Rand Water and a new South Africa 1994-1999

Rand Water were also ready to draw up a contract for the board, in which they declared that the signatories were prepared to enter into negotiations with the Lekoa Vaal Metropolitan Authority to develop the necessary infrastructure to make provision for a water reticulation and sanitation service company. Rand Water was to make a contribution of R1,2 million, which was considered to be the value of the investment of 50 per cent in the venture.79

Investing in previously disadvantaged people One of the outstanding features in management planning strategies of Rand Water since the start of the 1990s had been the responsibility to always take note of disadvantaged communities. It was easy to cope with the demand of formerly privileged communities in the middle class suburban townships of Gauteng. A major responsibility, from the government’s side, was to take note of those people who were unable to make headway in the new dispensation. While the existing water supply structures of local authorities were able to cope with the water demands of suburbia, there were indications that support services to previously disadvantaged people in the townships did not make headway. It was against this background that non-government organisations, as well as civic leaders of Alexandra and Soweto, levelled criticism against sophisticated and large-scale water schemes, such as the Lesotho Highlands Water Project. This forced government officials and the private sector to take note of the state of affairs. Although government did not give a direct indication that it intended responding to the demands, there was a gradual shift towards the formulation of a policy that made provision for certain ‘free services’. A proportional amount of the water consumed in the supply areas of Rand Water, was ultimately scheduled for free consumption in the new millennium.80 This was in line with the country’s new 1996-constitution, which identified access to water as

79 . RWA, Minutes 1997-8, p. 195: 1 169th ordinary meeting, headquarters, Rietvlei, p. 207.1997.07.31. Report V.J. Bath: Scientific services division.

80 . P. BOND, Unsustainable South Africa: environment, development, and social protest, pp. 133- 8.

511 Chapter 14 a basic human right. One of the crucial issues the authorities now had to address was one of basic logic: of the 41 per cent of Rand Water’s supply coming from the Vaal river system, only 25 per cent was purchased by low-income consumers.81 For Rand Water it was difficult to change overnight. It was not a supplier of water to small consumers. Instead it dealt with corporate customers such as local authorities and private sector concerns. Increasingly, in view of consultations with the ministry and officials of the department of water affairs and forestry, attention was given to ways and means of coming to the support of affected communities. The urban areas of Gauteng were less directly affected by a lack of substantive support. Consequently Rand Water tended to focus on rural disadvantaged communities where fundamental contributions could be made towards investing in the quality of peoples’ lives. There were claims that it was the consumers at the lower end of the scale who had to pay the most for the LHWP as water tariffs started increasing from 1996. In August 1996 the board approved a 13 cents per kℓ levy, plus value added tax (VAT), following an announcement by the department of water affairs and forestry that the levy had to be increased. The outcome was that as from October 1996 consumers were to pay 14,82 cents more per kℓ. Bulk consumers were then to pay 133,57 cents and other consumers as much as 204,12 cents more per kℓ.82 In August 1997 the department increased the levy to 31,92 cents per kℓ. It implied that as from October 1997 bulk consumers were to pay 176 cents per kℓ and other consumers were paying 252,36 cents per kℓ.83 According to a report of the World Bank projections of the development of water pricing appeared to jump extraordinarily high. It also became apparent that between 1995 and 1998 the

81 . P. BOND, Unsustainable South Africa: environment, development, and social protest, p. 149. 82 . RWB, Minutes 1996-7, p. 192. 1 159th ordinary meeting, headquarters, Rietvlei, 1996.08.29. Report V.J. Bath: Finance division 83 . RWA, Minutes 1997-8, p. 229. 1 169th ordinary meeting, headquarters, Rietvlei, 1997.07.31. Report V.J. Bath: Finance division.

512 Rand Water and a new South Africa 1994-1999 poorer residents of Johannesburg municipality were subjected to a 55 per cent price increase, to make a contribution towards paying for the LHWP project.84 It was against this backdrop that Rand Water had to negotiate for itself a position in relation to its customer base on the issue of pricing. The historical record over a century suggests that whenever Rand Water introduced new schemes to improve the water supply to its consumers, there was an increase in tariff. Over a period of time, the tariffs then tended to fall in line with the prices for related consumers goods. By 2002 the water tariffs no longer appeared to be exorbitant – it was merely a matter of consumers having to be prepared to pay more if they exceeded certain levels of consumption.

A new approach to water restrictions Within seven years after the longest period of water restrictions in the history of Rand Water, the region served by the water utility was once again faced with drought conditions. In January 1995 a journalist visiting the south-eastern Gauteng region where the Vaal dam is situated noted that the dam was so empty that it appeared like a bathtub of which the plug had been pulled.85 By February there were indications that restrictions could be introduced as the country as a whole faced drought conditions. Countrywide the rainfall was down 44 per cent on the annual average.86 Towards the end of March 1995 Rand Water’s general manager of operations, Attie van Rensburg, told the media that it would soon be necessary to introduce restrictions in the area served by the water utility.87 The representatives of Rand Water’s engineering division held talks with their counterparts at DWAF to reach consensus with a view to introducing restrictions as from 1 May 1995. It was envisaged that households would have to effect a reduction of 30 per cent on their

84 . P. BOND, Unsustainable South Africa: environment, development, and social protest, pp. 151, 153-5.

85 . A. DU PLESSIS, “Vaaldam se ‘prop’ is uitgetrek” in Beeld, 1995.02.01.

86 . S. WOODGATE, “Harsh water cuts” in The Star, 1995.02.16.

87 . ANON., “Water cuts are on way despite downpours” in The Citizen, 1995.03.31.

513 Chapter 14 regular consumption. Industrial consumers were to cut back 10 per cent and agricultural consumers were expected to achieve a saving of as much as 50 per cent.88 The subsequent restrictions, which lasted until December 1995, were an attempt to cope with the crisis of total dam storage dropping to 25 per cent of capacity.89 What was interesting about the drought period was that Rand Water started with new and innovative measures to try to get the message across that all consumers in a new multi-racial society had to save water.90 At the April 1995 board meeting the matter was discussed. DWAF required an overall saving of 20 per cent on consumption. In an effort to communicate the information with the consumers, Rand Water formed a Rand Water Users’ Conservation Forum. This body was to meet routinely to discuss and coordinate issues in respect of water restrictions. It was also agreed that bulk consumers would be given savings requirements quotas for the month. Subsequent monthly targets also had to be passed on to consumers.91 The forum, which also went by the name of the Rand Water Users’ Council, made a number of creative proposals for ways in which water could be conserved.92 What was interesting about the new system of restrictions was that consumers were not to be penalised for their inability to reach target consumption figures in the first month. Instead, an attempt was made to get public support for the measures. If that arrangement did not work, it was argued, Rand Water would be in a better moral position to introduce penalties. It was considered

88 . RWA, Minutes 1994-5, p. 417: 1 141st ordinary meeting, headquarters, Rietvlei, 1995.01.26. General. 89 . RWA, Rand Water Board: annual report 1996, p. 2.

90 . A. DAVIS, “Rand Water’s response to the drought” in Imiesa, 20(9), September 1995, pp. 13-7. 91 . RWA, Minutes 1995-6, p. 48: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Corporate services division. 92 . RWA, Rand Water Board: annual report 1996, p. 2.

514 Rand Water and a new South Africa 1994-1999 essential to see to what extent the public would respond to the moral request for limited water consumption.93 In an effort to get support for the water restrictions, the organisation had worked out an extensive campaign in the media for community awareness programmes and potential steps to discipline consumers.94 The advertising campaign to bring the restrictions to the attention of consumers, on all levels of society, was estimated to cost R7,5 million over an eight month period.95 Following the publication of an official notice by the department of water affairs,96 Rand Water was informed in June 1995 that irrigation farmers had to save 40 per cent of their consumption, local authorities 20 per cent, mines and industries 10 per cent and intensive livestock feeding programmes five per cent. Sasol and Eskom had to save 5 per cent respectively.97 In implementing the restrictions the board approved an additional rate, if the limits were exceeded, of initially R1 per kℓ, with an increase of R1 per kℓ per month to a total of R5 per kℓ if bulk consumers did not meet the required savings targets.98 There was also provision for a ban on the use of all garden sprinkler systems and hosepipes scheduled for announcement.99 In a board meeting, on the measures, the focus tended to fall on per capita water consumption. There was awareness that it was important for local authorities to be consistent in respect of policies

93 . RWA, Minutes 1995-6, p. 48: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Corporate services division. 94 . RWA, Minutes 1995-6, pp. 48-9: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Corporate services division. 95 . RWA, Minutes 1995-6, p. 84: 1 145th ordinary meeting, headquarters, Rietvlei, 1995.05.25. Report A.J.J. van Rensburg: Corporate services division. 96 . Notice 653 of 5 May 1995, issued by the Minister of Water Affairs. 97 . RWA, Minutes 1995-6, p. 126: 1 146th ordinary meeting, headquarters, Rietvlei, 1995.06.29. Report V.J. Bath: Chief executive. 98 . RWA, Minutes 1995-6, p. 127: 1 146th ordinary meeting, headquarters, Rietvlei, 1995.06.29. Report V.J. Bath: Chief executive 99 . Ibid., p. 127: 1 146th ordinary meeting, headquarters, Rietvlei, 1995.06.29. Report V.J. Bath: Chief executive.

515 Chapter 14 on punitive measures. The board was also informed that the broader public had not responded favourably to the extensive advertising campaign. It was necessary to take effective measures to ensure that consumers maintain the limits on supply.100 The restrictions were not having the desired effect by July 1995. Several members of the board expressed their concern about the state of affairs. It was acknowledged that consumption in the less affluent areas of Rand Water’s supply areas constituted a fraction of the total amount of water consumed. On the surface it appeared as if the consumers had grown insensitive to water restrictions. What made matters worse was the fact that the media, along with local authorities, appeared to be angry about the introduction of the new tariffs.101 By August 1995 some headway was made with the conservation awareness campaign when a plan was introduced that had been strongly propagated by the department of water affairs and forestry.102 The board was informed that the strategy was multifacetted and was constantly monitored to secure the effectiveness of the campaign. The main points of strategy were: to build an awareness of the problem; gain participation and ownership of solutions; allow behaviour patterns to change; and entrench and reinforce behaviour changes.103 The marketing division busied itself with an extended advertising campaign. There were contributions in terms of editorial space in publications and pamphlets on effective gardening and educational videos to get the message across to consumers. The marketing people were constantly making available press kits and doing extended public relations. Posters and leaflets were distributed and direct contact forums were conducted and brought into service. These included a

100 . Ibid., p. 128: 1 146th ordinary meeting, headquarters, Rietvlei, 1995.06.29. Report V.J. Bath: Chief executive. 101 . RWA, Minutes 1995-6, pp. 157-8: 1 147th ordinary meeting, headquarters, Rietvlei, 1995.07.27.

102 . J. CLARKE, Coming back to earth: South Africa’s changing environment, p. 121. 103 . RWA, Minutes 1995-6, p. 179: 1 148th ordinary meeting, headquarters, Rietvlei, 1995.08.31. Report V.J. Bath: Corporate services division.

516 Rand Water and a new South Africa 1994-1999

Rand Water users committee, a horticultural forum and the plumbers’ forum.104 Extensive research was conducted before advertising campaigns were introduced. Public opinion was tested beforehand. By mid- July 1995 it was reported that public awareness had increased by 7 per cent. This was substantially higher than in similar campaigns where a maximum of 2 per cent of response had been recorded.105 The rate of saving water had gone up from 3,8 per cent in June 1995 to 7,1 per cent in July 1995.106 The discussion forums also stepped up their interaction with the campaign. In municipal circles local byelaws were reviewed, codes of practice, standards and minimum plumbing qualifications reconsidered. Moreover there was a review of the equipment standards pertaining to water restrictions and greater attention was paid to promoting awareness of the most suitable plants (preferably indigenous) for specific regions. The services of water loss management firms were also used. On the planning front a long- term water management strategy was undertaken in conjunction with all Rand Water’s stakeholders.107 Perhaps more important was the fact that South Africa’s transition to a multi-racial democracy was noted for its tolerance of free speech and protest. Activists increasingly tended to speak their mind on numerous issues. Environmental concerns were among the popular public debates of the day. It had been accepted for a long time that the Lesotho Highlands Water Project (LHWP) would provide valuable water to Gauteng. Activists were now however beginning to insist that water should be used sparingly. Mega-sized dam construction projects were no longer seen as a solution to

104 . Ibid., pp. 179-80: 1 148th ordinary meeting, headquarters, Rietvlei, 1995.08.31. Report V.J. Bath: Corporate services division. 105 . Ibid., p. 179: 1 148th ordinary meeting, headquarters, Rietvlei, 1995.08.31. Report V.J. Bath: Corporate services division. 106 . Ibid., p. 179: 1 148th ordinary meeting, headquarters, Rietvlei, 1995.08.31. Report V.J. Bath: Corporate services division. 107 . Ibid., p. 179: 1 148th ordinary meeting, headquarters, Rietvlei, 1995.08.31. Report V.J. Bath: Corporate services division.

517 Chapter 14 water shortages. Instead more constructive alternatives had to be devised. In the years to come the pressure on water planning strategists to find sensible solutions, only mounted.108 This trend proved to be an incentive for Rand Water to work with even more determination at conservation strategies. It was a daunting task. By September 1995 complacency amongst consumers had once again set in. They were then made aware of the implications of penalties. There were fears that public responses were on the decline. Public participation on the telephonic information line of Rand Water in particular had dwindled.109 This was an indication of the campaign’s losing its effect. In November, a month before the restrictions ended, statistics were available on the campaign trends since May 1995.110 Table 14.1. Water consumption trends and awareness strategies 1995 Month of 1995 Monthly % Progressive % Awareness savings overall savings overall strategy May 9,49 9,49 Media campaign only June 4,59 7,09 Media campaign only July 7,2 7,13 Media campaign only August 14,17 8,99 Additional rates and media September 13,23 9,84 Additional rates less media October 12,03 9,99 Additional rates, no media

It was now evident that local authorities were implementing the restrictions in different ways. The overall savings, after the media

108 . For more on this trend see P. BOND, Unsustainable South Africa: environment, development, and social protest, pp. 127-31. 109 . RWA, Minutes 1995-6, p. 225: 1 149th ordinary meeting, headquarters, Rietvlei, 1995.09.28. Report V.J. Bath: Corporate services division. 110 . RWA, Minutes 1995-6, p. 314: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive.

518 Rand Water and a new South Africa 1994-1999 campaign and also after the introduction of additional rates had been introduced, were disappointing. It was reported that the mines and metered areas in the local authorities’ areas of the ‘formerly white’ townships had responded well to water conservation. In the black township the savings had been limited. There was one exception. For one month there was a saving of ten per cent in Soweto.111 At the same time it was pointed out that the per capita consumption in non-metered areas was about 100 ℓ/d. In metered areas the consumption was 300 ℓ/d. The planners were of the opinion that it was much easier to apply more stringent measures in the metered areas. It was also recommended that it was important to continue with operations to place meters in the formerly black townships.112 Restrictions were not having the desired effect. Consequently the board gave permission to the chairman and the chief executive officer to hold talks with the minister of water affairs and forestry with a view to increasing the rate for consumption over the limit to as much as R20 per kℓ.113 Ultimately the proposed plans substantially to increase the price were based on comprehensive investigations. Research conducted on patterns of savings in different urban centres brought interesting facts to the fore. Small samples were used in the research programme. For the researchers it was important to determine to what extent the advertising campaign had produced the desired effect.

111 . Ibid., p. 314: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive. 112 . Ibid., p. 314: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive. 113 . Ibid., p. 315: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive.

519 Chapter 14

Table 14.2. Savings in water consumption in 10 local authority areas in September-October 1995114 Area Percentage saving Lenasia 33 Pretoria 25 Springs 20 Roodepoort 15 Johannesburg 11 Embalenhle 17 Tembisa 11 Soweto 9 Katlehong -2,5 Soshanguve -6

By December one of the learning processes in dealing with water restrictions in the new South Africa had come to an end. What remained to be done was for the experts to sit down and plan for future restrictions by looking at the phenomenon from a more indigenous perspective. All South Africans had to be made aware of the value of that scarce ubiquitous commodity called water.

A new philosophy on water use: water demand management During the water restrictions campaign of 1995 Rand Water earned R70 million through penal tariffs. In view of the need for water conservation and more skills, management decided to propose to the board that the revenue earned by means of penalties on excess quotas be used for water conservation projects.115 Of this sum, R30 million was to be spent during the financial year 1996/7. R10 million was to be allocated for the eradication of alien plant species in the upper Tukhela area. The plants were consuming

114 . Ibid., p. 316: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive. 115 . RWA, Minutes 1996-7, p. 63: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division.

520 Rand Water and a new South Africa 1994-1999 excessive amounts of water. The remainder of R30 million was to be spent on projects aimed at attending to leaks and water wastage in residential homes,116 concentrating on water demand management (WDM). This important principle that is based on strategies aimed at conserving water, was subsequently ensconced in the National Water Act 35 of 1998.117 The primary objective of WDM was simply to discourage water wastage. In motivating the introduction of the plan in 1995, V.J. Bath explained: Allocation of water resources in the water scarce region of the interior of our country is likely to become an increasingly controversial issue as available resources become fully utilised.118 He went on to explain that in future, the present apportionment of the Vaal river’s water to Rand Water would grow increasingly until the allocation for agriculture could become static or even go into decline. It was also not unlikely that the 55 per cent of the Vaal river’s water being used by Rand Water could literally increase to two thirds. For these reasons it was necessary, he explained, for WDM to be introduced for the first time in Rand Water’s area of supply.119 Rand Water announced its intention of introducing a sliding scale tariff for water that had been designed to ensure that the essential water required sustaining life was provided at an affordable cost to all people, especially those with a lower income. The water destined for other uses was to be provided at discretionary rates, but the objective was to discourage waste.120 By 1996 the philosophical tenets had been anchored that water tariffs should – after making provision for the essential human needs of

116 . Ibid., p. 63: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division.

117 . J. GLAZEWSKI, Environmental law in South Africa, p. 532. 118 . RWA, Rand Water Board: annual report 1995, p. 10. 119 . Ibid., p. 10. 120 . Ibid., p. 10.

521 Chapter 14 survival and hygiene – be focused on reflecting economic realities.121 The management of Rand Water conceded that many problems were experienced with implementing the water restrictions in 1995 and it was considered essential to introduce a response and control framework in which water demand could be managed as a permanent feature of the utility’s activities.122 In a report to the board it was explained there was severe stress on water supply because of overuse and population increase in the service area of Rand Water. This situation, already in the 1980s had created the need for the development of the Lesotho Highlands Water Project (LHWP). Unless the prevailing demand was contained, more costly schemes such as the LHWP would have to be developed, Bath explained. It was envisaged that the price of water was destined to rise because of the need to transfer it over large areas. Local authorities were slow to respond to the lowered supplies. The smaller consumers simply did not believe that there was a water supply problem. There was general ignorance about the prices paid for water, and widespread resentment about having to pay for water. This state of affairs affected the credibility of local authorities and prevented them from doing their job properly. Similarly local authorities had a poor performance record when it came to dealing with their consumers’ queries and problems, Bath said.123 In the report it was stressed that water conservation was not merely an esoteric issue. It was a set of principles. These had to be perceived in terms of financial impact. It could affect all levels of capital expenditure in the country.124 It was argued that if sensible water savings could be induced, and the 1992 additional water

121 . RWA, Rand Water Board: annual report 1996, p. 6. 122 . RWA, Minutes 1995-6, p. 448: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. 123 . Ibid., p. 448: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. 124 . Ibid., p. 448: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division.

522 Rand Water and a new South Africa 1994-1999 scheme could be halted, Rand Water could save as much as R85 million per annum based on deferred implementation of capital work.125 Overall WDM, however, required substantially greater inputs from Rand Water. In a number of investigations conducted by officials it was determined there were great losses in revenues for local authorities in the former black municipal areas. It was estimated that in Tembisa there was a loss of 68 per cent of the available water supply. In the neighbouring Kempton Park water losses amounted to a mere 9 per cent.126 There were many leaks in the existing macro-supply system. More important were the leaks that existed in the domestic water system of toilets, standpipes and yard taps.127 There was a marked lack of awareness amongst consumers of the nature of the problem. People did not seem to care about the cost of water and the prevailing scarcity of the resource. Tenants tended to pay a flat rate for water. Those who paid did not care much for the value and cost of water.128 For Rand Water overseeing the WDM programme consisted of four components. First there were the necessary repairs that had to be done to pipe work and/or domestic fittings and plumbing. This was a responsibility that ordinarily rested with municipalities and individual householders. This strategy was considered desirable in an attempt at cutting down on wastage.129 Secondly it was necessary to start with a campaign of making people aware of the value of water. In the third phase there was the need to create jobs and train local plumbers. Finally there was the phase of capacity

125 . Ibid., p. 448: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. 126 . RWA, Minutes 1996-7, p. 63: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division. 127 . Ibid., p. 63: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division. 128 . Ibid., p. 63: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division. 129 . Personal disclosure, V.J. Bath, Westcliff, 2003.03.07.

