportunities to change position, do a quick stretch, walk up a flight of stairs, and return to the next task feeling more ready. HERE ARE FIVE WAYS TO BEGIN. 1.
Give your flexible day a clear shape. Agree on working hours, availability and deliverables. Protect lunch and decide when work ends. Clear expectations help employees step away without guilt and help colleagues know when they can rely on them.
2.
Attach movement to something that already happens. After a meeting, walk for two or three minutes, even if it’s just pacing along the passage. While the kettle boils, try some heel raises or a few sit-to-stands. Use an hourly reminder to get up and do something active.
3.
Make an existing journey more active. Could you park a little further at work to get some extra steps in? Or perhaps introduce walking meetings where possible? Or get up and move while on a phone call if you can? This adds movement to a responsibility already in your day.
4.
Keep some breaks free of responsibilities. Preparing everyone’s lunch is still a task. Answering emails while eating leaves little space to reset. Give yourself a few minutes to eat, drink water or step outside without also catching up.
5.
Check your energy alongside your task list. Notice when concentration fades or discomfort builds. Try a brief movement break before continuing, then observe whether it helps. Start with one or two manageable changes rather than turning wellbeing into another demanding checklist. Organisations also need to make breaks possible through realistic workloads and clear expectations. Movement cannot be compromised for a working day with no finish line. The real value of flexibility is having enough control over your day to do good work, meet your responsibilities and still have something left of yourself afterwards.
Sue Ramauthar is a physiotherapist and the founder of Suede Wellness
October 2026 | Public Sector Leaders 55
SPORTING ACTION BY KOKETSO MAMABOLO
November sports calendar 56 Public Sector Leaders | October 2026
MOTORSPORTS
FOOTBALL
Mexican Grand Prix 1 November
Bafana Bafana vs Kenya Men 13 November
São Paulo Grand Prix 8 November
Kenya Men vs Bafana Bafana 17 November
Las Vegas Grand Prix 21 November Regional Extreme Festival 21 November
CRICKET
MSA Short Circuit GP Series & Motorcycles 28 November
Proteas Men vs Bangladesh Men (Test) 15 November
Qatar Grand Prix 29 November
Proteas Men vs Bangladesh Men (Test) 25 November
GOLF PGA Championship November 5 - 8 Abu Dhabi Championship November 5 - 8 The Hyundai Open November 12 - 15 DP World Tour Championship November 12 - 15
RUGBY Italy Men vs Springbok Men 7 November France Men vs Springbok Men 13 November Ireland Men vs Springbok Men 21 November
OTHER
Virgin Active 947 Ride Joburg 22 November Soweto Marathon 29 November
October
UPCOMING EVENTS BY FIONA WAKELIN
1-31 OCT
1-31 OCT
1-31 OCT
Transport Month 2026
Marine Month 2026
October is Transport Month. During this month the Department of Transport and its entities will showcase transport infrastructure services in aviation; maritime; public transport and roads. This month will also be used to further advance the country’s road safety initiatives, while also creating awareness of the economic benefits of the sector. We aim to raise awareness of the important role of transport in the economy, and to invite participation from civic society and businesses alike, in providing a safer, more affordable, accessible and reliable transport
National Marine Month creates awareness of South Africa’s marine and coastal environments and the benefits that our oceans bring to our nation. South Africa is nestled between two currents: • The warm Agulhas Current with rich ocean biodiversity, but not a large fish stocks • The cold Benguela system that supports large fisheries such as those focused on the small pelagic (anchovy and sardine) and the demersal (hake) stocks. These currents, in addition to the cold southern oceans, are key drivers of South Africa climate and rainfall conditions.
Social Development Month 2026
Our investments in the transport sector are aimed at stimulating development and creating jobs as part of the country’s Nine-Point Plan. These investments will ensure that we build an integrated public transport network across the country.
The month-long celebrations of National Marine Month include various programmes of events in different parts of the country including the Western Cape, Northern Cape, Southern Cape, Eastern Cape, KwaZulu-Natal and Gauteng.
58 Public Sector Leaders | October 2026
October is declared as Social Development Month (SDM), a DSD-led initiative that is aimed to raise awareness about the Department of Social Development (DSD) Portfolio of services and programs that fight poverty and support vulnerable communities, including older persons, children, and people with disabilities. Accordingly, the programme aims to bring social development services and programmes to communities, ensuring that the less privileged and vulnerable have access support. In addition, to programme is intended to highlight government’s commitment to promoting social protection by enabling access to social security programmes, combat poverty and hunger, and inform communities about available social support programs for access.
Calendar of events 05 OCT
11 OCT
15 OCT
World Habitat Day 2026
International Day of the Girl Child 2026
International Day of Rural Women 2026
The United Nations has designated the first Monday of October of every year as World Habitat Day.
Since 2012, 11 October has been marked as the International Day of the Girl. On December 19, 2011, United Nations General Assembly adopted Resolution 66/170 to declare October 11 as the International Day of the Girl Child, to recognise girls’ rights and the unique challenges girls face around the world.
Each year, World Habitat Day takes on a new theme to bring attention to UNHabitat’s mandate to promote sustainable development policies that ensure adequate shelter for all. This World Habitat Day will focus on promoting all levels of government and all relevant stakeholders to reflect on how to implement concrete initiatives to ensure adequate and affordable housing in the context of the implementation of the New Urban Agenda at all levels, as well as the achievement of the Sustainable Development Goals.
The International Day of the Girl Child focuses attention on the need to address the challenges girls face and to promote girls’ empowerment and the fulfilment of their human rights.
The first International Day of Rural Women was observed on 15 October 2008. This day, established by the General Assembly in its resolution 62/136 of 18 December 2007, recognises “the critical role and contribution of rural women, including indigenous women, in enhancing agricultural and rural development, improving food security and eradicating rural poverty.” On the International Day of Rural Women, UN Women is calling for action to support rural women and girls and grow their capacities to respond to climate change through agricultural production, food security, and natural resources management.
October 2026 | Public Sector Leaders 59
Connect Where It Counts
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