523 Chapter 14 building for local authorities. They were targeted to provide support in reaching small consumers with the objective to promote water conservation and put an end to water leaks.130 It was recommended that four different areas of operations be approved. An overall amount of R15 million had to be made available for the implementation of the project. In Odi 1 there were an unknown number of units that needed repairs, estimated to cost in the vicinity of R2,4 million. In Tembisa 12 000 units were to be overhauled at an estimated cost of R4,2 million while in Soweto there were 15 000 units that would cost R5,7 million to repair, and in the inner city of Johannesburg 1500 apartments were in need of repairs to the value of R2,7 million.131 The board was at first not keen to give its approval,132 but as the project gained momentum it became apparent that a number of benefits could be derived from the initiatives. In 1999 management reported on progress and indicated that it was in search of partnerships to make the project even more comprehensive.133 Soon DWAF and the Gauteng provincial government responded and strengthened the initiative.134 The authorities knew that the ordinary consumer had to be reached if the project was to become successful. Ever since the start of the 1990s community outreach programmes of Rand Water were focused on children as representatives of the community that would ultimately be active in promoting the objectives of the organisation. Special attention was also given to

130 . RWA, Minutes 1996-7, p. 63: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division. 131 . Ibid., p. 64: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division. 132 . RWA, Minutes 1995-6, p. 450: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. Board decision 133 . RWA, Minutes 1999-2000, pp. 688-90: 1 192nd ordinary meeting, headquarters, Rietvlei, 1999.08.26. 134 . Ibid., p. 689: 1 192nd ordinary meeting, Rietvlei, 1999.08.26. V.J. Bath: Community support services; For the outcome see ANON., “Rand Water partnership launches Water Wise campaign” in Imiesa 26(8), August, 2001, p. 15.

524 Rand Water and a new South Africa 1994-1999 the elderly.135 Initiatives, launched under the auspices of the “Water Wise” campaign in 1993, were further enhanced to support the new strategy of making consumers on all levels of society more aware of the need to conserve water. Educational tours and creative classes were presented at the Vereeniging pumping station to schoolchildren. The Water Wise Educational Team (WWET), a team of teaching experts that focused on new facilitating processes in the transmission of knowledge, now played a pivotal role. The team was the result of an earlier partnership that had been established between Rand Water and the Delta Environmental Centre.136 By 1998, after five years of operations, more than 17 000 learners had been reached by means of the WWET educational activities.137 In the course of 1998 the team introduced an edutainment programme at the Delta Environmental Centre to promote water awareness by means of community theatre productions. The programme led to the appointment of members of the Soweto community as environmental educators.138 Within the context of outcomes based education principles of science and technology were conveyed to learners of various communities within the area Rand Water served.139 There were also other innovative measures. By 2000 a sensory garden at Delta, which formed part of the Water Wise project, made it possible for physically disabled people to experience the beauty of a garden environment.140 In a rapidly changing South African society teaching initiatives of this nature started planting the seeds with consumers on the need to conserve a ubiquitous substance that was increasingly becoming scarcer.

135 . RWA, Rand Water Board: annual report 1994, p. 11.

136 . CHIEF EXECUTIVE’S REPORT, Rand Water annual report 1998, p. 24. 137 . Ibid., p. 25.

138 . CHIEF EXECUTIVE’S REPORT, Rand Water annual report 1999, p. 18. 139 . Ibid., p. 19.

140 . ANON., “Rand Water’s sensory garden uses Water Wise planting” in Parks and Grounds, No. 114, April-May 2000, pp. 19-21.

525 Chapter 14

Illus. 14.1 The Water Wise education team working with learners to promote a greater awareness of water. Source: Rand Water A major point of interaction between Rand Water and the organised public was the trend of community forums that gained momentum from the late 1980s. These were used particularly to promote a series of environmental conservation objectives. By 1998, when a policy statement on the mission of Rand Water was outlined, it was evident that the organisation had excelled in this area. In the process it had managed to win many friends and established valuable partnerships in the interest of water and environmental conservation. At the time Rand Water was involved in the catchment forums of Blesbokspruit, Klip river (Upper Klip, Rietspruit and Lower Klip), Taaibosspruit and Sasolburg, Vaal river and Hartebeestpoort dam, as well as the Barrage. In the case of the Barrage, Rand Water had a special interest and was an active participant in the River Property Owners’ Association (founded in the 1980s), the Vaal River Safety Association, the Vaal Barrage

526 Rand Water and a new South Africa 1994-1999 conservancy and the Forum for Riparian Development on the Vaal River.141

Working for water Rand Water also worked in close collaboration with DWAF on important projects aimed at creating job opportunities and saving water.142 In February 1996 it entered into the ‘Working for Water’ campaign that had been announced by the ministry. The task was to clear the waterways of the country of water consuming alien plants. At the same time hundreds of unemployed people were provided with an income. In management quarters, there was from the outset a willingness to invest R10 million in the project. The board however was of the opinion that a report had to be submitted on the matter first.143 This was done and in the subsequent allocation of funds for the project, the board was informed that the money had been raised in the water conservation campaign of 1995.144 The board gave its support to the initiative and made available a portion of the R68,3 million that had been raised, over time, for this purpose.145 One major objective was to ensure that the funds of Rand Water would be well spent. The guiding principle was that funds would only be spent on projects that could be to the benefit of Rand Water’s operations. The Upper Wilge and Tukhela river catchment areas were surveyed beforehand and instructions were then given for the necessary work to take place.146

141 . RWA, Minutes 1998-9, pp. 224-5. 1 183rd ordinary meeting, headquarters, Rietvlei, 1998.10.29: ANON., “Residents launch river conservation initiative” in Water, Sewage & Effluent, June 1998, p. 27.

142 . J. GLAZEWSKI, Environmental law in South Africa, p. 509. 143 . RWA, Minutes 1995-6, p. 386. 1 153rd ordinary meeting, headquarters, Rietvlei, 1996.02.29. Report V.J. Bath: Scientific services division. 144 . RWA, Minutes 1996-7, p. 63. 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Corporate services division. 145 . RWA, Rand Water Board: annual report 1996, p. 7. 146 . RWA, Minutes 1996-7, p. 171. 1 158th ordinary meeting, headquarters, Rietvlei, 1996.07.25.

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The operations included the clearance of parts of the Tukhela river catchment area, river reclamation and rehabilitation-, and the clearing of invasive trees in the Golden Gate Highlands National Park where the river was affected by such plant life. In the Gauteng province a campaign was launched to remove aquatic plants in the Barrage area of the Vaal river. A more extensive project was to be launched in order to identify the regions in Rand Water’s supply area that needed special environmental mopping-up work.147 A major component of the conservation programme was the implementation of the water demand management programme in Thokoza, Tembisa, Soweto and Johannesburg city.148

Floods 1996 At the end of 1995, following the serious drought conditions earlier in the year, there were reports of outstanding rainfall throughout the country. In the rural areas of KwaZulu Natal several people were drowned and the South African Air Force had to step in with rescue teams to help in the flood-ravaged region. It was also reported that the dams in the Vaal river system were filled to the brim. It was anticipated that the Vaal dam, which had been at 50 per cent of capacity before the rains, would once again be full.149 With the first floods of December 1995 the Barrage was temporarily closed. Boating was only once again allowed in January 1996.150 By mid-February 1996 the Vaal river catchment area experienced extraordinary floods. It started on 11 February when the Vaal dam was about 100 per cent full and reached a peak by 19 February when the capacity of the dam was tested at a peak of 118 per cent.151 Matters were exacerbated because the Klip and the

147 . Ibid., p. 171-2. 1 158th ordinary meeting, headquarters, Rietvlei, 1996.07.25. Report V.J. Bath: Scientific services division. 148 . RWA, Rand Water Board: annual report 1996, p. 7.

149 . BEELDSPAN, “Reën eis agt lewens, nog vloede dreig: Vaaldam dalk Saterdag 50% vol” in Beeld, 1995.12.19.

150 . ANON., “Barrage in Vaal Saterdag weer oop” in Beeld, 1996.01.04. 151 . RWA, Minutes 1995-6, p. 386: 1 153rd ordinary meeting, headquarters, Rietvlei, 1996.02.29. Report V.J. Bath: Scientific services division.

528 Rand Water and a new South Africa 1994-1999

Zuikerboschrand rivers were also both in flood.152 Rand Water put up an information centre and kept the public posted on the levels of the Vaal dam on a 24-hour basis.153 Below the Barrage the danger of floods increased after 16 of the 60 sluices of the Vaal dam had been opened to let through 2000 m3 per second. This was substantially less than the 5000 m3 per second that were released during the floods of 1975.154 It took long for the effects of the flood to subside. As late as the end of February 1996 it was still not possible for boats to go on the river for inspection purposes.155 It was heartening for residents in areas of the Barrage where the floods could potentially cause havoc to take note that Rand Water, the local authorities and civil defence organisations were monitoring the conditions in an effort to prevent the loss of life.156 In this area it would appear as if the responsible support agencies had learnt substantially since 1975. The major advantage that was experienced during the 1996 floods was that the levels of storage dams of the Vaal river system had been substantially lowered before the time because of the intense drought conditions of the previous year.

Review of the water law In April 1995 the board discussed the call by the minister of water affairs and forestry for proposals in respect of the water law that was up for review at the time. The subsequent legislation, passed in 1997 and 1998, paved the way for considerable changes in the manner in which water was being used and the rights of people to

152 . Ibid., p. 386: 1 153rd ordinary meeting, headquarters, Rietvlei, 1996.02.29. Report V.J. Bath: Scientific services division. 153 . RWA, Minutes 1995-6, p. 386: 1 153rd ordinary meeting, headquarters, Rietvlei, 1996.02.29. Report V.J. Bath: Scientific services division.

154 . W. KÜHN, “Nog gevaar kan kom oor damvlakke: gereed vir ontruimings” in Beeld, 1996.02.15. 155 . RWA, Minutes 1995-6, p. 386: 1 153rd ordinary meeting, headquarters, Rietvlei, 1996.02.29. Report V.J. Bath: Scientific services division.

156 . W. KÜHN, “Nog gevaar kan kom oor damvlakke: gereed vir ontruimings” in Beeld, 1996.02.15.

529 Chapter 14 water consumption. Perhaps one of the most revolutionary aspects of the new government’s approach was that water was no longer linked to rights, based on property ownership. Instead, landowners forthwith requested permission to take water from rivers and dams.157 Moreover, from an environmental perspective legal experts have described the measures that ultimately culminated in the National Water Act of 1998 as being among the most far-reaching aspects of the country’s environmental law reforms.158 The essential matters up for review dealt with the right of every citizen to have access to water in order to satisfy at least basic needs; the recognition of the economic value of water and its use to the benefit of the country as a whole; and the environmental sustainability of all exploitation of water resources.159 In the first white paper on national water policy for South Africa that was tabled in 1997 it was pointed out that between 12 and 14 million South Africans were without adequate safe water supplies. Some 20 million people, almost half of the population did not have adequate sanitation – a basic service that relied on a good water supply.160 The management of Rand Water prepared an extensive comment. In the document, it was underlined that the organisation subscribed to the view that the country’s water resources belonged to all the citizens and that all should have access to water. However, there were different opinions on the issue of the water falling from the sky and running on the land being the rightful property of the owner of the land. This was not sustainable. It was explained that in a country where water scarcity was the order of the day, it was not a viable approach. There was however agreement on the fact that the management system of water resources on national,

157 . J. CLARKE, Coming back to earth: South Africa’s changing environment, p. 122.

158 . J. GLAZEWSKI, Environmental law in South Africa, p. 541. 159 . RWA, Minutes 1995-6, p. 50: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Corporate services division.

160 . J. GLAZEWSKI, Environmental law in South Africa, p. 509.

530 Rand Water and a new South Africa 1994-1999 provincial and local levels was in need of fundamentally new legislation. It had to serve the ends the government had in mind.161 In respect of the conservation and protection of water resources in the country, Rand Water was of the opinion that the resource had to be managed centrally. It was necessary in the process to take note of the use to which the surface of the land was being put. In addition there had to be an awareness of the amounts of water available, and finally it was necessary to be aware of the abstraction rights to use the stored water. In respect of the environment, it was pointed out that decisions had to be taken with regard to the importance that people attached to predictions on the future environment. There were also still some points of query in respect of the willingness of society to accept environmental changes taking place on all levels in the country.162 Regarding water quality considerations, Rand Water had a number of fixed and well- formulated principles. These had a bearing on issues of sanitation, standards, monitoring, and pollution control. There were also a number of recommendations on the uses to which water could be put. There was a special emphasis on the economic value of water.163 Over a period of 15 months, in which the proposed law passed through all the preparatory phases before being passed on 19 December 1997 by parliament as the Water Services Act, No. 108 of 1997, Rand Water actively participated in discussions. The water utility also positioned itself in view of the fact that its statutes were

161 . RWA, Minutes 1995-6, p. 52: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Corporate services division. Annexure A. Rand Water’s preliminary comment with regard to the call by the minister of water affairs and forestry for public response to the proposals for a review of South African water law. 162 . Ibid., p. 52: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Corporate services division. Annexure A. Rand Water’s preliminary comment with regard to the call by the minister of water affairs and forestry for public response to the proposals for a review of South African water law. 163 . RWA, Minutes 1995-6, pp. 54-5: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Corporate services division. Annexure A. Rand Water’s preliminary comment with regard to the call by the minister of water affairs and forestry for public response to the proposals for a review of South African water law.

531 Chapter 14 to be replaced by the act. One of the primary areas for review was in the field of providing sanitary services as one of its most important tasks. The new board chairman, P. Camay, saw this particular area as an opportunity for Rand Water to become a more comprehensive part of the complete water cycle. This was in line with the spirit of the Water Services Act that had the objective of taking away an unreasonable burden on people, particularly in the rural areas, to procure satisfactory supplies of water.164 An addition to the new law was the empowerment of Rand Water of becoming an undertaking that could provide engineering services, and do contracting in the municipal sector. It could also act in a consulting capacity when new water authorities were established. In line with legislation regarding other water boards in the country, the new Water Act also provided for a change in the financial year so that it ran from July the one year to June the next.165

Transnational opportunities: Swaziland and Botswana The post-1994 period created the opportunity for Rand Water to extend its influence in the interest of good water supply services beyond the borders of South Africa. In 1995 the Swaziland Water Services Corporation (SWSC), a public utility that had taken over the water and sewage board of Swaziland in the course of 1994 asked Rand Water for assistance. The SWSC had applied for a R90 million loan from the International Bank of Reconstruction and Development towards financing the Swaziland Urban Development Project. The organisation had a need for the technical skills of Rand Water.166 It was possible for the South African utility to provide valuable advice and services to the SWSC. At the same time it became known that the Botswana Utilities Corporation had requested Rand Water to assist in training two of their staff members. They had to be trained in sampling procedures, laboratory management, analytic procedures and data

164 . J. GLAZEWSKI, Environmental law in South Africa, p. 538

165 . CHAIRMAN’S STATEMENT, in Rand Water annual report, 1998, p. 4. 166 . RWA, Minutes 1995-6, p. 322: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Scientific services division.

532 Rand Water and a new South Africa 1994-1999 interpretation.167 By 1998 when the government initiated the establishment of a company overseas to promote South African water expertise to the outside world,168 Rand Water was well- positioned to become an effective role player because of its advanced skills as one of the leading water service providers of its kind in the world. Similar interaction with service providers in the rest of Africa were to follow in the years to come, especially after the South African government embarked on the New Economic Programme for African Development (Nepad) in 1999.

Rand Water’s environmental policy 1995 Ever since the early 1990s there had been a concerted effort by Rand Water to pursue a line of action that was aimed at enhancing the quality of the environment, both natural and man-made. It also set itself the objective of playing an active role in the protection of the environment both nationally and within its limits of supply.169 One of Rand Water’s early environmental initiatives in the Barrage area was among its first success stories in the new dispensation. At a meeting of the board in committee on 28 July 1994, V.J. Bath communicated with the board on the protection of the environment in the vicinity of the Barrage. He explained that a wide range of methods was being introduced worldwide with the objective of promoting environmental protection. One option was to have the Barrage area declared a conservation area. In agreement with the nature conservation authorities in the region, the owner of a property would work out a policy towards protecting the environment. Local field officers were then empowered to make arrests and take steps against people who were acting in contravention of existing conservation regulations. In the process of implementing the regulations pertaining to the conservation area, riparian owners, local persons were made honorary nature

167 . Ibid., p. 322: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Scientific services division.

168 . J. STEVEN, “South African water know-how for export” in Engineering News, 1998.10.23.-28. 169 . RWA, Rand Water Board: annual report 1994, p. 11.

533 Chapter 14 conservation officers. These people, formerly known as pollution control officers, were to receive formal training. Consequently an amount of R18 000 was set aside for purposes of training.170 The board, however, did not approve the creation of a conservation area. In line with the recommendation by the finance and executive committee, it was decided that a more comprehensive document on nature conservation would have to be formulated and then submitted to the committee. Only then a decision would be taken.171 Part of the pollution monitoring system included the use of helicopters to do aerial surveillance of population density in urban areas and industrial regions. The organisation had also started making active use of global positioning satellites and the development of a comprehensive database to assist with catchment management.172 In mid-1995 Rand Water started actively with plans for the development of a comprehensive environmental management policy. A number of intensive planning workshops were held and a draft policy was formulated with the objective of getting an ISO14001173 accreditation for the institution.174 In the environmental management policy statement that was submitted to the board, it was underlined that Rand Water was committed to wise resource use, waste minimisation and an ongoing drive to conserve the environment. It was considered to be a mission of the undertaking to achieve a sustainable water supply that would support the current and future social, economic and cultural requirements of all residents in the supply region of the institution.175

170 . RWA, Committee of the whole board, meting 1994. 07.28, p. 46. V.J. BATH, Scientific services division. 171 . Ibid., p. 47. Decision of the board 172 . RWA, Rand Water Board: annual report 1994, p. 5. 173 . ISO= The coding system of the International Organisation for Standards 174 . RWA, Minutes 1995-6, p. 332: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive. 175 . Ibid., p. 333: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive. Annexure A. Environmental policy statement.

534 Rand Water and a new South Africa 1994-1999

In the plan provision was made for the training of all the institution’s staff to understand environmental issues and be equipped with the necessary skills to apply the policies of Rand Water. There was also to be an initiative to help the public understand environmental issues, especially in respect of water as an essential scarce resource. The institution also committed itself to respecting and protecting the values of South Africa’s culturally diverse society. It wanted to try and accommodate traditional and modern requirements related to the water environment. There was also to be a concerted effort to get contractors to comply with acceptable environmental standards. Finally Rand Water was committed to appropriate support for organisations contributing to the advancement of environmental issues and the protections of the water environment in particular.176

Positioning Rand Water Within the space of four years since the transition to a new multi-racial democracy it was possible for Rand Water to position itself with its corporate identity as a new South African institution. On 1 January 1998 P. Camay became the new chairman. He succeeded A.M.D. Gnodde who had been in the post since 1993 and retired at the end of 1997.177 Gnodde had prepared the way for the board to make the transition to the new dispensation at an efficient pace. Illus. 14.2. Board chairman P. Camay. Source: Rand Water

176 . Ibid., p. 333: 1 151st ordinary meeting, headquarters, Rietvlei, 1995.11.30. Report V.J. Bath: Chief executive. Annexure A. Environmental policy statement.

177 . ANON., “Gnodde, Andries Michael Drury” in S.V. HAYES (ed.), Who’s who of Southern Africa: including Mauritius 1996-97, (Who’s who of Southern Africa, Johannesburg, n.d.), p. 214; RWA, Committee of the whole board, meeting 1997.11.27, p. 158.

535 Chapter 14

It was now up to Camay to provide the type of leadership that fitted in with the nature of the new democratic dispensation. In his first chairman’s statement, at the end of the 1998 financial year, Camay pointed out that Rand Water, through a regulatory framework, had to focus on three essential factors in executing its task. In the first place the organisation had the responsibility to provide the necessary support for access to safe water and sanitation, with environmental protection in order to maintain the principle of the fundamental rights as outlined in the Universal Declaration of Human Rights and the Convention on the rights of the child. Secondly, it was accepted that the market could not safeguard and allocate fresh water resources equitably across income groups and between competing users. It was therefore in the third place important that private sector involvement in water supply and sanitation in the municipal sphere be accompanied by effective regulation. It implied that profit-taking by private companies had to be regulated. At the same time there had to be services provided to previously marginalised groups.178 With the passing of the National Water Act, No. 36 of 1998 the role of Rand Water was once again subjected to change as the new act repealed those provisions ‘saved’ from the repeal of the former Rand Water Board statutes by the Water Services Act of the previous year. It especially had a bearing on the legal powers to intervene in matters where there were indications of pollution of Rand Water’s available supplies. In the new act provision had been made for catchment management agencies.179 Rand Water and the DWAF had been working on strategies for the management of the Vaal catchment area since 1994.180 The new measures were the culmination of extensive consultations and negotiations with the objective of getting groups with direct interests in the catchment

178 . CHAIRMAN’S STATEMENT, in Rand Water annual report 1998, p. 5.

179 . CHIEF EXECUTIVE’S REPORT, in Rand Water annual report 1999, p. 7. 180 . RWA, Minutes 1994-5, pp. 252-3: 1 139th ordinary meeting, headquarters, Rietvlei, 1994.10.27. Report V.J. Bath: Scientific services division.

536 Rand Water and a new South Africa 1994-1999 area and the preservation of its water resources, to plan together for the future. Rand Water, as a full partner in the process, was allowed to continue its operations to prevent irresponsible pollution. Ultimately Rand Water as the largest water utility in South Africa had to be brought into a consolidated national water supply operation system, acting as an agent under the auspices of the central government’s responsible department.

Conclusion: a new dispensation Amid the great political changes that had taken place in South Africa since 1989, there were indications of a prosperous water future in the new dispensation. Rand Water had played an active role in the process of transition. It was instrumental in depoliticising many of the potential problems that could derail the national transformation initiatives. As an essential services agency Rand Water could provide the necessary support in the government’s objective of securing water for under-privileged people in its service area. Gradually the structure of a macrosystem of water management in South Africa started taking shape. In this area too Rand Water was an active participant. The new dispensation had a definite effect on Southern Africa as a whole. The old regional animosities, dating back to the former political dispensation, were something of the past. For the subcontinent it meant that collaboration on water matters was essential. It was a major prerequisite in the process of securing future progress. Also in this sphere Rand Water moved into a new phase of development. Symbolically it transpired as the first water (at a rate of 535 Mℓ/d) from the Lesotho Highlands water project flowed into the Vaal dam. This valuable water supply was now available to the utility’s customers.181 The Africanisation of the water supply to South Africa’s industrial and commercial hub, the Gauteng province, had at last taken place. Along with it came the challenge for South Africa to be a truly African state through

181 . CHIEF EXECUTIVE’S REPORT, in Rand Water annual report 1999, p. 9.

537 Chapter 14 cooperation with other African states. It is in this respect that Rand Water, as a technologically advanced development institution with many years of experience, emerged as an exemplary agency of collaboration. It proved to be a willing partner on matters regarding water – a ubiquitous and valuable substance on the continent of Africa.

538

Chapter 15

Institutional change and progress 1994-1999

The success of Rand Water in adjusting to the requirements of the new South Africa was largely due to the manner in which internal change was introduced. Continuity was maintained to secure institutional progress and the maintenance of high standards of service in the face of ongoing and persistent discontinuities in the external environment. Affirmative action strategies and negotiation forums were but two avenues employed in the process of coping with difficult labour relations issues in the period after 1994. However, these were the means that enabled Rand Water to introduce innovative strategies to maintain good customer relations and at the same time continue producing high-quality water. In many respects it secured the actual success of the organisation. As was the case with similar institutions in South Africa Rand Water lost much of the autonomy it enjoyed prior to 1994. In the new dispensation water boards were positioned more directly under the control of the department of water affairs and forestry (DWAF). The move was the result of a number of assumptions by the government. It was argued that water utilities formed a crucial link between central and local government. They were engaged in the bulk supply of water to local authorities. For the government the regional system of water management was advantageous. Therefore utilities such as Rand Water and many more were maintained. It was in fact required of these institutions, as agents of the minister of water affairs, to diversify and take on more Chapter 15 challenges in the fields of sanitation and commercialisation.1 They were thus well positioned to undertake important resource management functions on behalf of DWAF, provided the minister undertook to see to the funding of such enterprise.2 Once the new dispensation came into effect Rand Water was providing water in four of the nine provinces of the new South Africa. It was a time in which Rand Water, like most institutions of state, was subject to scrutiny and criticism. On the one hand there was the new government. On the other, there was the previously privileged sector of the population, which now had to cope with what was considered to be the collapse of services in many areas of local and regional government. In August 1996, for example, questions were asked in the boardroom of Rand Water as to why so little publicity was being given to the positive projects initiated by Rand Water. The members were informed that there was apathy on the side of the media as far as publicity of this kind was concerned.3 The situation had changed slightly by 1998 when the influential marketing research groups, such as Markinor4 and Market Research Africa (MRA),5 conducted research for Rand Water on perceptions of the institution on the side of consumers in the suburbs, in the townships and among bulk consumers. The frequent hikes in the tariffs that local authorities charged for water and the high charges for over-consumption of allocated quotas in the period of drought

1 . RSA, DEPARTMENT OF WATER AFFAIRS AND FORESTRY, Water supply and sanitation policy: water an indivisible national asset, pp. 10-1; Personal disclosure, V.J. Bath, Westcliff, 2003.03.07. 2 . RSA, DEPARTMENT OF WATER AFFAIRS AND FORESTRY, Water supply and sanitation policy: water an indivisible national asset, p. 11; Personal disclosure V.J. Bath, Westcliff, 2003.03.07. 3 . RWA, Minutes 1996-7, p. 221: 1 159th ordinary meeting, headquarters, Rietvlei, 1996.08.29. 4 . See e.g. EG 01, Suburbs survey on attitudes and perceptions on water use,(Marketing department, 1998). 5 . EG 02, Township survey on attitudes and perceptions on water usage (Marketing department 1998).

540 Institutional change 1994-1999 in 1995, made water authorities unpopular,6 especially with large consumers in the private sector.7 Neither did the strict measures to combat pollution lead to better relations with industry. Management was made more aware of the need for effective marketing to give more prominence to an organisation of which ordinary people were not aware. Domestic consumers were more familiar with Eskom and Telkom than with Rand Water.8 Management then started working in a more intensive manner towards building up the image of the organisation in diverse fields such as education and communications links with consumers on a variety of levels. Furthermore, the awareness of its image made management give more attention to the areas in which it wished to make headway. This was made possible in the normal run of management processes that had been defined on a national level. In terms of the Water Services Act, No. 108 of 1997, it was required of all water boards to submit corporate business plans for five years in advance, a month before the start of each financial year.9 The advantage of this approach was that it gave the government, as well as the organisation’s own officials, the opportunity to take stock of the state in which the organisation found itself. Then innovative plans could be made to improve service. Rand Water’s first business plan was submitted to the board in 1998. Interesting features of the plan were the prediction of the future price of water and the manner in which the utility’s spending was expected to develop.10 The new awareness enabled management to mould the organisation and its operations, within the constraints of a policy framework of government, into a unit of dynamic activity. Rand Water had

6 . EG 01, Suburbs survey on attitudes and perceptions on water use, p. 11. 7 . ELMIO3, Bulk water customer value management study, p. 10. 8 . EG 02, Township survey on attitudes and perceptions on water usage, p. 15; EG 01, Suburbs survey on attitudes and perceptions on water use, p. 15. 9 . Section 40(1) of the Water Services Act, 108 of 1997. 10 . RWA, Minutes 1997-8, pp. 25-7: 1 180th ordinary meeting, headquarters, Rietvlei, 1998.07.30. Report V.J. Bath: Chief executive. Rand Water corporate business plan: period 1998 to 2003, pp. 10-12.

541 Chapter 15 always been a progressive organisation with very specific goals and objectives. Centralised planning made it possible for the water utility now to perceive itself within a larger framework of national governance. In the years to come it led to a more comprehensive impression of the possible avenues of development open to Rand Water. It was also possible to take note of the emerging global playing field.

Contending with labour matters at a time of change The labour performance management system that was introduced in 1994-5 seemed to work well in the period of transition. It was required of workers to know and understand the work they had to do and be informed on the organisational objectives.11 At the same time the recently created corporate stakeholders’ forum played an important role in the transfer of information to all levels within the organisation. The members of the forum came from all levels within the organisation and quarterly shared their insights. For management this was an important structure. The meetings gave the executive an insight into how the organisation was developing. They could share information on major developments. The forum primarily occupied itself with corporate policy issues. A steering committee of the forum went through all the issues that were submitted for discussion in advance, and then informed the meeting. From the steering committee small task groups were appointed to go into matters of affirmative action, human resource development, value commitment, site participation structures, a unified shift system, contract staff, accommodation, hostels and housing. At each site of the operations of Rand Water there were grassroots forums (Green Areas) and plant level forums. On all levels of management the objective was to create an opportunity for participation and co-operation. Much of the successes in the

11 . RWA, Rand Water Board: annual report 1995, p. 24.

542 Institutional change 1994-1999 difficult transitional period in terms of labour were ascribed to the operations of the forums and their activities.12 In the field of trade union activities the new dispensation tended to cause problems. At first all seemed to go well, when in August 1995, an agreement was reached between the management and all the recognised trade unions operating within Rand Water. It implied that in order for any new trade union to be recognised it would be required of the union to have at least 30 per cent of the organisation’s employee support. This opened the way for an organisation that went by the acronym of MESHAWU to be acknowledged as a new trade union.13 By 1996 disputes between Rand Water and some of its employees started taking a bad turn. It was later pointed out that the ‘external environment raised workforce expectations of higher wage movements’.14 The failure to reach agreements led to strikes and protest marches in which property of Rand Water was damaged. At a workers’ panel discussion on the history of Rand Water in February 2003, it was pointed out that the actions of the workers were largely the result of furious trade union activities behind the scenes. The trade unions sent in special operatives to spearhead initiatives.15 Many workers were told to participate. At the base of support for the initiative was the motivation that the people wanted more money.16 In the first half of 1996 the management of Rand Water was extensively involved in wage negotiations with its workers. The board in committee was constantly being informed on the state of

12 . Ibid., p. 24; J. OPPERMAN, “Participation, so-operation and partnership at Rand Water Board” in Industrial Democracy Review, 6(3), August-September 1997, pp. 58-63. 13 . RWA, Committee of the whole board, meeting 1996.11.28, p. 112. Report V.J. Bath: Human resources division. 14 . CHIEF EXECUTIVE’S REPORT, in Rand Water annual report 1997, p. 32. 15 . Personal disclosure, David Ndou, panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21. 16 . Personal disclosure, Kable Elijah, panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21.

543 Chapter 15 affairs. The negotiations by June 1996 culminated in a decision by the board that it was prepared to agree to a 10 per cent salary increase across the board. The minimum wage of employees was to be increased to R1650.17 The unions did not accept this outright. Further strike actions ensued and protest marches followed that led to damage estimated at more than R30 000. In one of the marches to the head office at Rietvlei workers from all the plants were transported to Zwartkopjes. They marched en masse. There were threats that they intended burning down the head office. Subsequently the area was cordoned off beforehand with barbed wire and the police were called in.18 When they reached Rietvlei the protestors removed the barbed wire and turned up brick paving to prevent the movement of vehicles. According to participants cold winter weather conditions prevailed at the time. In order to secure a little warmth they set fire to some of the trees on the premises.19 The marchers kept their vigil at head office during the night. At one point the police moved in and threatened to open fire on the protestors sitting around the fire. Then, in the morning three of the protestors were injured when the police fired rubber bullets.20 They dispersed and negotiations with the management of Rand Water were resumed later. At a committee meeting of the whole board V.J. Bath expressed concern at the fact that an earlier policy decision of the board had been broken. The board had agreed that there would be no backdating of wage increases. He explained that this made negotiations more complicated. Ultimately the board decided that if an agreement on wages could not be reached by 2 September 1996, a dispute would be declared. It was also approved that steps be

17 . RWA, Committee of the whole board, meeting 1996.06.27, p. 41. 18 . Personal disclosure, David Ndou and panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21. 19 . Personal disclosure David Ndou panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21. 20 . Personal disclosure Andrew Rakabe, panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21.

544 Institutional change 1994-1999 taken against the protective services staff for their actions during the strike. Finally the board agreed that the implementation of any wage or salary increase would occur only on the date on which an agreement had been reached between the relevant parties. In future, the board stressed, there would be no question of backdating any increases.21 By October management started with plans to implement unilateral steps in respect of disciplinary action. Then the South African Municipal Workers’ Union (SAMWU) made an immediate about- face. This followed after management took steps against the protective services staff for their actions during the protest. From information provided by the management of the human resources division it was apparent that human relations had taken a severe beating. Consequently counselling services were provided for both supervisors and protective services to ensure a return to normal relationships.22 In November 1996 it was recommended to the board that the admission requirements for new unions to the bargaining process should be relaxed. In future a trade union only required 20 per cent of the organisation’s employees to support it in order to be recognised.23 In an effort to contend with labour unrest, the management of Rand Water resorted at one stage to reaffirming the principle of essential- service status for Rand Water. In the dispensation that prevailed before 1994 Rand Water was considered an essential service provider in terms of the existing labour relations laws of the country. This status placed legal restrictions on the employees and their rights to take industrial action in the event of labour disputes. The new labour relations act that came into effect on 11 November 1996 made provision for the establishment of an essential services committee to conduct investigations and determine whether the whole or part of an organisation was considered to be an essential

21 . RWA, Committee of the whole board, meeting 1996.08.29, pp. 64-5. 22 . RWA, Committee of the whole board, meeting 1996.10.31, p. 94. 23 . RWA, Committee of the whole board, meeting 1996.11.28, p. 112. Report V.J. Bath: Human resources division.

545 Chapter 15 service. The act also determined that the essential services committee could ratify any collective agreement that provided for the minimum service in a designated working environment. As part of the transition to a new dispensation, the board was notified that all organisations that had previously been considered essential services under the old labour relations act would still be deemed as such until 30 May 1997.24 If it was possible for Rand Water to be classified as an essential-services institution after May 1997, it was to have far-reaching consequences for the manner the institution resolved labour disputes. Talks were then held with labour representatives. They were asked how they felt about Rand Water being an essential-services institution. It was later reported to the committee of the board that the management and workers chose for the organisation to be considered an essential-services institution. A joint submission had also meanwhile been compiled and submitted to the essential services committee.25 The chief executive officer, V.J. Bath, explained to the board in a committee meeting that an agreement had been reached. Both management and the workers’ representatives were aware that in future there would be disputes. However, there was consensus that if these were to take place, limited forms of symbolic industrial action would be permissible. The water supply system of Rand Water could not be placed in jeopardy.26 The board members listened to the exposition of Bath, but many remained cynical.27 They were prepared to give the initiative a fair chance. At a subsequent ordinary board meeting management was asked to go ahead with the plan.28 It proved to be a successful undertaking.

24 . RWA, Committee of the whole board, meeting 1997.04.24, p. 38. Report V.J. Bath: Human resources division. 25 . Ibid., p. 38. Report V.J. Bath: Human resources division. 26 . Ibid., p. 38. Report V.J. Bath: Human resources division. 27 . Ibid., p. 38. Report V.J. Bath: Human resources division. 28 . RWA, Minutes 1997-8, pp. 148-8: 1 168th ordinary meeting, headquarters, Rietvlei, 1997.06.27. Report V.J. Bath: Human resources division and board response.

546 Institutional change 1994-1999

By 1999 Kadar Asmal, the minister of water affairs and forestry, extended praise to the workers of Rand Water for reaching agreement with management on the principle of essential services, stating: It should be a point of pride for Rand Water that this agreement is the first of its kind to be ratified in South Africa.29 According to Bheki Buthelezi, one of the employees actively involved in trade union activities in the nineties, the workers realised that it was important to maintain the essential services of the organisation. The workers argued that they were only interested in influencing the company with labour action. They did not want to see the organisation collapse. It could affect the customers of Rand Water who were not part of the dispute. Consequently, under the leadership of Enos Ngobe, the chairman of the essential-service task group, it was possible for the workers and management to reach an agreement on Rand Water’s essential- service status.30 This proved to be one of the major accomplishments of Rand Water’s employees. There were also other areas where the organisation addressed problems of human interaction in a constructive manner. Since the late 1980s there had been a progressive campaign within the organisation to eliminate racism from the workplace. This proved to be valuable in the period of political transition and the first years of the new dispensation.31 In 1998 two black executives in the scientific services division lodged complaints of racial discrimination after a person of Asian descent had been appointed from outside over their heads as general manager of the scientific

29 . ANON., “Essential services agreement catches minister’s attention” in Aqua Vita, May 1999, p. 5. Copy of correspondence K. Asmal, Pretoria – J. Lötz, Johannesburg, 1999.03.05. 30 . Personal disclosure Bheki Buthelezi, workers’ panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21. 31 . Personal disclosure Kable Elijah, workers’ panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21.

547 Chapter 15 services division.32 Following the incident, which also led to a labour court case, a report on the matter was submitted to the board. In its response the board recognised that there was a need for transformation and strategies of transformational management had to be applied to adapt the organisation to a more desirable state to meet the needs of the operating environment with which it is not fully aligned.33 The acceptance of this principle was to have far reaching consequences. South African transformation imperatives were at the time considered to be: • The diversification of human resources throughout organisations; • Affirmative action to support diversification; • The development of a corporate culture to accommodate the diverse workforce; • The development of people in general; • Commercial equity – broadening the base of suppliers to include all race and gender groups; • Policies aimed at supporting emerging firms by creating advantages for them; • Measures to make public entities more accountable to their customers; • Dealing with the threat of public-sector entities being sold either partially or wholly to satisfy private-sector interests; • The creation of a climate of participation and partnership for the workforce in the processes of the management and direction of the organisation; and • Increased customer focus and appropriate marketing.34

32 . ANON., “Racism charge at Rand Water” in Mail & Guardian, 1999.02.02. 33 . RWA, Committee of the whole board, meeting 1998.10.29, p. 58. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.” 34 . RWA, Committee of the whole board, meeting 1998.10.29, p. 58. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.”

548 Institutional change 1994-1999

In view of the challenge posed by the transformation process, it was recommended to the board that a transformation committee be appointed to oversee the broad transformational imperatives facing Rand Water.35 It was accepted that certain generalised statements about racism were difficult to address. A specific body was given the responsibility to launch investigations if it were deemed necessary in future.36 In respect of the situation at the scientific services division, the recommendation was that it had to be rebuilt following the complete breakdown of relationships between managers and staff. This impinged on performance and, according to the report, threatened the professional integrity of staff members employed in the division.37 It was recommended that an appropriate outside specialist be appointed to assist in the rebuilding of the Chemical Sciences department.38 The plans for the appointed were to be implemented as soon as possible.39 The action plan that the board envisaged was that the conception of ‘loyal resistance’ was mooted. The board would not tolerate disloyalty. The board also accepted a code of conduct for staff to ensure that Rand Water was not unreasonably brought into disrepute in the public mind due to internal disputes.40 There were also complaints about a racially structured salary system. The matter, the board noted, had been discussed

35 . Ibid., p. 58. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.” 36 . Ibid., p. 59. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.” 37 . Ibid., p. 59. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.” 38 . Ibid., p. 59. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.” 39 . In the report it was stated that the person should already be in the position by September 1998. 40 . RWA, Committee of the whole board, meeting 1998.10.29, p. 60. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.”

549 Chapter 15 extensively in a Commission for conciliation mediation and arbitration (CCMA) investigation of 1997. The board in its report gave the undertaking that attention was to be given to salary equity.41 In the report attention was also given to the issue of the management of Rand Water’s not being representative. However, it was pointed out that it was important to balance the interests of experience and skills in senior management with those of the needs for demographic transformation.42 In November 1998 V.J. Bath reported to the board that there had been press leaks in respect of the racism allegations. Management notified the board that appropriate measures were to follow.43

Affirmative action/employment equity Early in the first term of the new government there was a concerted call for a clearer approach towards affirmative action.44 Ever since the late 1980s there had been specific programmes aimed at providing more opportunities for employees who came from disadvantaged communities. This was particularly the case in the field of educational opportunities. In the new dispensation the demands for transformation were focused on a more rapid transition to make the organisation more representative of the country and its people. At the start of 1995 the issue of affirmative action became a crucial point of discussion in the board. In March V.J. Bath made a presentation to the board in which he gave an exposition of the current staff distribution in respect of race and gender at all levels of the organisation. He then dwelled upon the issue of the challenges the organisation faced in the process of

41 . Ibid., p. 61. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.” 42 . Ibid., p. 61. “Response of the board to the report by investigating team into allegation of racism, victimisation and marginalisation at Rand Water.” 43 . RWA, Committee of the whole board, meeting 1998.11.26, p. 88. 44. See J. DLUDLU, “ Benefits of staff training promoted” and T. RAWANA, “CEOs ‘must take charge of affirmative action’” in Business Day, 1994.08.04; E. JANKOWITZ, “Govt seeks input on policy” in Business Day, 1994.08.31; M. COLLINS, “Affirmative action must be enforced – Maduna” in Business Day, 1994.10.06.

550 Institutional change 1994-1999 introducing the policy. At the same time he spelled out the policy approach of Rand Water to affirmative action.45

Table 15.1. Profile of staff Rand Water Feb./March 199546

Level Asian Asian Black Black Coloured Coloured White White Total female male females males females males females males Senior 1 1 38 40 management Middle 1 4 3 72 80 management Junior 1 1 4 15 2 4 61 303 391 management Skilled artisans 3 8 175 9 8 74 452 727 Lower skilled 20 2005 1 14 2040 Apprentice/learner 1 3 25 2 1 13 55 technicians Total and 2/0,06 6/0,18 36/1,08 2224/66,81 12/0,36 12/0,36 139/4,18 898/26,98 3329 percentage of the whole In April Bath once again addressed the issue. He then stressed that it was necessary for all the members of the organisation to accept a general guideline for the proposed process of affirmative action. A document had been prepared and was under discussion amongst all the parties concerned. It was also, he explained, necessary for a process of accelerated education, training and development to take place. The most disadvantaged groups in the organisations had to enjoy the benefits of the training. It was also necessary for Rand Water to recruit professional black managers on the basis of equal opportunities and affirmative action. Within the organisation itself, steps were to be taken in order to develop the potential of existing staff members. They were to be placed in training posts on all levels. The management would then see to establishing organisational support systems for all affirmative action appointments. Steps had to be taken within the management structures to review all human resources policies and practices to bring them in line with Rand Water’s affirmative action goals.

45 . RWA, Minutes 1995-6, p. 37: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Human resources division. 46 . RWA, Minutes 1995-6, p. 39: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Human resources division. Annexure A. Staff distribution by race and gender.

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Finally, he explained it was necessary to determine whether a salary premium was justified in the process of attracting black managers to Rand Water.47 The dynamic nature of the route towards a new dispensation that Rand Water had embarked upon was spelt out in the discussion policy document that had been drawn up by all the stakeholders in the organisation. Amongst the goals the organisation had set for itself it was explained that between 1994 and 2000 Rand Water wanted to create an understanding within the organisation for the need for affirmative action. Past discriminatory employment, development and promotion practices had to be remedied. The workforce of Rand Water on all levels was to become more representative of all the race and gender groups, as well as disabled people in the country. There was to be a concerted effort to eliminate all deliberate as well as unintentional past practices of discrimination. There was also an intention to develop a culture that was transparent, and promoted communication, development, integrity, performance and respect for the individual.48 A number of board members expressed their opinions on the plans of the organisation to implement the affirmative action policies. The deputy chairman, H.M. Brown was of the opinion that ‘employment equity’ was a better term than ‘affirmative action’. He stressed that preferential promotions and employment equity were to be considered mutually exclusive. In the process of introducing the policy of employment equity, he felt it was necessary for a system of mentorship to be promoted.49

47 . RWA, Minutes 1995-6, p. 37: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Human resources division. 48 . RWA, Minutes 1995-6, pp. 42-3: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Human resources division. Annexure D. Rand Water – Affirmative action framework discussion document second version. 49 . RWA, Minutes 1995-6, p. 38: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Human resources division.

552 Institutional change 1994-1999

D. Dalling said the focus ought to be on the creation of opportunities in education, training and development, while J.M. Ngubane stressed that existing staff could not be overlooked in affirmative action appointments.50 By October 1995 plans were in place for corporate profile targets by the year 2000. An employment strategy was in place to recruit affirmative action appointments. A number of development posts were also created for affirmative action beneficiaries.51 By 1996 the process was well under way. Within a relatively small period R4 million had been spent on adult educational programmes and bursaries with the accent on affirmative action support. Moreover, R2 million had been spent on development posts for people from disadvantaged backgrounds.52 One of the first responses to the affirmative action programme of Rand Water was in the pipe manufacturing plant. There was a brief work stoppage.53 However, this did not detract from the plan to get a clear picture of the state of the institution. Management remained sensitive and alert to potential negative trends. In October 1996 it was reported that there had not been substantive change in the demographic structure of Rand Water, but the necessary machinery was in place. Plans had been set in motion for the introduction of an interim employment directive to ensure effectiveness of the policy. There was also a major drive to ensure that supervisors were trained to identify members of previously disadvantaged groups on the staff. These people were then targeted for potential promotion. Management then had the responsibility to visit the divisions and ensure that affirmative action policies were

50 . RWA, Minutes 1995-6, p. 38: 1 144th ordinary meeting, headquarters, Rietvlei, 1995.04.26. Report V.J. Bath: Human resources division. 51 . RWA, Minutes 1995-6, p. 253: 1 150th ordinary meeting, headquarters, Rietvlei, 1995.10.26. Report V.J. Bath: Human resources division. 52 . RWA, Minutes 1996-7, p. 72: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Human resources division. 53 . RWA, Minutes 1996-7, p. 14:. 1 157th ordinary meeting, headquarters, Rietvlei, 1996.06.27.

553 Chapter 15 implemented.54 Meanwhile, support services for personal improvement continued. One of the most successful initiatives proved to be literacy and numeracy education within the framework of Rand Water’s adult basic education training programme (ABET).55 At the end of the 1997 financial year, Rand Water, because of effective worker participation, had an advanced affirmative action policy endorsed in which all internal stakeholders, management and the board had set targets for the diversification of the workforce in respect of race and gender by the year 2000. A monitoring group had been appointed and regular reports were submitted to management.56 However, in April 1997, once the new board members had taken up their positions, there were many queries over the affirmative action programme. Some indicated they were prepared to attend meetings with the employees when the matter of affirmative action was up for discussion. The prevailing opinion was that the board was a policy formulating body. It could thus not get involved in the day to day running of the organisation.57 Management was more than aware of the legislative constraints on the maintenance of a semi-static transformation trend. The employment equity bill had been passed in parliament in August 1998. Afterwards it was forwarded for verification to the national council of provinces. It was within these parameters of administrative and procedural action that the management of Rand Water started operating to keep within the requirements of the

54 . RWA, Minutes 1996-7, p. 299: 1 161st ordinary meeting, headquarters, Rietvlei, 1996.10.31. Report V.J. Bath: Human resources division. 55 . Personal disclosure Kable Elijah workers’ panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21; RWB, Minutes 1996-7, p. 72. 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Human resources division. 56 . CHIEF EXECUTIVE’S REPORT, in Rand Water annual report 1997, pp. 37-8. 57 . RWA, Minutes 1997-8, pp. 24-5: 1 166th ordinary meeting, headquarters, Rietvlei, 1997.04.24. Report V.J. Bath: Human resources division.

554 Institutional change 1994-1999 law.58 The cynicism of the board was soon put to rest. By the end of the 1998 financial year 64 per cent of all promotions and engagements within Rand Water had been earned by Asians, blacks and coloureds. If white females were also brought into the calculation the affirmative trend rose to 72 per cent. In the course of the same year progress had also been made with development posts aimed at creating accelerated opportunities for staff from previously disadvantaged communities.59 Increasingly Rand Water’s management concentrated on opening employment opportunities for females in sectors of unskilled labour where males had previously been dominant. This had the effect that, for example in the horticultural section where males had always done the work, women were also accommodated.60 The process started gaining momentum in March-April 1999, after a number of transformation workshops had been held under the auspices of the stakeholders’ forum of Rand Water. At these meetings employees were informed on the transformation process. They were also able to discuss issues.61 Bert Brown, a member of Rand Water’s board since 1978, was impressed by the manner in which changes were taking place. Amid feelings of uncertainty among some employees about continued employment the utility still had a job to do. It was a complex situation in which the board also had a crucial role to play. He noted: The great task of the board in future will be to empower management so that these fears can be allayed and expectations met to the greatest degree possible without affecting the efficiency of what is now a very competent organisation.62 His observation was prophetic.

58 . RWA, Minutes 1998-9, p. 206: Ordinary meeting, headquarters Rietvlei, 1998.10.29. 59 . CHIEF EXECUTIVE’S REPORT in Rand Water annual report 1998, p. 34. 60 . Personal disclosure Lensley Nkomo, workers’ panel discussion, Stone Manor, Vanderbijlpark, 2003.02.21. 61 . ANON., “Thumbs up to transformation agenda” in Aqua Vita, May 1999, p. 1. 62 . ANON ., “Meet the board: meet … Bert Brown” in Aqua Vita, September 1999, p. 9.

555 Chapter 15

The changing face of management and the board For many years Rand Water had been an organisation noted for its conservative approach to change. Although the utility was always staunch in its support for the government of the day, management was slow to take risks in changing for the sake of change. After 1994 the organisation was faced with a wide range of new and far reaching government policies. In an effort to comply with the requirements management started making careful moves to ensure that essential leadership skills were maintained in the transitional phase. Thus, while the ‘face’ of management started taking on a different appearance, there was firm control to secure continued performance of a high quality. Similar standards were set for the board as plans were implemented to change also the composition of this crucial advisory body of Rand Water. The first management change was when Mandla Letlape became general manager for corporate services in 1997.63 The next year Maggie Ramasimong joined the team as general manager marketing and communications. Then, in 1999 Dr Hamanth C. Kasan (1999) was appointed as general manager scientific services.64 In 2000 Mandisa M. Mbekeni was appointed as general manager of corporate services. In middle management Macdonald Mkhize, the manager of Emhlangeni Pipe, started making considerable progress when he was appointed as manager of the Vereeniging pumping station with effect from 17 August 1998.65 By 2002 he was general manager of operations. After the new government came into power, there had been few changes in the composition of the board’s membership. The government was asked, already in 1994, to make nominations. However, it refrained from doing so. It was only towards the end of

63 . Rand Water annual report 1998, p. 3. 64 . Rand Water annual report 2000, pp. 4-5; ANON., “New general manager for scientific services” in Aqua Vita, May 1999, p. 4. 65 . RWA, Committee of the whole board, meeting 1998.07.30, p. 3; J. Nel and L. Sere, “Macdonald Mkhize – a descendent of water” in Aqua Vita, August 2000, p. 10.

556 Institutional change 1994-1999

1996 that the first plans were implemented to introduce transformation. In November 1996 the board was informed that the Gauteng Association of Local Authorities and the four provinces served by Rand Water had been approached to make nominations for members of the board. The responsible ministry also participated in the preparatory work.66 Then, in March 1997 the first change took place when the minister of water affairs and forestry increased the number of representatives on the board from 12 to 18. A number of members were ad hoc appointments. The procedures followed in the selection of board members were basically to call for nominations from consumer groups such as municipalities, mines, industries and commerce. The provincial government as well as government associations, the organised labour sector and universities were also invited to make nominations. From the names submitted suitable members of the board were selected.67 Also in respect of the chairmanship of the board, the first change took place in 1997 when A.M.D. Gnodde, who had been a member of the board for almost eight years, retired. His successor was Piroshaw Camay, the deputy chairman who had been a member of the board since 1993.68 Camay, a well-known and respected figure in local government and trade union structures in the former dispensation, was a good choice. At the time of his appointment he was the founding director of the development consultancy, Co- operative for Research and Education (Core). In his career he had built up a sound record as facilitator and management co-ordinator in a wide range of organisations, from the independent electoral commission (IEC) at the time of the first multi-racial democratic elections in 1994, to the national peace accord structures. He was also an active board member of a number of non-profit organisations aimed at improving conditions of education and

66 . RWA, Minutes 1996-7, p. 350: 1 162nd ordinary meeting, headquarters, Rietvlei, 1996.11.28. 67 . CHAIRMAN’S STATEMENT in Rand Water annual report 1997, pp. 6-7. 68 . RWA, Minutes 1996-7, p. 467. 1 165th ordinary meeting, headquarters, Rietvlei, 1997.03.27.

557 Chapter 15 standards of living in deprived communities.69 Shortly after his appointment as chairman, Camay was to play an important role in the transformation of the staff profile at Rand Water. The board members appointed in 1997 came from the public and private sector. They represented important external stakeholders, such as the Gauteng provincial government, municipalities, the department of water affairs and forestry, the department of environmental affairs, the chamber of mines, South African Chamber of Business (SACOB) and the private sector. The board members were to serve for a period of five years.70

Housing for Rand Water employees In 1990-2 the National Institute of Personnel Research of the Human Sciences Research Council (HSRC) conducted research for Rand Water on employee preferences for housing. It was felt that there was a growing dislike of hostel accommodation and that preference had to be given to providing satisfactory accommodation for employees with their families where possible. Accordingly it was proposed that it would be desirable to have employees accommodated in their own homes.71 Consequently in 1992 the first steps were taken to upgrade portions of certain hostels at Zwartkopjes into houses for visiting spouses of black workers at the pumping station. The upgrading was done at a cost of more than R5 million.72 This accommodation was fully occupied by August 1993. It was then decided to convert 24 of the old married quarters, at the request of union and hostel

69 . ANON., “Meet the board: Meet the chairman … Piroshaw Camay” in Aqua Vita, February 2000, p. 6; Personal disclosure Mr. P. Camay, Johannesburg 2002.12.20. 70 . RWA, Minutes 1996-7, p. 467: 1 165th ordinary meeting, headquarters, Rietvlei, 1997.03.27. 71 . RWA, Minutes 1998-9, p. 445: 1 188th ordinary meeting, Rietvlei, 1999.04.29. V.J. Bath: Operations division. 72 . RWA, Minutes 1994-5, p. 256: 1 139th ordinary meeting, headquarters, Rietvlei, 1994.10.27. Report V.J. Bath: Engineering division.

558 Institutional change 1994-1999 representatives.73 Similar improvement projects were undertaken at Vereeniging, Zuikerbosch and other smaller centres of Rand Water. In total an amount of about R15 million was spent on the improvements.74 In September 1998 consideration was again given to the matter of housing for employees of Rand Water. The housing and subsidy situation was as follows: Table 15.2. Rand Water staff housing 199875 Type of accommodation Number Staff in houses at stations and districts 392 Staff in hostels and single quarters 1045 Staff receiving housing subsidies 670 Staff with housing allowances 204 Staff without housing assistance 1082 The new housing policy of the board was structured in such a manner that a greater degree of equity in terms of housing could take place. The general approach was that all the staff should be placed in a position in which it would be possible for them to afford basic housing. It meant that they had to relinquish the right to housing which formed part of the existing housing benefits of the organisation.76 It was also agreed that existing housing subsidies were to be phased out. It was accepted that certain members of staff had to reside on site at the pumping stations and depot sites. They were not eligible for either subsidies or allowances. However, the number of people involved in this category was small.77 In plans outlined by the chief executive and approved by the board provision was made for the phasing in of a system monthly allowances over a period of five years. At the same time the rentals charged for Rand Water staff accommodation was to be increased

73 . Ibid., p. 256: 1 139th ordinary meeting, headquarters, Rietvlei, 1994.10.27. Report V.J. Bath: Engineering division. 74 . Personal disclosure, V.J. Bath, Westcliff, 2003.03.07. 75 . RWA, Committee of the whole board, meeting 1998.09.30, p. 42. 76 . Ibid., p. 42. 77 . Ibid., p. 42.

559 Chapter 15 to be more market-related. It was envisaged to push the average rent up to R500. At the time the average Rand Water house rental stood at R264 per month. Hostel accommodation had always been free. Employees were now expected to pay rent. The new policy had substantial financial implications. To prevent the exhaustion of funds, it was accepted that in the period of phasing in the new system, the expenditure would not exceed R3 million per annum.78 The new approach to housing was most marked in respect of Rand Water’s hostels. In April 1999 management submitted a report to the board in which plans were outlined to phase out the hostels over a period of ten years. It was argued, perhaps somewhat prematurely, that hostel accommodation would never be eliminated in its entirety. But it was possible to make the accommodation more amenable to creating a constructive family life for employees working at the stations.79

Rand Water and HIV/AIDS awareness Rand Water was one of the first organisations in South Africa to take a pro-active principled line on acquired immune deficiency syndrome (AIDS). In November 1998 the organisation’s stakeholders’ forum, established in 1995 with the objective of promoting participation, co-operation and partnership,80 agreed to the policy that HIV/AIDS would forthwith be subject to the same treatment as any other disease. An educational programme was launched and the employees were constantly updated on the latest developments to combat the disease. Apart from that, free condoms were distributed throughout the organisation. By February 1999 it was estimated that one per cent of the employees suffered from the disease.81 This figure proved to be an underestimate as subsequent research was to show. Management became aware of the serious

78 . Ibid., pp. 42-4. 79 . RWA, Minutes 1998-9, p. 447: 1 188th ordinary meeting, Rietvlei, 1999.04.29. 80 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2000, p. 21. 81 . RWA, Minutes 1998-9, pp. 380-1: 1 186th ordinary meeting, headquarters Rietvlei, 1999.02.25. Report V.J. Bath: Human resources division.

560 Institutional change 1994-1999 nature of the pandemic and started putting plans in place to prevent a potential crisis.

Rand Water extension of limits of supply In February 1996 V.J. Bath and the general manager corporate services, M.A.H. Davis, held talks with the chief executive of Magalies Water in response to a suggestion by the department of water affairs and forestry. On that occasion Rand Water was asked to take over the water supply in the Moretele area, which included the urban centres of Mabopane, Garankuwa, Klipdrift and Winterveld. The prospect appeared to be good as the payments of tariffs were approximately 50 per cent, and there was a subsidy paid out by the department of water affairs and forestry. The plans were set for Rand Water to take over the supply service on 1 April 1996.82 In the board there were doubts about the viability of the undertaking since Rand Water was entering into the sphere of direct retail water supplying. There was more satisfaction when Bath told the members that the arrangement would be for five years, after which the local water system would be fully developed and ready to be taken over by the community.83 The collaboration between Magalies Water and Rand Water was also evident in another supply project bringing water to the Greater Rustenburg area. Rand Water was an active partner in the development of the R242 million Vaalkop Southern water supply scheme that was officially opened by Ronnie Kasrils, the minister of water affairs and forestry, in 2000. The scheme that was planned initially in 1991 when an additional water supply was sought for the greater Rustenburg area, in particular the Bafokeng tribal area. Magalies Water’s filtration plant at the Vaalkop dam (fed by the Elands and Hex rivers, as well as a canal system from the Roodekopjes dam in the Crocodile river) was increasingly used as a

82 . RWA, Minutes 1995-6, p. 409: 1 153rd ordinary meeting, headquarters, Rietvlei, 1996.02.29. Report V.J. Bath: Scientific services division. 83 . RWA, Minutes 1995-6, p. 445: 1 155th ordinary meeting, headquarters, Rietvlei, 1996.03.28; RWA, Rand Water Board: annual report 1996, p. 6.

561 Chapter 15 source of water. The Hartbeestpoort dam was an important storage facility in the system.84

Scientific services expansion and quality control By 1995, the ‘old’ laboratory and administration block at Vereeniging that had been taken into use in the early 1970s was no longer functional for the purposes of the scientific services. Consequently a recommendation was made to the board that an amount of R23,6 million be made available for the construction of a new building. Five members of the fish laboratory were accommodated in temporary huts on the roof of the administration building. Other sections of the laboratory were accommodated in houses adjacent to the administration building. By 1995 the laboratory was conducting tests on as many as 259 variable parameters in the potable water. This was 10 times more than a decade earlier. A number of alternatives were presented to the board, but ultimately it was apparent that the best option was to have a new building constructed to accommodate the staff and equipment of scientific services.85 In August 1996 when the tender for the construction work was approved by the board, the estimates were that it would cost R16,9 million to complete.86 The new complex was ready by 1997. The new centre made it possible for Rand Water to give even more attention to securing the quality of its water.

Monitoring water quality In 1986 the first steps were taken with the online testing of water at the Vereeniging pumping station when, in terms of the 1982 additional water supply scheme, a monitoring system was

84 . G. ELS, “A new supply scheme marks the end of a successful public-public partnership” in Aqua Vita, August 2000, p. 2; Also see H. RAATS, “R264-m Vaalkop southern water supply scheme” in Water, Sewage & Effluent, March 1999, pp. 11-15. 85 . RWA, Minutes 1995-6, pp. 142-4: 1 147th ordinary meeting, headquarters, Rietvlei, 1995.07.27. Report V.J. Bath: Engineering division. 86 . RWA, Minutes 1996-7, p. 198: 1 159th ordinary meeting, headquarters, Rietvlei, 1996.08.29. Report V.J. Bath: Engineering division

562 Institutional change 1994-1999 introduced. It proved to be an efficient and reliable innovation. In 1993 an upgraded testing system was introduced at Zuikerbosch. This proved to be even more effective. It strengthened support for the opinion amongst the engineers and chemists that a more comprehensive testing system was necessary.87 The new equipment made it possible to test the water quality at the booster pumping stations. Water could then be further disinfected at that point, if the need arose. The new analysis process supported the testing system that was already in operation at all Rand Water’s major purification plants.88 In 1996 the technology was further improved. An odourbell system was added to the quality testing equipment. The equipment tested the water for bad odours.89 The apparent preoccupation with quality control at Rand Water was not an isolated development at the time. It formed part of an international trend in developed countries.90 Moreover, new technological innovations made it possible to improve control mechanisms. It was against this background that management proposed to the board that an amount of R11,9 million be spent on the online monitoring system for Rand Water.91 It proved to be a sound investment. It was also evident that Rand Water, in keeping with a tradition that was introduced at the time of its founding, was determined first and foremost to ensure that the best possible quality of water was made available to its consumers. To this end the utility had to remain abreast with the latest technological developments.

87 . RWA, Minutes 1996-7, p. 241: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division. 88 . Ibid., p. 241: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division. 89 . Ibid., p. 240: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division. 90 . Personal disclosure V.J. Bath, Westcliff, 2003.03.07. 91 . Ibid., p. 242: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division.

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Illus. 15.1. A chemist using the latest computer technology in 1995 to ensure good quality water. Source: Rand Water The improvement in monitoring technologies meant that more effective treatment steps could be taken. In January-February 1995 problems were encountered with Anabaena circinalis, the blue-green algal species responsible for the non-toxic substance called geosmin. During the outbreak there were 120 consumer complaints over a period of 48 hours. At the time there was a measurement of 135 nanograms per litre.92 Rand Water had been faced with the problem since 1938. Subsequent to that date there were four outbreaks, particularly in the period 1988-95. The outbreaks were not of long duration – usually about two to three weeks. The outbreak of 1995 proved to be somewhat more problematical. It lasted six weeks. In view of the persistent nature of the problem that was now manifesting itself more advanced tests were now undertaken to combat the algae.93 In many respects the new conditions were the result of more effective monitoring and water

92 . One thousandth of a part per million. 93 . RWA, Rand Water Board: annual report 1995, p. 18.

564 Institutional change 1994-1999 management measures, as well as the changing nature of water consumption patterns. Consumers of water on all levels were also becoming more discerning. Bottled water, a fashionable worldwide trend since the early 1990s, was symptomatic of their preferences. It was not long before the quality of Rand Water’s product was put to the test. In July 1999 exerts tested the utility’s water, along with that of a number of bottling companies. A team of journalists of the television program Carte Blanche conducted the investigation. In total 17 different types of bottled water were tested. It was found that there were unacceptably high levels of bacteria present in the water. The most remarkable finding was that ordinary Gauteng tap water – Rand Water’s product – came out on top. For Rand Water’s water quality marketing manager, Karl Lubout, the message for Rand Water consumers was clear: If you consume two litres of water per day for 75 years, there will be no ill effects.94 The high quality of the utility’s water was more than a mere coincidence. It was the result of careful measures taken over a period of almost one hundred years to secure the finest quality of the ubiquitous substance. This was especially the case in respect of scientific control measures. As was pointed out earlier, since its establishment there was a strong sense of the task at hand – to supply the best possible water to consumers. Internal and external scientific monitoring remained one of the crucial components to secure the quality. The scrutiny was as a rule limited to national requirements. As of 1996 more comprehensive measures were introduced when the analytical facilities of Rand Water were brought in line to conform to international guidelines, such as ISO Guide 25.95 In 1999 accreditation status for 13 methods was again awarded to the analytical division. It implied that the different

94 . ANON., “Carte Blanche exposes water baddies” in Aqua Vita, September 1999, p. 3. 95 . ANON., “Rand Water analytical services accredited” in Water Bulletin, 22(2), April 1996, p. 4.

565 Chapter 15 laboratories of Rand Water had the necessary infrastructure to operate under a quality control system for achieving accurate results.96 One of the major objectives of Rand Water in the period after 2000 was to step up quality management. By 2002 the core process was stepped up to ISO 9001 standards.97 At the time the main laboratory was SABS ISO/IEC 17025 compliant. In this way, the benchmarking routinely provided by Rand Water to many other smaller laboratories gained further credibility. By 2002 Rand Water’s quality tests were based on SABS 0241:2001 (Specifications for drinking water) which adhered to the international Class 0 standard.98 It formed part of the Rand Water tradition of striving for the best possible quality water.

Groundwater Zuurbekom When squatters in 1988 threatened to start settling on the vacant lands to the west and south of Soweto, the Johannesburg Consolidated Investment (JCI) protested vociferously warning that the water below Zuurbekom could be severely polluted.99 Consequently the squatters were provisionally prevented from settling on the land. The government meanwhile indicated that the region was one of four on the Witwatersrand that it intended making available for settlement.100 At the time it was pointed out that the dolomitic structure of the area had to be carefully investigated before further steps could be taken. There were fears of sinkholes. After 1994 the spontaneous settlement of squatters on vacant pieces of land in southern Soweto continued unabated. Little could be done to prevent people from taking up residence. In 1995,

96 . M. STEYNBERG, “Accreditation status confirmed” in Aqua Vita, September 1999, p. 5. 97 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 21. 98 . Ibid., p. 21. 99 . C. CAIRNCROSS, “Row on Soweto land flaws” in Business Day, 1988.06.06. 100 . A. FINE, “Land for homes ‘geologically’ unsuitable” in Business Day, 1988.06.03.

566 Institutional change 1994-1999 following the growth of informal settlements in the area to the south of Soweto and a drop in the local water table, the board agreed to the closing down of the emergency groundwater supply scheme near Zuurbekom. It had been introduced in 1985.101 The situation was such that the extraction of large quantities of water posed a threat to the safety of people on the land. The board was informed that the state’s co-ordinating technical team on sinkholes and subsidence had advised management to stop the pumping because of the dropping water table.102 By 1996 the problem was compounded when squatter camps were established close to the Zuurbekom pumping sites. Little could be done to prevent the people from taking up residence on adjacent vacant land. In July 1996 a 2,4 m wall was built around the Zuurbekom pumping station at a cost of R300 000.103 The danger to human safety remained. Consequently, in the new millennium Enos Ngobe, the community relations manager, entered into negotiations with squatter communities encroaching on the property of Rand Water. They were then informed of the potential dangers of residing on land that was used for transferring water under pressure in a distribution system.104

Telephone information line One of the major objectives of Rand Water in the 1990s was to communicate effectively with its consumer public. Part of the mission of the organisation was seen as its being able to provide to customers the best possible service. For this to happen it was important to be able to communicate effectively. In June-July 1995, when the first water restrictions since 1987 were introduced, Rand Water started a new telephone service to communicate with

101 . Personal disclosure, V.J. Bath, Westcliff, 2003.03.07. 102 . RWA, Minutes 1995-6, p. 153: 1 147th ordinary meeting, headquarters, Rietvlei, 1995.07.27. Report V.J. Bath: Engineering division. 103 . RWA, Minutes 1996-7, p. 173: 1 158th ordinary meeting, headquarters, Rietvlei, 1996.07.25. 104 . E. NGOBE, “Solutions to informal settlement encroachment” in Aqua Vita, December 2000, p. 5.

567 Chapter 15 consumers who had information to report or were interested in being informed on water matters. The ‘infoline’, as it was called, proved to be highly effective. In the first four days of operations 1000 calls were received.105 By August 6000 calls had been made to the infoline and 760 summary reports of leakages were delivered. The public had become an active participant in Rand Water’s conservation campaign. Much of the information received in this manner could then be passed on for the attention of the local authorities concerned.106 In public opinion survey polls, the infoline system was perceived as a definite boon. Consumers were prepared to participate actively. The only requirement was that the service had to feature more prominently in Rand Water’s marketing campaigns.107

Horticultural nursery As part of Rand Water’s environmentally friendly approach to its operations, the horticultural nursery at Zwartkopjes by the 1990s increasingly had a significant role to play. The board gave its approval for the construction of a R300 000 building for the operations of the section to be developed properly. It was estimated that because of its activities Rand Water was saving on average R70 000 per year on plants that it would otherwise have had to purchase with the greatest of difficulty, in view of the fact that commercial nurseries as a rule did not specialise in indigenous flora. On many of the construction sites of Rand Water or where pipelines were being laid, the land was restored to a condition to make it environmentally appealing once again. In this respect the horticultural section played a valuable role.108 By the 1990s the horticultural section also became an important role player in

105 . RWA, Minutes 1995-6, p. 160: 1 147th ordinary meeting, headquarters, Rietvlei, 1995.07.27. 106 . RWA, Minutes 1995-6, p. 183: 1 148th ordinary meeting, headquarters, Rietvlei, 1995.08.31. 107 . EG 01, Suburbs survey on attitudes and perceptions on water usage, p. 15. 108 . RWA, Minutes 1996-7, pp. 283-4: 1 161st ordinary meeting, headquarters, Rietvlei, 1996.10.31. Report V.J. Bath: Engineering division.

568 Institutional change 1994-1999 providing valuable information to Rand Water’s garden lovers. The horticultural section was a valuable asset in making consumers aware of Rand Water’s dedication to being an environmentally friendly undertaking.

Conserving quantity, quality and potential energy In May 1996 the board considered certain proposals made by the management of Rand Water in respect of the available water resources. In a report it was explained that the department of water affairs and forestry was responsible for the development of bulk water resources in South Africa. In order to secure a sufficient bulk supply for the Vaal catchment area, the DWAF had developed a number of options for inter-basin transfer schemes. These included the Usuthu-Vaal and Tukhela-Vaal transfer schemes. The Lesotho- Vaal scheme was to come into effect soon. This scheme made provision for water to be transferred by means of gravitation from the delivery point via the tributaries of the Vaal river into the Vaal dam.109 The engineers of Rand Water were concerned about the fact that in the process of transfer via the river system there would be a considerable loss of energy. There was also the loss of water because of seepage. Furthermore the flow of water in the river system and the mixing of the Lesotho water with the turbid Vaal dam water affected treatment processes.110 In discussions with representatives of DWAF it was evident that the department was open to any suggestions Rand Water’s engineers had to make. It was also decided that Rand Water and DWAF would work together on exploring new avenues of co-operation in the development of the Lesotho water source.111 Rand Water’s management was eager for an investigation into the possibility of finding a route for a conduit to transfer water from

109 . RWA, Minutes 1996-7, p. 58: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Engineering division. 110 . RWA, Minutes 1996-7, p. 58: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Engineering division. 111 . Ibid., p. 58: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Engineering division.

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Lesotho directly to Johannesburg. By bypassing the Vaal dam112 it was felt it might be possible to provide a more efficient means of delivery.113 At that point Rand Water’s engineers were contemplating two important developments. The first was the consideration of the additional water supply (1997/98) scheme that was by May 1996 in the process of completion. Another was the Vaal Augmentation Planning Study (VAPS). This was an initiative of the department of water affairs. Rand Water was invited to participate in the planning.114 Decisions had to be made on the acceptance of a number of transfer schemes for the next augmentation of water supply to the Vaal river system. They were: Tukhela-Vaal Phase II; Orange-Vaal-Lesotho-Highland – Phase 2 (to which the direct conduit to preserve quality, quantity and potential energy of Lesotho Highland water would be an integral part); and the Mzimvubu-Vaal.115 For Rand Water a decision on the scheme that was to augment the existing supplies was important. It had to be accommodated in the overall planning that was taking place at the time.116 The board gave its approval for the recommendation that the consulting engineers Knight Piesold be appointed to undertake a feasibility study into the installation of a conduit from the Lesotho Highlands Water Project at an estimated cost of R1,7 million.117

112 . The firm of Knight Piesold took the initiative to propose the plan to Rand Water. Personal disclosure Dr R.J. Laburn, Blairgowrie, 2003.02.08; Affirmation V.J. Bath, Johannesburg, 2003.03.07. 113 . RWA, Minutes 1996-7, p. 58: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Engineering division. 114 . Personal disclosure, V.J. Bath, Johannesburg, 2003.03.07. 115 . RWA, Minutes 1996-7, p. 58: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Engineering division. 116 . RWA, Minutes 1996-7, p. 29: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Engineering division. 117 . RWA, Minutes 1996-7, p. 60: 1 156th ordinary meeting, headquarters, Rietvlei, 1996.05.30. Report V.J. Bath: Engineering division and board decision.

570 Institutional change 1994-1999

Illus. 15.2. CEO Vincent Bath at the Katse Dam under construction in 1996. Source: Rand Water At the start of 1997 V.J. Bath made a submission to the board in which he recommended that the proposed phase 1B of the LHWP be delayed. There was a sense of surprise in the board and members asked why the delay. Bath pointed out that lower annual increase in consumption by consumers, due to both factors of price and water conservation programmes, had reduced the growth in sales from around five per cent to two per cent per annum. Consequently increased sources of supply could be deferred, particularly if water conservation measures could be intensified.118 Originally it had been estimated that the phasing-in of phase 1B was to start in 1997, but this appeared to be unnecessary. The board did not give final approval for supporting the delay, but suggested that the message be conveyed to the consumers. The matter was also being discussed with the department of water affairs and

118 . Personal disclosure, V.J. Bath, Westcliff, 2003.03.07.

571 Chapter 15 forestry.119 The final outcome of this approach was that the decision of the minister was that work should proceed. Notwithstanding the good case that had been made, assurance of supply was just too important to him. The minister also indicated that future water storage schemes for the region would only be undertaken with the proper involvement of Rand Water and the municipalities concerned.120 Development in other areas continued. One project in which Rand Water took great pride was the Klipriviersberg reservoir that was completed in 1996.121 This reservoir of 650 Mℓ was representative of the best construction and water storage technology available at the time. For more than 60 years Rand Water had been at work busy refining the techniques of building massive roofed storage facilities. Klipriviersberg was the pinnacle of accomplishment. There were also the less successful undertakings. One was the Malvern tunnel that formed part of Rand Water’s major pipe laying projects in the early nineties. In 1994 numerous problems were encountered. The tunnel over a distance of 2,5 kilometres, which at the time set a new record for pipe jacking in South Africa,122 was to be provided with a 2,4 m diameter concrete pipeline. It had to assist in more effectively conveying water from the Lesotho Highlands water project from the Vaal river to Modderfontein. It was scheduled to run under the M2 carriageway at Heriotdale and then pass through at the bottom of Sovereign Street in Kensington, Johannesburg. Initially it was estimated construction work would cost about R10 000 to R15 000 per metre. An abundance of airshafts of old mining operations made it impossible effectively to tunnel the koppies, as did the geological structure. In the post-construction

119 . RWA, Minutes 1996-7, p. 399: 1 163rd ordinary meeting, headquarters, Rietvlei, 1997.01.30. 120 . Personal disclosure, V.J. Bath, Westcliff, 2003.03.07. 121 . RWA, Minutes 1995-6, p. 377: 1 152nd ordinary meeting, headquarters, Rietvlei, 1996.02.02. Report V.J. Bath: Engineering division; A. ELS, “650Mℓ capacity reservoir at Klipriviersberg” in Imiesa, 21(5), May 1996, pp. 3-7. 122 . ANON., “Jubilation in shaft B as new SA pipejacking record is set” in The Civil Engineering Contractor, 30(7), May 1996, pp. 76-8.

572 Institutional change 1994-1999 phase of the project, the engineers of Rand Water were of the opinion that the tunnel was too costly. It could have been done more cheaply if sub-surface pipelines had been laid instead.123 It was an important experiment. It was proof that Rand Water as a progressive organisation was prepared to be innovative in the interest of contributing to engineering technology. As an extension of the conservation strategies devised, work continued on the maintenance of the pipeline system of Rand Water in the 1990s. The more than 2500 km of pipeline larger than 300 mm in diameter were served by 112 major cathodic installations to ensure that corrosion did not go unchecked. These installations were serviced every two weeks. Furthermore there were checks on leaks. In the 1994 financial year, for example, there had been 82 leaks. Thirteen leaks had been caused by holes, 15 by loose joints, and the rest were from other causes.124 Rand Water was able to keep this check because of its monitoring system, as well as information provided by consumers. In comparison with the incidence of leaks since the 1970s there had been a substantial decline.125 In March 1996 the board approved the spending of R4,3 million on the renovation of a number of pipelines in order to improve the quality of the water in parts of the supply area.126 Earlier attempts to start with a project aimed at replacing whole pipeline systems were shelved by the mid-1990s, when it once again became policy to resort to renovation and replacement.127

123 . RWA, Minutes 1998-9, p. 182: 1 183rd ordinary meeting, 1998.10.29. V.J. Bath: Engineering division; M. Frain, “Tunnel vision” in The Star, 1994.11.23. 124 . RWA, Rand Water Board annual report 1994, p. 9. 125 . Ibid., p. 9. 126 . RWA, Minutes 1995-6, p. 441: 1 155th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Engineering division 127 . RWA, Minutes 1996-7, pp. 202-3: 1 159th ordinary meeting, headquarters, Rietvlei, 1996.08.29. Report V.J. Bath: Engineering division.

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Water metering Since its establishment Rand Water had always metered the water it supplied. The municipalities often queried the amounts of water they consumed. Consequently the organisation constantly had to see to it that meters were overhauled in order to secure consistency in the metering of water supplied.128 By the 1990s there were concerted efforts to use technology that was considered to be more accurate. In 1994 plans were introduced to improve Rand Water’s water metering system. The engineers were of the opinion that if it were possible to monitor the supplies better it would be possible to balance all the pumping stations and thereby raise efficiency. It was found that magnetic flow meters were far more effective than the Dall tube or Venturi metering systems that had previously been used.129 The advantage of the new metering system was that it registered on magnetic induction flow. It was considered to be more accurate. The meters could be fully calibrated and levels of accuracy of as high as 99,75 per cent had been measured.130 In the first phase seven meters were installed at Zuikerbosch pumping station. In the second phase 15 meters were installed at Vereeniging pumping station. This was to be followed with a further 14 meters at Palmiet, Eikenhof and Mapleton. In later phases the new metering system was also installed at the Zwartkopjes, Libanon and Bloemendal booster pumping stations.131 Once the first metering had been completed at the booster pumping stations, the next phase was the installation of 14 new magnetic meters elsewhere.132 It was in this specialised area of operations where water distribution experts noticed the similarities between

128 . Personal disclosure Dr R.J. Laburn, Blairgowrie, 2003.02.08. 129 . RWA, Minutes 1996-7, p. 240: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division. 130 . Ibid., p. 240: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division. 131 . Ibid., p. 240: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division. 132 . Ibid., p. 240: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division.

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South Africa and the former East Germany. Following the findings of a survey that had been initiated by Rand Water it was reported that losses of up to R250 million were incurred because of water leaks. A water metering expert, Basil Bold, explained that at the time of the re-uniting of East and West Germany an estimated 50 per cent of East Berlin’s water supply was unaccounted for. The ‘rich’ west then stepped in and helped the ‘poor’ east by simply replacing faulty meters. In the process it was possible to trace leaks and restore the water supply.133 It was in some respects an oversimplification. Within Rand Water extensive macro-monitoring systems had been put into place over the years. By 1996 the consolidated control of Rand Water’s operations was so advanced that it was possible to have access to data, on a wide variety of activities, at all the installations of Rand Water. It was even possible to control it from a central point. The supervisory, control and data acquisition system, also known as the SCADA system, was approved by the board in September 1996 when an amount of R306 250 was set aside for the upgrading of the system at some of the pumping stations.134 However, it did form part of a more comprehensive system of checking and data collection in the operations of Rand Water. It covered the areas of water flow measurement, water pressure measurement, the quality of the water and the control mechanisms necessary for consolidating data.135 Accurate metering remained an important priority. In September 1997 a report was tabled to the board in which the engineering division indicated that it was possible to get fairly accurate indications of the amounts of water being pumped at the pumping stations. There remained problems metering the loss of water in the

133 . ANON., “Waterverlies in Gauteng ‘herinner aan Oos-Berlyn’: vermorsing op R250 m ‘n jaar geraam” in Sake-Beeld, 1996.05.03. 134 . RWA, Minutes 1996-7, p. 242: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division. 135 . Ibid., p. 242: 1 160th ordinary meeting, headquarters, Rietvlei, 1996.09.26. Report V.J. Bath: Engineering division.

575 Chapter 15 larger distribution system. At the time Vincent Bath argued that if Rand Water wanted to be consistent in its dealings with its consumers, the 1776 active consumer meters had to be accurate. Estimates suggested that less than two per cent of the water in the distribution system was being lost. It was now necessary to find out precisely where the water was being lost.136 In an effort to maintain better control of the water leaving the pumping stations the engineers recommended that zone meters be introduced. It was essential for the management of water demand – a policy that Rand Water had committed itself to. There were numerous advantages to having flow meters in operation. It could be determined in what areas the flow was imperfect, where problems were being experienced and where leaks were the order of the day.137 The board approved the spending of R10,2 million with the understanding that the metering process would not be introduced all at once throughout the system. Instead a start was to be made with the Mapleton (eastern) supply. From there on other sectors could be identified.138 In 1997 one of the major capital developments in the Rand Water distribution system was the construction of the Zuikerbosch- Mapleton pipeline. This pipeline, which formed the basis for the supply of water to Pretoria, Mamelodi, Vosloorus, Springs, Secunda and Heidelberg was rapidly reaching its capacity of 600 Mℓ/d.139 In order to cope with the demand, the engineering division recommended that the pipeline be partially duplicated at an

136 . RWA, Minutes 1997-8, p. 289: 1 171st ordinary meeting, headquarters, Rietvlei, 1997.09.30. Report V.J. Bath: Human resources division. Report V.J. Bath: Engineering division. 137 . Ibid., p. 289: 1 171st ordinary meeting, headquarters, Rietvlei, 1997.09.30. Report V.J. Bath: Human resources division. Report V.J. Bath: Engineering division. 138 . Ibid., p. 290: 1 171st ordinary meeting, headquarters, Rietvlei, 1997.09.30. Report V.J. Bath: Human resources division. Report V.J. Bath: Engineering division. 139 . RWA, Minutes 1996-7, p. 427: 1 164th ordinary meeting, headquarters, Rietvlei, 1997.02.27. Report V.J. Bath: Engineering division.

576 Institutional change 1994-1999 estimated cost of R175 million. This formed the major part of new construction work done in the Rand Water capital framework in a number of years.140

Illus. 15.3. Klipriviersberg reservoir under construction in 1995. At the time of its completion in 1996 it was one of the largest of its kind in the world. Source: Rand Water

140 . Ibid., p. 430: 1 164th ordinary meeting, headquarters, Rietvlei, 1997.02.27. Report V.J. Bath: Engineering division.

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Construction projects: Klipriviersberg and Rietvlei On 30 March 1996 the minister of water affairs and forestry, Kader Asmal, formally opened the Klipriviersberg reservoir. Construction work on the 650 Mℓ reservoir which cost R40,7 million to complete, was started in November 1992.141 On completion, four years later, it was considered to be the largest covered concrete reservoir in the world.142 Because of the rapid growth of Rand Water and the changing role that the utility had to play since the 1980s, the headquarters- building complex was becoming too small. In 1995 expansion of the complex was temporarily stalled, but by 1996 it was clear that additions to the Rietvlei complex were unavoidable. In a report to the board, V.J. Bath told the board members that the building had originally been designed to accommodate about 450 workstations. By the end of 1996, 426 of these were in use. It was anticipated that in the next year the staff component would increase to 466 people. Within five years, it was predicted, there would be 513 people in need of workstations. It was recommended to the board that the additions to the existing building be able to accommodate 200 to 250 more workstations. At that point already the section for community-based projects was accommodated at Ormonde.143 Increasingly the option to follow was to look at the possibility of adjusting the roof section of the building where it was possible to accommodate the recreation centre of the utility. The board was sceptical of the plans. As an alternative it eventually approved an investigation by architects to make recommendations on additions

141 . This was in fact the second of the largest reservoirs under one roof in the world. The first had been completed in the 1970s, also at Klipriviersberg. Personal disclosure Dr R.J. Laburn, Blairgowrie, 2003.02.08. 142 . RWA, Rand Water Board: annual report 1993, p. 16 RWA, Minutes 1995-6, p. 377: 1 152nd ordinary meeting, headquarters, Rietvlei, 1996.02.02. Report V.J. Bath: Engineering division. 143 . RWA, Minutes 1996-7, p. 340: 1 162nd ordinary meeting, headquarters, Rietvlei, 1996.11.28. Report V.J. Bath: Engineering division.

578 Institutional change 1994-1999 to the building.144 In the meeting of November 1996, the chief executive officer, V.J. Bath, told the board that it had been considered originally in the late 1980s that if there had to be additions to the headquarters it would be on the same site at Rietvlei. It was to have been on the south side of the existing structure. The understanding was also that the construction of such a complex was to be viable if and when Rand Water was to take over the role of also providing sanitary services.145 By the time the new addition to the complex was finished in the 2000 financial year it was possible to accommodate 300 additional network access points, bringing the total number of computer workstations of the Rand Water headquarters up to 1100.146

Keeping abreast in the IT-field In the field of computerisation Rand Water’s IT division ensured that the organisation remained technologically abreast and compliant with meaningful developments in the industry. By the end of the 1994 financial year Rand Water had no fewer than 10 local area networks (LANs) which were supporting an estimated 395 workstations. The workers were making use of mainframe systems with server based applications that had been speciallu developed for Rand Water.147 In 1998-9 the records section at Rand Water had more than 90 000 documents scanned in on an Adobe Acrobat system that was used on the intranet. It included the board meetings since the inception of Rand Water in 1903 up to the present.148 In the course of 1999- 2000 the information technology division of Rand Water busied itself with extensive programs to secure that the undertaking was

144 . Ibid., p. 342: 1 162nd ordinary meeting, headquarters, Rietvlei, 1996.11.28. Report V.J. Bath: Engineering division. 145 . Ibid., p. 342: 1 162nd ordinary meeting, headquarters, Rietvlei, 1996.11.28. Report V.J. Bath: Engineering division. 146 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2000, p. 32. 147 . RWA, Rand Water Board: annual report 1994, p. 13. 148 . J. FERREIRA, “Records section takes first steps towards a paper light environment” in Aqua Vita, May 1999, p. 23.

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Y2K compliant by 1 January 2000.149 Throughout the world computer technologists spent many hours preparing for what was considered to be a possible collapse of computer systems if the date slots on systems were unable to register the ‘2000’ date code. Rand Water’s computer scientists were able to report well in advance to the National Y2K task team that all its operations were ready for the date change, and once the switch had taken place, they could report that all operations were normal.150 By 2002 the information system functioned at the main sites of operation at 1000 Mb/s transmission speeds, while the links between the different sites at Zuikerbosch, Vereeniging, Zwartkopjes, Mapleton, Eikenhof and Palmiet pumping station, as well as the sludge works at Panfontein, was transmitting at a rate of between 4 Mb/s and 155 Mb/s. By 2002 there were an estimated 1200 users throughout the organisation who were linked up to the system.151

Conclusion: ‘A model for everyone’ In October 1999 the new minister of water affairs and forestry, Ronnie Kasrils, visited Rand Water to address the board. In his speech he commended Rand Water stating that it was ‘a model for everyone’. He was referring to an industry where, 17 water boards in various parts of the country served its consumers, the South African population. Of these Rand Water was by far the largest. The minister had praise for the initiatives taken by the utility in helping emerging councils. Odi stood out in this respect. He also called on Rand Water to enter into public partnerships to enhance the credibility the organisation had already won for itself in the sphere of community development and support.152 Before the end of the 1999-2000 financial year the organisation responded by extending a hand of support to the local authority of Harrismith.153

149 . A. VAN BILJON, “Y2K in Rand Water” in Aqua Vita, May 1999, p. 7. 150 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2000, p. 32. 151 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 43. 152 . RWA, Minutes 1999-2000, p. 293: 1 194th ordinary meeting, Rietvlei, 1999.10.29. 153 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2000, pp. 12-3.

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In terms of the government’s Water Services Act, No. 108 of 1997, Rand Water was fulfilling its role as regional water supplier.154 In fact it was doing more than its share. What made the utility perhaps exceptional was the passion with which its employees were dedicated towards providing a reliable service of a ubiquitous substance of high quality.

154 . J. GLAZEWSKI, Environmental law in South Africa, p. 541

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Chapter 16

Rand Water and global society in the new millennium

At the start of the millennium in 2000, a workshop was held at which the board and management of Rand Water formulated a new vision statement for the organisation. The objective was: To ensure that Rand Water is the industry leader, a socially responsible employer, and the preferred partner and efficient supplier of sustainable water services.1 In a changing environment the organisation was directed to move ahead in a dynamic manner under the strategic intent of Izandla Ziyagezana2 It was evident that in the brief space of a decade Rand Water had progressed from an almost ‘secretive’ role player to a consumer friendly undertaking in a burgeoning industrial sector of water supply.3 In 2001, the utility’s chief executive, V.J. Bath, ascribed the dynamic changing environment of the era largely to the Water

1 . RWA, Minutes 1999-2000, p. 608: 1 197th ordinary meeting, Rietvlei, 2000.02.24. V.J. Bath: Office of the chief executive. 2 . The Zulu for “Together we can make water work”. See RWA, Minutes 2000- 2001, p. 265. 1 204th ordinary meeting, Rietvlei, 2001.01.26. Rand Water: Strategic objectives and goals. 3 . M. ROODT, “Company’s new focus on growth, world-class customer service” in Engineering News, 2002.10.25-31, p. 30. Rand Water and the new millennium

Services Act, No. 108 of 1997 and the National Water Act, No. 36 of 1998, that were designed to fundamentally alter the management of water in the country and give effect to the newly established Constitutional rights of people’s access to water.4 Marketing strategies pursued by management were aimed at positioning Rand Water within the broad reference framework of the popular contemporary memory of South African society. From the townships that were part of the black locations in the old dispensation to the upmarket suburbs of Gauteng’s towns and cities, which were increasingly reflecting the multicultural nature of South African society, Rand Water became a real presence. Image consultants helped management shedding what could have been perceived from the outside as being an old-fashioned civil service organisation. Management and employees in turn continuously worked on strategies to secure customer satisfaction and a competitive edge in commercial markets. The major manifestation of the new organisation was the appointment of the first chief executive officer of colour and the quest for business in a globalising world.

The transition to a new chief executive officer In the course of 2001 V.J. Bath, the chief executive officer announced that he intended retiring. Bath, who along with Dale Hobbs initiated a progressive policy of change and positioning for a new dispensation in the 1980s, had become an icon of the organisation. He was a respected figure nationally and internationally among experts in the field of water science. As president of the International Water Association he was an ambassador for South Africa, representing the level of sophistication that had been achieved in the water industry on the African subcontinent. It was as a dedicated manager at the helm of a capable management team, however, that Bath, over a period of almost 14 years, was able to provide the type of visionary

4 . RWA, Rand Water annual report 2001, p. 10.

583 Chapter 16 leadership that made it possible for the organisation to make some of the most comprehensive changes in its hundred years of existence.5 Simo Lushaba, the 36-year old Spoornet manager who succeeded Bath in April 2002, was a man of substantial experience in management when he joined Rand Water.6 He qualified in 1989 with an honours degree in advanced biochemistry from the University of Zululand.7 After that he graduated with a master’s degree in business administration from the Cardiff Business School at the University of Wales. Subsequent to completing his studies, he gained a number of additional management qualifications. Between 1990 and 2001 Lushaba served on the managements of South African Breweries (Ltd) and the National Sorghum Breweries (Ltd).8 From the outset his style of management was aimed at promoting Rand Water as a leading transformed organisation with a strong focus on core competencies. He undertook to round off the process of transformation, initiated in the 1980s by his predecessor, with the objective of establishing a truly South African organisation that could play a valuable role in the government’s campaign to take further the New Economic Programme for Economic Development in Africa (Nepad).9 He was also in favour of transparent governance. In the 2002 annual report he expressed the view that leadership had to be demonstrated and achieved through good governance that promoted excellent performance. He stressed that a sound and transparent form of governance was one of his major

5 . See inter alia ANON, “The man behind the position” in Aqua Vita, Special edition, March 2002, pp. 2-4. 6 . ANON., “Improving on 99 years of service excellence” in Government Digest, 21(10), May 2002, pp. 7-8. 7 . M. ROODT, “36-year-old takes over the reins of water giant” in Engineering News 2002.10.25-31, p. 24. 8 . Curriculum vitae information S. Lushaba 2002.12.14. 9 . J. MORULANE, “Getting into the mind of the visionary” in Aqua Vita, Special edition, April 2002, pp. 1-8; See also RWOH1, Interview Mr S. Lushaba, Rietvlei, 2002.12.14.

584 Rand Water and the new millennium objectives.10 An outstanding aspect of his communication was the accent on making the customer count by taking note of customer relations and support.11

Rand Water and commercial services Ever since the 1980s the commercialisation of services had been a major consideration within the organisational structure of Rand Water. Shortly after the elections of 1994, a systematic programme was followed to identify the relevant areas for privatisation. A number of multinational water and sanitation companies had meanwhile started doing business in South Africa. The effect was that water boards in South Africa, which previously wielded a lot of influence, now had to start competing with international companies as international best practices started finding their way into South Africa.12 This was the necessary impetus to make Rand Water’s management give attention to identifying opportunities. The potential of the new dispensation became evident once government was able to get the Water Services Act, No. 108 of 1997 through parliament. Rand Water was well positioned. The organisation had already created a retail water operations department in 1996.13 In terms of the 1997 law, water utilities were empowered to identify for themselves additional business opportunities in the form of retail water services and sanitation operations. In terms of section 19.2 of the act the organisation could enter into agreements with local authorities for cost recovery contracts. It could also tender for any contract that was available.14

10 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 10. 11 . ANON., “Improving on 99 years of service excellence” in Government Digest, 21(10), May 2002, pp. 7-8. 12 . M. ROODT, “Company’s new focus on growth, world-class customer service” in Engineering News, 2002.10.25-31, p. 30. 13 . RWOD, Retail strategy: annexure A (February 2000). 14 . RWA, Minutes 1999-2000, p. 522: 1 197th ordinary meeting, Rietvlei, 2000.02.24; RWOD, Retail strategy: annexure A (February 2000).

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Early in 2000 plans were tabled to the board in which a retail strategy for the way forward was outlined. The planners argued that Rand Water’s share of the market lay in cost recovery projects and in profit-making contracts. As far as cost-recovery projects were concerned, the organisation had already built up a sound track record. The Odi project which had been running for a number of years, proved to be successful.15 A second similar project was undertaken to enter into an agreement with the Free State town of Harrismith to provide support and guidance.16 As far as contracting was concerned, the new area identified by the planners brought to the fore four potentially profit-making initiatives. It was a competitive field with at least 20 other groups interested in getting a greater share of the market.17 The first initiative was a bid for the Johannesburg water utility management contract, in conjunction with international partners. Rand Water and its partner Vivendi, lost the bid for the contract to the Northumbrian Group consisting of the French-based Suez Lyonnaise and Water and Sanitation Services of SA.18 It all formed part of a steep learning curve that the utility had to pass through in the process of competing in the private sector for potentially lucrative contracts. The second endeavour was aimed at developing a market share for Rand Water to operate successfully in peri-urban and district council areas. Thirdly the objective was to win retail service provision contracts in medium-sized towns. Finally, the objective was to bid as part of a consortium with other companies to render services in major cities.19 These undertakings formed part of medium term strategies.

15 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2000, p. 12. 16 . RWA, Minutes 1999-2000, p. 522: 1 197th ordinary meeting, Rietvlei, 2002.02.24; RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2000, p. 12. 17 . RWOD, Retail strategy: annexure A (February 2000). 18 . X. XUNDU, “Committee endorses Northumbrian” in Business Day, 2000.10.31. 19 . RWA, Minutes 1999-2000, p. 522: 1 197th ordinary meeting, Rietvlei, 2002.02.24.

586 Rand Water and the new millennium

It was within the spectrum of services to existing customers that Rand Water continued to excel. A new initiative was to provide support programmes. For a number of years it had been involved in the Lekoa-Vaal region in southern Gauteng. In the course of 1999-2000 it extended services to the Vereeniging/Kopanong substructure of Lekoa-Vaal. The objective of the exercise was to make water services in the municipal area financially as well as technically viable. A task team was set up in which Rand Water officials started providing valuable assistance in the restoration and improvement of infrastructure.20 The non-payment for water remained one of the crucial problem areas in customer relations. The board was resolute in maintaining the policy it had earlier formulated in respect of steps that were to be taken against non-payment. The hard message also had a soft edge. Board chairman Piroshaw Camay explained that it was essential for water accounts to be paid. That made it possible for Rand Water to provide a valuable service to its consumers and work in the interest of South African society.21 One way in which the organisation showed its social responsibility was the Rand Water Foundation established in the course of 2001-2.22 The foundation, a section 21-company, provided essential water and sanitation infrastructure to communities in need of support.23 In 2002 a habit of non-payment was still evident in the services rendered by Rand Water. Management had meanwhile started addressing this problem in monthly meetings held with consumers.24

Moving beyond national boundaries Rand Water, by 2002, was focusing on the development of markets in Africa, the Middle East and other developing parts of the world.

20 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2000, p. 13. 21 . RWA, CHAIRMAN’S STATEMENT in Rand Water annual report 2000, p. 8. 22 . RWA, Rand Water annual report 2002, p. 8. 23 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 22. 24 . Ibid., p. 15.

587 Chapter 16

The utility had mastered over the years the skill of constructing large pipelines. It was part of water technology that was much sought after in arid regions.25 In 2002 Rand Water was part of a consortium that had pre-qualified in a bid to construct water infrastructure in Jordan, in the Middle East.26 Engineers at Rand Water were of the opinion that the advent of the new South Africa brought many opportunities for Rand Water’s engineering division. The utility, being part of Africa, knew the continent much better than non-Africans. It also understood and was able to cope better with socio-economic and political conditions than foreign rivals.27 In June 2002 there were indications that co-operation between African water utilities was improving when the first workshop on capacity building was held in Lusaka. Twenty-three people of Zambia’s nine water utilities attended it. Seven of the nine managing directors of the utilities attended the workshop.28 Rand Water was well represented at the occasion.

Rand Water and the World Summit (WSSD) In August-September 2002 Rand Water was an active participant in the World Summit on Sustainable Development (WSSD) that took place in Gauteng. This event was a follow-up of the 1992 Rio Earth Summit. It was one of the first dealing with development and the environment to take place on the African continent. The fact that South Africa hosted the summit was an indication of the status the country and its government had come to enjoy in the international community since 1994. Rand Water was an active participant in the event, which was attended by some 64 000 representatives from all parts of the world. The water utility had a presence at the meetings where leaders of government of many

25 . M. ROODT, “Expansion into Africa and the Middle East planned” in Engineering News 2002.10.25-31, p. 26. 26 . Ibid., p. 26. 27 . Ibid., p. 26. 28 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 27.

588 Rand Water and the new millennium states of the world discussed the idea of sustainable development and agreed on certain policies to be pursued by their respective governments. Rand Water was also one of 350 exhibitors from 40 countries that displayed their involvement with the environment at Ubuntu Village in Sandton. At the Water Dome in Randburg, an elaborate display had been set up as a celebration of the significance of water. Here too Rand Water had a marked presence. In the process of participation in the programme, members of the water utility were able to communicate with fellow professionals from all over the world, make use of marketing opportunities to existing and potential customers, and position Rand Water as a world-class service provider. The summit also gave the employees of Rand Water an opportunity to gain valuable information and insights at an international platform organised under the auspices of the United Nations. Most important was the fact that it was possible for Rand Water, along with other South African institutions, to present an impression of South Africa and its people to the international community.29 After some 30 years of isolation and the subsequent transformation of South African society, this was a timely development to define the new image of the country in the global community.

Focusing on the customer Once the water legislation of the government came into effect in the 1990s, the accent of Rand Water in terms of rendering service started changing substantially. The organisation had always been aware of its consumers, but consumers on all levels were increasingly being identified as clients. It was against this background that the “Call Centre” for Rand Water, as mentioned above, was established in 1998.

29 . ANON., “Rand Water at the World Summit on Sustainable Development 2002” in Aqua Vita, September 2002, p. 7.

589 Chapter 16

Illus. 16.1. In the new dispensation Rand Water staffers communicated with consumers on all levels in an effort to secure the best possible service. Source: Rand Water The effect of the infoline and basic communication links with consumers on all levels of society had the effect that Rand Water was able to establish contact with clients on a variety of levels. In 2000 what became known as Project Dolphin, was launched as a second phase. In conjunction with the marketing firm of Anderson Consulting, Rand Water set out to focus on customers and offer care by providing a proficient and preferred point of contact for

590 Rand Water and the new millennium the public to interact with the organisation. In the process the image of Rand Water with the public had to be enhanced.30 In 2001 Rand Water spent more than R2,5 million on the development of customer relations management technology aimed at consolidating all types of incoming information such as e-mails, faxes, internet messages and voice-based telephone calls. The system developed in conjunction with co-ordinating support from the Black e-solutions provider Manchu Consulting, was the result of support from Dimension Data, representing Siebel and Interactive Intelligence in South Africa. The project was intended to provide valuable service in responding to customers’ queries.31 In the 2002 financial year a new version of the customer water supply contracts was finalised.32 The whole approach to the customer was now aimed at greater and better communication and interaction. Technical working groups were established with individual customers such as Johannesburg Water, the City of Tshwane (Pretoria), Ekurhuleni (previously a number of East Rand local authorities), Mogale City (previously local authorities on the West Rand) and the Rustenburg municipality.33 The account executives started setting up communication structures with all the customers of Rand Water. The outcome was the establishment of monthly multi-disciplinary meetings. It provided Rand Water with an opportunity to establish a positive line of interactive communication with its consumers.34 Peri-urban retail water supply still posed problems. By 2002 only 55 per cent of rural residents on average had jobs and the average household income was about R1100 per month. This had the effect that payment for services such as water supply remained low. It

30 . RWA, Minutes 1999-2000, p. 532: Report V.J. Bath: Community support division; M. LINES, “Customer service centre” in Aqua Vita, August 2000, p. 3. 31 . ANON., “IT helps water firm be more customer-friendly” in Engineering News 2001.06.29-07.05, p. 22. 32 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 14. 33 . Ibid., 14. 34 . Ibid., pp 14-5.

591 Chapter 16 was a state of affairs that promoted a climate for increased illegal connections to water mains. This in turn resulted in a high rate of water leakages. Ultimately it meant over-consumption for which additional tariffs had to be paid.35

Rand Water and procurement policies In December 1995 the cabinet approved a 10-point plan on public sector procurement reform in South Africa. The objective of the plan was to give members of previously disadvantaged communities the opportunity to become entrepreneurs. In its recognition of the need for a commercial equity initiative in order to assist previously disadvantaged people a commercial equity consultant was appointed by Rand Water. Plans were then set in motion to create the necessary framework in order to promote the system.36 By 1998 Rand Water was in a sound position in respect of the government’s procurement policy framework. It had made use of the advice of R. Watermeyer, a consultant appointed by the department of water affairs and forestry. He had the task of creating a uniform procurement system for all water authorities in the country. In the case of Rand Water targeted procurement was well focused. Attention was given to the socio-economic deliverables that had to secure providers of targeted groups to be afforded the opportunity to submit tenders and participate in tendering activities. By following this line management intended giving substance to its objective of commercial equity. It was agreed that targeted procurement would cover all types of contracts issued by Rand Water.37 In the first year the programme was in place 11,14 per cent of the money spent on contracts were allocated to targeted companies.

35 . RWA, Rand Water: annual report 2002, p. 27. S. Lushaba: Chief executive’s report. 36 . RWA, Minutes 1996-7, p. 520: 1 165th ordinary meeting, headquarters, Rietvlei, 1997.03.27. Report V.J. Bath: Finance division. 37 . RWA, Minutes 1997-8, pp. 40-1: 1 180th ordinary meeting, headquarters, Rietvlei, 1998.07.30. Report V.J. Bath: Finance division.

592 Rand Water and the new millennium

This was five per cent above the target set earlier.38 By 2002 Rand Water was firmly in the process of black empowerment in respect of its procurement of goods and services. Where the utility in 2000- 1 could only accommodate 17,84 per cent of the available contracts to black entrepreneurs, it was possible by 2001-2 to give 40 per cent of the business to black empowerment companies. The objective was in the near future to reach levels of at least 50 per cent. Black empowerment was particularly strong in the areas of the supply of coal, civil and electrical work.39

Accomplishments of water demand management (WDM)

Hannes Buckle, a former Namibia water affairs official, who had been appointed in the 1990s to Rand Water with the objective of promoting the careful consumption of water, was a prime mover behind plans to propagate a new approach to water use. On one occasion he explained: Previously, when there was growth in water consumption, we built a new dam. When this was not enough we built more dams, tunnels and infrastructure and conveyed the water from further and further away… South Africa is a water scarce country the demand for water cannot go unchecked….40 The awareness that there was a dire need to look at consumption of water in a new manner had a number of consequences. In August 2002 a report was issued on a project undertaken by Rand Water in conjunction with the United Nations Centre for Human Settlements (Habitat) and Water Resources Planning and Conservation (WRP).41 The importance of the report lay in the fact

38 . RWA, Minutes 1999-2000, p. 677: 1 119TH ordinary meeting, headquarters, Rietvlei. Report V.J. Bath: Finance division. 39 . M. ROODT, “Empowerment procurement target has been set at 50%” in Engineering News, 2002.10.25-31, p. 28. 40 . H. BUCKLE, “Water cycle management” in Aqua Vita, October 2000, p. 7. 41 . R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water (Johannesburg, 2002).

593 Chapter 16 that its authors gave a brief summary of a number of water demand management projects that had been undertaken by Rand Water since 1995. In an almost unnoticed manner project participants had managed to save millions of litres of valuable water that might otherwise simply have been lost. The first plans for the introduction of the WDM-programme came into effect during the 1995 drought. The objectives and results have been outlined above.42 The major success of the initiative was that a broad spectrum of consumers was now made aware of the need to save water. In the case of the former black townships, it was pointed out, that if only leaks could be fixed, much water could be saved. A preliminary test had showed that in Tembisa there was an estimated 68 per cent loss because of ordinary household leaks.43 It was then decided that water demand management had to be introduced by active marketing strategies. This had to be done by means of marketing management, market research, and customer care, entering into industry partnerships and getting local authority support.44 The plan was to be implemented immediately. The message had to be given through to the public. The concept of a brand identity was to be built into the system over a period of two years.45 Overall the implementation of the programmes was to cost close to R10 million per annum.46 The board was at first not keen to grant its approval,47 but gradually, as the project gained momentum, it

42 . See Chapter 14. 43 . RWA, Minutes 1995-6, p. 448: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. 44 . RWA, Minutes 1995-6, p. 449: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. 45 . RWA, Minutes 1995-6, p. 449: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. 46 . RWA, Minutes 1995-6, p. 450: 1 154th ordinary meeting, headquarters, Rietvlei, 1996.03.28. Report V.J. Bath: Corporate services division. 47 . Ibid., p. 450.

594 Rand Water and the new millennium became apparent that a number of benefits could be derived from the initiatives. In 1999 management reported on progress. The project had grown and Rand Water was now in search of partnerships to make it even more comprehensive.48 The projects, ostensibly aimed at the basic levels of water consumption, were impressive. They were simple and fully representative of conditions with which water consumers were familiar in their daily lives. In terms of the Thlabane water loss management project which cost R1,1 million, 11 leaks in the mains of the township northwest of Rustenburg in the Northwest Province were repaired. It was in this manner possible to secure a saving of 100 000 m3 of water per annum.49 Between April 1999 and April 2001 a leak detection project was launched in the Johannesburg central business district. With the assistance of the latest detection technology in the form of listening sticks and geophones, ground penetrating radar, aqualogs and zonescans, it was possible to experiment with different methods of locating leaks in complex urban water networks in one of Africa’s largest cities.50 This led to a retrofitting project in the Johannesburg inner city in which leaking taps and water valves were repaired and sometimes replaced at a cost of R1,3 million. The engineers estimated that an annual saving of more than 600 Mℓ could be realised.51 Similar projects were undertaken in Kagiso,52 Sebokeng and Emfuleni,53 Odi,54 Soweto,55 Tembisa,56 and Thokoza.57 Apart from

48 . RWA, Minutes 1999-2000, pp. 688-90: 1 192nd ordinary meeting, headquarters, Rietvlei, 1999.08.26. 49 . R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water, pp. 2-1 to 2-5. 50 . Ibid., pp. 2-6 to 2-15. 51 . Ibid., pp. 3-26-3-31. 52 . R1,5 million spent to reduce losses by as much as 280 000 KL per month. R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water, pp. 3-32 to 3-38.

595 Chapter 16 the millions of kilolitres of water saved, there were also other spin- offs. In the process previously disadvantaged people were trained in basic plumbing skills. They were then sent in as entrepreneurs working under contract and doing the necessary repair work. At the same time they gained valuable work experience. By following this approach the WDM project team at Rand Water were convinced that it was possible to develop an awareness of leaks with consumers. They could be made aware of the potential monetary losses. Small consumers in particular were targeted in the operations. For the local authorities it was an opportunity to secure an effective foundation for water payments from consumers.58 The campaign of consumer water awareness still had a long way to go. In 2000 Rand Water’s Johan Stoop already was of the opinion that the high rate of water wastage was a direct result of the low cost of water.59 In the technical press he explained: Water tariffs in this country are not forcing people to save water, with measures to curb the wastage of water becoming

53 . R2,1 million was spent to secure a monthly saving of 30 000 KL. See R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water, pp. 3-45 to 3-49. 54 . R4,3 million was spent on saving 47 000 kℓ per month. See R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water, pp. 3-39 to 3-44. 55 . R4,6 million was spent by servicing 13 235 residential units to secure a saving of 500 000 kℓ per month. See R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water, pp. 3-50 to 3-55. 56 . Two projects were undertaken in Tembisa East and West to the value of R6,2 million securing savings of more than 400 000 kℓ per month. See R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water, pp. 3-56 to 3-65. 57 . R670 000 was spent on 2 580 properties’ water supply to secure a saving of 53 000 kℓ per month. See R.S. MCKENZIE, W.A. WEGELIN, and N. MEYER, Leakage reduction projects undertaken by Rand Water, pp. 3-66 to 3-70. 58 . Personal disclosure Hannes Buckle, Rand Water November 2002. 59 . D. POGGIOLINI, “Water future now ‘small’ becomes a big issue” in Engineering News, 2000.09.22-28, p. 17.

596 Rand Water and the new millennium

uneconomical, as a result of the high costs of these measures and the low cost of water.60 At the time it was estimated that as much as 52 per cent of the pristine water distributed in the Rand Water area of supply was wasted, either en route to municipal networks, which amounted to 27 per cent of wasted water, or because of inefficient use, which accounted for the remaining 25 per cent.61 By 2001 the Water Wise campaign was used, in partnership with the Gauteng provincial government and the department of water affairs to make consumers aware of how important it was to consume water effectively. The focus was on domestic consumers awareness of the intrinsic value of water, the prevention of pollution and wastage through leaking water systems.62 The awareness campaign was a timely operation. In 2002 it was estimated that as much as 26 per cent of Rand Water’s water was unaccounted for. Old and leaking pipelines were responsible for this state of affairs.63

Securing a future water supply Whilst Rand Water was intent on maintaining its water demand management programme, there were also plans afoot to work for water in the future. Reference was made to it in a previous chapter. By 2001 the plans were made public. In the media it was reported that Rand Water was doing research on the viability of laying a pipeline of 240 km from the Lesotho Highland Water Project (LHWP) near Clarens directly to Johannesburg.64 Consumers were assured that the water requirements of Gauteng could be easily met for the present. However, it was anticipated that by 2016, however, there would be a greater demand. By that

60 . Ibid., p. 17. 61 . Ibid., p. 17. 62 . ANON., “Rand Water partnership launches Water Wise campaign” in Imiesa 26(8), August, 2001, p. 15. 63 . M. ROODT, “36-year-old takes over the reins of water giant: supplier ventures” in Engineering News 2002.10.25-31, p. 38. 64 . L. FRANZ, “240 km Free State-Gauteng water pipeline being studied” in Engineering News 2001.07.6-21, p. 4.

597 Chapter 16 time, it was thought, the new pipeline would be able to provide in the necessary water supplies of the Gauteng region.65 The Vaal river system was to be by-passed in the new scheme. It had also meanwhile transpired that Rand Water was faced with the problem of water from the Sterkfontein and Katse dams being termed ‘aggressive water’. The water was of an outstanding quality. It contained few solids and had low alkalinity. It tended to have an effect on the concrete and steel installations as well as the filter media and chemicals used in Rand Water’s purification process. Consequently, a number of alternative technologies were used, such as micro-filtration, direct and inline filtration, as well as alternative chemical treatment methods for stabilising and neutralising the water.66 This was one of the reasons why consideration was given to the option of building the 240- kilometre,67 large diameter, pipeline from Clarens directly to Johannesburg. It could then convey the water to an entirely new treatment plant.68

Developments within the organisation Transformation: In May 2000 Ishmael Matlala was appointed as transformation executive at Rand Water to prepare the way for the major changes scheduled to take place. In the in house journal Aqua Vita Matlala explained that his objective was to accelerate the process of transformation. He was of the opinion that it could be done if the leaders within the organisation took the responsibility of training other leaders. Added to that was the need for the transformation programme to deliver hard business results. It had to change individual and team behaviour. It was his opinion that transformation efforts had to touch a critical mass of people in a

65 . Ibid., p. 4. 66 . RWA, Chief executive’s report in Rand Water annual report 2000, p. 23. 67 . Disclosure Dr R.J. Laburn, Blairgowrie, 2003.02.08. 68 . RWA, Chief executive’s report in Rand Water annual report 2000, p. 23.

598 Rand Water and the new millennium very short period of time. The objective was to overcome natural resistance to change existing within the organisation.69 In the course of 2001 plans were made to start with the process of changing the institutional culture of Rand Water by including the promotion of a system of values aimed at providing guidance towards a new perception of the organisation.70 By 2002 black management as well as professional and supervisory staff of Rand Water made up 41,3 per cent of the staff component in their respective sectors.71 The organisation had come a long way since the first affirmative action and transformation strategies had been introduced in the early 1990s. One of the successes of the exercise was that it was slow to get off the ground. However, when it was introduced, the transformation process was conducted in a well- managed manner, reaching a climax in a very short period of time. By May 2002 it was possible to start with a transformation process in those sectors where change had been slow. Matlala had by then reached the end of his tenure at Rand Water. In an interview on his work at the utility he suggested that employment equity had been accomplished so that the organisation could be representative of the demographic profile of Gauteng’s categories of gender, race and disabilities. In particular it was heartening for him to note that previously disadvantaged individuals had made substantial progress in technical fields.72

Scientific services: The analytical services section of Rand Water was by 2002 amongst the top facilities of its kind in South Africa. Both raw and potable water were tested at the laboratory. The sophisticated laboratory information management system was capable of tracking samples until data was reported. There were

69 . I. MATLALA, “Social transformation within the organisation” in Aqua Vita, October 2000, p. 1. 70 . RWA, Rand Water annual report 2002, p. 8. 71 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 10. 72 . ANON., “Farewell interview with transformation executive – Ishmael Matlala” in Aqua Vita, June 2002, pp. 4-5.

599 Chapter 16 inorganic and organic laboratories at Vereeniging where many testing methods were in line with the requirements of the World Health Organisation. Furthermore, there were petroleum hydrocarbon analyses covering both volatile and semi-volatile compounds. In the organic laboratory the mass spectral data testing system was maintained for the purpose of the routine analysis of samples.73 The hydrobiology laboratory was responsible for bio-monitoring of toxicity and phytoplankton. The laboratory also worked on collaborative research projects and consultancies. The objective was to assess ecosystems through bio-monitoring and the application of biotechnology on drinking water.74 By 2002 Rand Water’s analytical services division was one of the few laboratories in South Africa to be accredited by the South African National Accreditation System (SANAS). The laboratory could now perform freshwater toxicity testing and algae monitoring.75 It was also the only laboratory in South Africa to achieve accreditation (USEPA method 1263) for its protozoan testing system. It was in fact one of a few laboratories in the world that successfully produced seed samples for use in protozoan testing.76

Emhlangeni Pipe: The Emhlangeni pipe manufacturing plant, which produced 8711 metres of 2,3 m diameter pipeline in the course of the 2000 financial year was reassessed the following year. Management was quick to point out that the plant’s task was to manufacture large pipes at a lower cost than the general quotations Rand Water received from the pipe manufacturing industry. By 2000, it was also explained that the demand for large

73 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 33. 74 . Ibid., pp. 33-4. 75 . Ibid., p. 34. 76 . Ibid., p. 34.

600 Rand Water and the new millennium pipelines was on the decline. Consequently the plant was put on hold, in the prevailing phase of downturn.77 Fact of the matter was that in the process of redefining the operations of Rand Water, Emhlangeni was classified as one of the ‘other activities’ of Rand Water. The undertaking was consequently ring-fenced for purposes of financial planning. In a costing analysis done by the auditing firm KPMG, it was found that previous projections made of the plant were in fact not correct. It was not working at a profit and in 2000, in fact, was responsible for a deficit of R2,9 million.78 The situation in terms of the availability had also changed substantially after South African water utilities once again in the 1990s gained access to international suppliers of pipelines.79 In view of the options presented to the board, it was decided that the plant would be closed down and the assets sold off.80 After the closure of the Emhlangeni Pipe spiral mill, a pipe specials fabrication plant was established. In the course of the 2001-2 financial year the factory produced 650 tons of pipe specials for Rand Water and 86 tons of specials for the external market. The undertaking in the course of the year showed that it was capable of competing effectively in the open market, after it had established special ties with numerous local authorities and the community at large.81

HIV/Aids: In 2000 the details of a report by Dr Clive Evian on HIV/AIDS risk analyses investigation in Rand Water were made

77 . Ibid., p. 29. 78 . RWA, Minutes 2000-2001, p. 114: 1 202nd ordinary meeting, Rietvlei, 2000.09.28. Report general manager engineering: Emhlangeni Pipe – future options. 79 . Ibid., p. 115. 80 . Ibid., p. 116. 81 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water: annual report 2002, p. 42.

601 Chapter 16 public.82 One of the startling findings was that by 2003 as much as 25 per cent of the organisation’s employees could be HIV positive.83 Table 16.1. Percentage projection of HIV/AIDS incidence in Rand Water 1991-200384

30

25

20

15 Percentage +HIV/AIDS

10

5

0 1991 1993 1995 1997 1999 2001 2003

Many of his recommendations had already been implemented as part of a management strategy to combat the disease in the course of 1999. The board, in January 2000 chose to take the matter further. It was recommended that experts be brought in to make recommendations on a treatment campaign. More important was the resolution by the board that a project would be launched that was aimed at voluntary testing. The campaign was to be launched throughout the organisation in consultation with the unions and the government.85 Later in the year the board debated the matter further with some members being critical of the projections. Others felt that that the necessary adjustments had to be made within the

82 . C. EVIAN, Rand Water and its divisions: HIV/AIDS risk analysis and recommendations (Norwood, November 1999). 83 . Ibid., p. 6. 84 . Ibid., p. 6. 85 . RWA, Minutes 1999-2000, p. 455: 1 196th ordinary meeting, Retvlei, 2000.01.27.

602 Rand Water and the new millennium structures of Rand Water to combat the potential spread of the disease. One proposal was for the hostels at the different stations to be closed down.86 In May 2000 Dr Evian attended a meeting of the board and made a presentation. The board debated the matter extensively and came to the conclusion that it was necessary to phase out the hostels, and specifically to make available funds to launch pro-active programmes of support within the organisation.87 Once the board gave its formal approval for the acceptance of the plan it implied that management would be supported in its strategy to get employees of Rand Water to report voluntarily for testing. The board was in favour of initiatives aimed at providing maximum support to individuals and extended family members of employees who tested positive.88 By 2001 the employees of Rand Water were well aware of the potential economic and social effects of HIV/AIDS. Members of staff then started responding positively to voluntarily testing in the workplace. The programme was presented to all the employees in November 2001. In line with the management policy Rand Water was committed to providing education to all staff concerning the disease. It was also prepared to make provision to conduct further knowledge, attitude and practices (KAP) surveys. In the process the well-being of staff was to be monitored. Furthermore appropriate medical treatment was made available for staff that had the need for it.89 The proactive manner in which the problem was addressed soon became a benchmark. Rand Water was one of the first organisations in South Africa to obtain

86 . RWA, Minutes 1999-2000, p. 659: 1 199th ordinary meeting, Rietvlei, 2000.05.04. 87 . RWA, Minutes 1999-2000, p. 735: 1 200th ordinary meeting of the board, Rietvlei, 2000.05.25. 88 . RWA, Minutes 2000-2001, p. 3: 1 201st ordinary meeting of the board, Rietvlei, 2002.07.27. 89 . RWA, Rand Water: annual report 2002, p. 7; S. GAMEDE, “Rand Water teams up against HIV” in Aqua Vita, December 2001, p. 1; N. MAGUGA, “Saliva test results issue resolved at Zwartkopjes” in Aqua Vita, February 2002, p. 5.

603 Chapter 16 permission from the labour court to conduct voluntary HIV/AIDS tests.90 The pandemic forced management to look further into the more comprehensive field of anticipated consequences. In 2002 it was predicted that in the next 20 years consumption in the Rand Water area could drop by as much as 20 per cent because of HIV/AIDS. This was one of the major reasons why Rand Water cut down substantially on its capital expenditure programmes. According to the most pessimistic scenario there could be a 60 per cent drop in consumption.91 Reduced income could lead to reduced water sales. This implied that Rand Water could anticipate a substantially lower income.92

Forensic auditing: Since the turn of the new century special attention had been given in the corporate sector of South Africa to combat corruption, and especially white-collar crime. Within Rand Water a forensic audit unit was established to detect and possibly prevent corruption and malpractice. It was well organised and thorough in its operations, Members of the unit reported to the chief executive on a daily basis. They were also subject to the audit committee of the organisation. The audit committee was a sub- committee of the board comprised of members co-opted from the executive staff. The committee in 2002 met regularly to consider reports from internal audit, forensic audit and the external auditors. The committee was responsible for overseeing the annual financial statements of Rand Water.93 The utility maintained a strong commitment to the acceptance of whistle-blowing as a means of combating corruption. Management was determined to prevent any potential illegal capital losses. In this manner it was possible to build on foundations that had been laid as part of the

90 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 26. 91 . M. ROODT, “Expansion into Africa and the Middle East planned” in Engineering News 2002.10.25-31, p. 26. 92 . Ibid., p. 26. 93 . RWA, CHIEF EXECUTIVE’S REPORT in Rand Water annual report 2002, p. 23.

604 Rand Water and the new millennium culture of Rand Water of a period of many decades. It had for long been an unwritten policy to be honest in all dealings befitting an organisation with a high standing in society.

605

Conclusion

An organisation of substance

In the year 2002 Rand Water supplied an average of 3400 Mℓ/d to consumers in the provinces of Gauteng, Northwest, Mpumalanga and the Free State.1 It was a far cry from the small public water supply utility that at the time of its establishment, had the objective of supplying 10 Mℓ/d to its consumers on the Witwatersrand.2 The achievements of Rand Water in the past century can be related to the twentieth century history of South Africa. It was an era of momentous change. At the base of the remarkable growth and development was the discovery of gold in the early 1880s that paved the way for growth on the northern Highveld. As the mining town of Johannesburg mushroomed, so did the consumption of water. At first private enterprise was responsible for the water supply. By the start of the twentieth century this responsibility was taken over by the state in conjunction with the gold mining industry and the newly formed local authorities. Rand Water Board now became a regional service provider and forged partnerships with its customers that have flourished up to the present. The story of Rand Water is the story of the search for sustainable water resources in one of Africa’s major regions of economic

1 . ANON., “About Rand Water” at http://www.randwater.co.za/About_RandWater/Overview.asp 2 . RWA, Report of the Rand Water Board to the Colonial Secretary of the Transvaal, for the financial year ended 31st March 1906, p. 7. Conclusion: an organisation of substance growth and development. It becomes an impressive history of accomplishment when we consider that South Africa is generally considered to be a water poor country. The average rainfall is slightly less than 500 mm per annum. By comparison the world average stands on 860 mm per annum.3 At first it was easy to provide water in Johannesburg. Water streams were tapped. By the end of the nineteenth century the source at Zuurbekom provided in crucial water supplies as the Witwatersrand started running dry. The mining industry and the rapid population growth required greater quantities of water. Once the Rand Water Board was founded in 1903, innovative measures were introduced to exploit the underground water supplies of the Klip river, to the south of Johannesburg. Before the outbreak of World War I in 1914 it was evident that the Vaal river would be an essential component in water planning if the Witwatersrand, by now already the major centre of industry and finance in South Africa, was to continue flourishing. The construction of the Barrage in the period 1916-23 was a major project. In many respects the Vaal river scheme, was a visionary undertaking by the youthful water utility in Johannesburg. The coalmining town of Vereeniging became an important part of the water distribution plan for the Witwatersrand. It was here that a modern water purification system and pumping station was built. Pumping water against a head of 400 m over a distance of more than 70 km posed a challenge to the skills of the engineers at Rand Water in the first quarter of the twentieth century. In the years to come pipelines with a diameter of a mere 300 mm became massive pipelines with a diameter in excess of 3 m. Like a spider’s web the pipeline system of Rand Water covered the Witwatersrand. By the 1940s the service was extended to the capital city, Pretoria. In the 1960s the pipelines, filled with water from the Vaal, extended as far as Rustenburg in the Western Transvaal and parts of the Eastern Transvaal.

3 . B. TURNER (ed.), The statesman’s yearbook: the politics, cultures and economies of the world 2002, p. 1443.

607 Chapter 17

In the history of world civilizations sophisticated water supply systems are usually considered to be a good barometer of the level of a society’s sophistication.4 Should archaeologists and historians conduct research on Rand Water’s water distribution system in a thousand years from now, the system would most definitely rate among the best of its kind in the twentieth century world. Rand Water as an institution was cast in the mould of a typical British water enterprise at the start of the twentieth century. The ethics of reliability, thoroughness and high quality service were traits that the management nurtured. After 1910, as the newly formed Union of South African took shape, Rand Water started evolving into a typical South African organisation. By the 1950s, as the country increasingly started playing a leading role on the African continent, the organisation acquired a strong South African character. The development of the Zuikerbosch pumping station was in many respects a symbol of accomplishment and technological progress. Regardless of the political isolation that started in the 1960s Rand Water kept abreast of the latest developments. It maintained high standards of service delivery comparable with the services of the best water utilities elsewhere in the world. The 1960s were also the years of unsurpassed growth and development. As the economy of South Africa grew, so did Rand Water. In the 1970s, following the independence of neighbouring states on the subcontinent, Rand Water was indirectly placed on course for a process of Africanisation. As the politics of the day forced the government to take cognisance of the plight of black South Africans, Rand Water became an important role player. It was responsible for stepping up the water supply to the sprawling townships on the Witwatersrand. South Africa’s transition to a multiracial democracy started towards the end of the 1980s. By that time, thanks to visionary managerial leadership, Rand Water was in a position to take the

4 . For an interesting and innovative cultural history of water see D. SAYER, Water in England (Macdonald, London, 1963).

608 Conclusion: an organisation of substance necessary steps towards playing a crucial role as a utility of substance. The transition was difficult. Amid processes of socio- political change, the organisation steadfastly continued providing water. A committed team of employees at Rand Water kept up the service while the country prepared itself for a peaceful transition. In the new dispensation the government of South Africa determined that water would be a commodity that was freely and easily accessible to all South Africa. The ‘democratisation of water’ posed a great challenge to Rand Water. What used to be an invisible water utility now increasingly came to the fore as an organisation interested in providing a service to consumers on all levels in the rural as well as urban areas. As the new millennium approached Rand Water, which had embarked on an orderly transformation programme in the early nineties, prepared itself for the empowerment, irrespective of colour, gender and disability on all levels of operations. Underlying a conservative management approach, many progressive plans were in place. The well-formulated scheme enabled the organisation to change its employee profile under controlled conditions. Throughout the difficult process of restructuring the organisation maintained an outstanding record of service delivery. The major accomplishment of the process was the appointment in 2002 of the first chief executive officer of colour. Rand Water is an integral part of South African society. The organisation in the new millennium grapples with the threat of the HIV/AIDS pandemic. Support structures have been embedded on all levels within organisation. It has maintained a tradition of being a caring institution towards its more than 3500 employees. At the start of the twentieth century Rand Water was committed to its customers. It is an undertaking that has grown over the years. Today modern technology is used to communicate effectively with consumers. As a transparent institution, Rand Water maintains a high profile in the media as one of the major businesses of South Africa. The experience and skills of its engineers and technicians have enabled Rand Water to play a meaningful role in various parts

609 Chapter 17 of the world. The organisation is today an active participant in the government’s initiatives to promote the development of the African continent and its peoples. Rand Water is also currently busy with initiatives to act as a contractor in the private sector in various parts of the world. However, it does have a firmly established focus. As a major South African institution Rand Water proudly maintains its objective, now and in future, of supplying to its consumers that ubiquitous and essential substance – water.

610 BIBLIOGRAPHY

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630

INDEX Anglo-Transvaal Consolidated Investment Company, 207 Angola, 326 Aqua Vita, 598

Art nouveau, 98 Ashlea Gardens, 221

A Asmal, K., 484, 491, 493, 494, 502, 547, 578, Aburrow, C., 41 Aswan dam, 111 Acquired immune deficiency Australia, 124 syndrome (AIDS), See HIV/AIDS Adult basic education training programme (ABET), 554 Affirmative action, (Employment equity) 481, 491, 539, 542, 548, 550- B 4, 599 Bafokeng, 478-9, 561 Africa, 538, 587 Baker, Herbert, 129 African Explosives and Chemical Industries, 221 Bakkes, L.M., 387 African National Congress (ANC), Bantu (urban areas) Consolidation Act, 194, 330, 379, 395, 454, 495 No. 25 of 1945, 338 Afrikaans, See Language Bapo Villages, 496, 499 Afrikaanse sakekamer, Sasolburg, 365 Bapong, 500 Afrikaner(s), 25, 69, 112 Baragwanath, 294, 476 Airfield, 293 Barnato, Barney 31, 51, 57-8, 62 Alberton, 196, 198, 484 Barnato Brothers, 31, 51, 65 Alexander, J.A., 75 Barrage, 89, 98-125, 127, 186, 189, 204, 208, 225, 228, 232, 238, 246, 248-9, Alexandra, 174, 196, 198, 219-20, 503, 259, 261, 300-5, 308, 311-2, 322, 343, 511 344, 348-9, 352, 369, 371-3, 376, 401, AmaWasha, 39 402, 404-6, 408, 417, 476, 485, 488, Amsterdam, 51 528-9, 534, 607 Anabeana circinalis, 564 Basotho, 14, 117 Analytical services, 599-600 Bath, V.J. 387, 441, 449, 451-2, 457, 458- Andrews, G.R. 42 9, 466, 468-9, 472, 486-489, 491-2, Andy, 459 503-5, 521-2, 533, 544, 546, 550-1, 561, 571, 579, 582-3 Anglo American Corporation, 257 Bedfordview, 196, 198, 422 Anglo Boer War, First (1880-1), 26 Beeld, 432, 434, 460 Anglo Boer War (Second), 69-70, 85 Beer brewery, Castle 40 Brakpan, 180, 195, 196, 224, 241, 253, Beervlei, 381 296, 316, 358, 361, 363, 368, 475-6, Benoni, 86, 87, 89, 174, 195, 197, 293, 484 316, 361, 363, 364, 368, 444, 475, 484 Brandmuller, O., 215 Bergville, 270 Britain, 20, 23, 25, 26, 32, 69, 76, 111, Best, Hendrik, 398 124, 234, 241 Bethal, 261, 361, 363, British Commonwealth, 234 Black employees, 337-41 British Empire, 193 Black local authorities, 438-56 Brits, 297 Black townships and water supply Brixton, 173-6 Breedtsnek, 266 Blesbokspruit, 227, 300, 526 Brickmaking, 40 Blijvooruitzicht, 255-6, 295, 316 Brown, H.M., 552, 555 Bloemendal, 262, 574 Brugspruit, 403 Bloemfontein, 53 Bruwer, A.J., 195, 241, 278, 286 Bloemhof dam, 297, 363 Bryanston, 257, 412 Boipatong, 454 Buckle, J., 593 Bophelong, 454 Butcher’s Hill, 255, 294 Bophuthatswana, 336-7, 363, 479, 496 Bureau for Market Research, 436 Bophuthatswana Electricity Bushbuckridge, 498-9 Corporation, 501 Bushbuckridge Water, 499 Boksburg, 78, 86, 87, 89, 174, 197, 296, Buthelezi, B., 547 316, 363, 366, 367, 368, 412, 422, 444 Button, E, 26 Boreholes 1980s, 419-20

Borehole Water Association of South Africa, 419 Bospoort dam, 264 Botha, Gen. Louis, 131 C Botha, P.W., 395 , 426 Cahora Bassa, 394 Botha, S.P., 292, 426 Cairo, 111 Botswana, 326, 532 Caledon river, 393 Bottled water, 564 Call Centre (Infoline), 589-90 Braamfontein, 28, 35, 40, 390 Camay, P., 532, 535-6, 557-8, 587 Braamfontein Water Company 35, 80, Canada, 124 94, 390 Cape, Northern, 25, 26 Bracken Mines Ltd, 263 Cape Town, 14, 15, 25, 57, 124, 159, Brakham, A., 72 286, 386, 488

632 Index

Cape Colony, 16, 20, 57 Conservative Party (CP), 433, 446, 484 Carletonville, 295, 316 Consolidated Goldfields of South Carr, W. St. John, 72, 77 Africa Ltd., 55, 167, 182 Casseldale, 357 Consumer Council of South Africa, CCMA, See Commission for 434 conciliation mediation and Convention on the rights of the child, arbitration 536 Celliers, Jan F., 52-3 Co-operative for Research and Central depot, 373-5 Education (Core), 557 Central Witwatersrand Metropolitan Copeland, H.P.R., 75 Chamber of Commerce, 493 Cornelia mine, 133, 417-8 Chamber of Mines, 65, 72, 73, 78, 84, Corner House, 35, 127-8 196, 206, 238 Clayville, 418 Chandler, Charles G, 34 Corporate Stakeholders’ Forum, 542 Chaplin, F.D.P., 78 Council for Scientific and Industrial Chinese, 85 Research (CSIR), 301, 307, 310, 361, City Deep, 356 371, 414 Claassen, G.C.D., 397 Croesser, committee, 439 Clarens, 597-8 Cresswell, Col. F.H.P., 131 Clarke, James, 390, 419, 420, 421 Crocodile river, 478, 561 Clayville, 418 Croeser committee, 439 Coat of arms, 287-8 CSIR, See Council for Scientific and Industrial Research Commercial Union Co. of South Africa Ltd, 489 Cyferfontein, No. 2, 219 Commission for conciliation mediation and arbitration (CCMA), 550 Commissioner street, 127, 182 D Communist Party of South Africa Daggafontein, 101 (CPSA), 194 Daleside, 272-3, 316, 361 Computerisation, 223-4 Dalling, D.J., 495, 503, 553 Congress a;;iance, 194-5 Damond fields, 23 Consumer Council of South Africa, 434 Danish government, 494 Consumer Price Index (CPI), 461 Daspoort, 312 Congress of South African Trade Daveyton, 444 Unions (Cosatu), 442 Davies, J.H., 132 Connaught, Prince Arthur of, 122 Davidson, W.E., 74

633 Davis, (M)A.H., 479, 492, 496, 561 Durban, 21, 124, 326, 495 De Deur, 215 Dutch East India Company, 14 Deepmeadow, 335, 444, 447

Delmas, 263 Delta Environmental Centre, 525 Democratic Party (DP), 484, 495 E Deneysville, 338, 476-8 Eastern Cape, 410 Department of water affairs and East Rand Proprietary Mines, 65 forestry (DWAF), Also previously department of water affairs, 221-2, Eckstein, H 49 251-2, 267, 281, 285, 286, 290, 291, East Rand Water Care Company 298, 300, 309-10, 312, 349-51, 353, (Erwat), 509, 509 363-5, 367, 378, 381, 384-5, 398, 404, East London, 395 406, 408, 420, 426, 432-4, 437, 498-9, Eastern Platinum Mines, 499 502, 513, 514, 515, 516, 524, 527, 536, Edenvale, 196, 198, 217, 293, 364 539-40, 558, 561 569, 570, 571 Eendrag, 261 Depression, Economic, 147-8 Eersteling, 18 Development Bank of Southern Africa Eerste Fabrieken, 221 (DBSA), 477, 488 Egypt, 111-3, 124 Devon, 261, 363 Eid, U., 457 Deysel, W., 460 Eikenhof, 298, 367, 368, 476, 574, 580 De Villiers, J., 403-4 Ekurhuleni, 591 De Witt, A.J., 245-6, 346, 387, 388, 434 Electricity, 132-8, 332-3 Diamond fields, 23 Electricity Supply Commission Diepkloof, 177, 294, 368 (Escom/Eskom), 131, 136-8, 221, Diepsloot, 483-4 221, 229, 276, 291, 390, 357, 405-7, Difaqane, 13 411, 417, 429, 441-2, 446, 450, 454, Dockel, J.A., 432 541 Dobsonville, 444, 447 Eloff, F.C., 49 Doornfontein, 28, 30, 32, 42, 46, 94 Elsburg, 196, 198 Doornkloof, 177 Elsburgspruit, 300 Doornkop, 177 Embalenhle, 519 Draper, David, 65 Emfuleni, 596 Drakensberg, 291 Emhlangeni Pipe, 556, 600-1 Drought, 33-4, 44, 58-63, 93, 95, 121, Endicott, 262 163, 277-85 Energy crisis 1973, 327 Duduza, 444 Engelbrecht’s drift, 102, 115 Dunlop Ltd, 489

634 Index

English, See Language Forum for Riparian Development on Environment, 147-8, 533-5 the Vaal River, 527 Erasmus, E., 449 Fouché, Jim, resort, 414 Escherichia coli (E. coli), 123-4, Fountains, Eskom, See Electricity Supply Fowke George, (R.E.), 77 Commission France, 124, 234 Esselen Park, 293, 361 Fraser street, 182, 201, 242, 374, 388 Essential-services institution, 546-7 Freedom Charter, 195 Europe, 23, 50, 67, 111-2 Free settlement board, 484 European Union, 395 Free State, (Orange), 19, 53-4, 59, 69, Europeans, 14, 26 105, 149, 204, 228, 344, 383, 394, 396, Eichornia crassipes, 369 400-1, 405, 414, 427, 476, 606 Evander, 263 French, 20 Evaton, 258 Fresh water research unit, 494 Evian, C., 601-4

G

F Ga-Rankuwa Garankua), 267, 282, 296, 336, 362, 363, 499, 500, 561 Farrar, George, 78 Gardiner, J.L., 387 Federation of Societies of Professional Engineers, 426 Gariep dam (Hendrik Verwoerd dam), 381 Females, 318-9 Gauteng, 12, 13, 503-4, 506-7, 511, 512 Ferreira’s Camp, 36 513, 517, 524, 528, 538, 562, 583, 587, Ferrobank, 403 597, 598, 588, 599, 606 Fiddes, G.V., 72 Gemsbokfontein, 61 Fitzpatrick, Sir Percy, 78 General Mining, 127, 263 Floods, 118, 121, 344, 348-50, 528-9 Gerber, W.S.K., 242 Fochville, 256-7, 295 Germany, 124, 403, 575 Fockema, R.A.P., 466 Germiston, 78, 86, 87, 89, 108, 174, Fordsburg, 28 195,197, 241, 254, 280, 293, 316, 370, Forensic auditing, 604-5 399 Forest Hills, 122, 152, 154, 254-5, 275, Ghana, (Gold Coast), 234 316 Glen Austin, 356 Forest Town, 35 Gnodde, A.M.D., 452, 488-91, 490, 535- 6, 557

635 Goch, G., 53 Henley-on-Klip, 217 Gold, 18, 24, 26-30, 73-4 Heriotdale, 572 Goldberg and Zeffertt (Pty) Ltd, 34 Herschel, 117 Golden Gate Highlands National Hertzog, Gen. J.B.M., 131 Park, 394, 528 Highbury, 218 Gold Fields of South Africa Ltd, 488 Highveld, 9, 10, 16, 17, 18, 25, 26, 27, Gomsand, 297, 475 120, 606 Grabow, W.O.K., 401 Highveld power station, 406 Greater Johannesburg Transitional HIV/AIDS, 560-1, 601-4, 609 Metropolitan Council, 507, 509-10 Hobbs, L.D. (Dale), 380-1, 386, 387, Great Trek, 16 389, 413, 423, 425, 432, 433 448, 457, Greater Transitional Metropolitan 485, 488, 583 Council of Pretoria, 506, 509 Hoods, Willie, 404 Griffiths, J., 452 Holomisa Camp, 453 Griqualand West, 18, 22, 25 Houtkopspruit, 230 Group Areas Act No. 41 of 1950, 438 Hudson, W.E., 109 Hulley, R.,

Human Sciences Research Council (HSRC), 558 Hume Pipe Company (South Africa) H Limited, 108, 150, 152 Halfway House, 293 Hunter, W., 75 Hall, C.G., 203 Hursthill, 411 Hardwick, A.B., 359, 387 Hydrological Research Institute, 430 Harrison, G. 27, 28 Harrismith, 580, 586 Hart(e)beestpoort dam, 160-1, 414, 527, 561 Hattingh, S.J., 241 I Hawkins, J.C., 117-9 Idasa, See Institute for a Democraic Hay, William, 46 Alternative in South Africa. Hayward, S.A.S., 353, 411, 429 Identity, Institutional, 287-9 Hebron, 296, 336 Impala Platinum Ltd., 337 Heiberg, Chris, 242 India, 124 Heidelberg, 17, 18, 46, 47, 196, 198, Independent Electoral Commission 227, 254, 363, 576 (IEC), 490, 557 Heilbron, 476-8 Industrial and Commercial Holdings Group Ltd, 488

636 Index

Industrial revolution, SA, 20-5 87, 89, 91, 94, 99, 132, 141, 176, 192, Industrial unrest, 237-40, 326, 469-73 195, 196, 197, 214, 220, 255, 257-8, Informal urban settlements, 483-7 277, 294, 309, 324, 331-2, 334, 354, 361, 364, 366, 368, 373, 374-5 388- Ingham W., 76, 87, 88, 97, 101-3, 108, 90, 399, 410-11, 414 439, 480, 484, 110-1 503, 506, 519, 524, 528, 595, 597-8, Inkatha Freedom Party (IFP), 455 606, 607 Institute for a Democratic Alternative Johannesburg Consolidated in South Africa (Idasa), 457 Investments (JCI), 32, 566 Institute for Social and Economic Johannesburg Southern Metropolitan Research, 344 substructure, 506 International best practices, 585 Johannesburg Water, 591 International Water Association, 583 Johannesburg Waterworks and Irene, 196 Exploration Company, Ltd, 30, 31, Iron Age, 7, 9, 12, 24 32, 42, 46, 50, 64, 80, 100 Iron and Steel Corporation of South Jonathan, Leabua, 394 Africa (Iscor/Iskor), 131, 156, 164, Jordan, 588 204, 221, 231, 261, 358, 371, 405, Joubert Park, 81, 277 407-8 Jukskei River, 28, 61 Irrigation and Conservation of Waters Act No 8 of 1912, 134 Isando, 253

Ives, K.J., 319 Ivory, 21 K Izandla Ziyagezana, 582 Kagiso, 484, 595 Kalahari, 9

Karoo, 16 Karlson, A., 75 Kasan, H.C., 556 J Kasrils, R., 561, 580 Jagersrust, 298 Katlehong, 519 James, L.H., 398 Katse dam, 394, 396, 598 Jansen, E.G., 215 Kempton Park, 196, 198, 293, 489, 506 Jeppe, C. 62 Kendall power station, 429 Jeppe, Julius, 78 Kensignton, 572 Joel, Solly, 44 Khoi 2, 4, 9 Johannesburg, 28, 30, 32, 33, 34, 35, 36, 41, 43, 44, 45, 46, 49, 51, 52, 53, 55-9, Khoisan 12 60, 62-3, 65, 70, 72, 76, 79, 83, 85, 86, Khumalo, A.P., 442

637 Kimberley, 18, 23-5, 27, 30, 206, 228, Laburn, R.J. 132, 231, 251, 260, 265, 269 267, 270, 286, 290, 299, 300-1, 305, Kimberley Waterworks, 107 307-10, 314, 345, 351, 362, 372, 426 Kinross, 261-2, 363 Labuschagne, G.J., 219 Kleinfontein, 361 Langerand, 258, 316 Klerksdorp, 117, 228 Laundry, 38 Klipdrift, 561 Language of record, Afrikaans, 241-2 Klipfontein, 61, 221, 254, 293, 316, Language of record, English, 492 4745-6 Leakages of pipelines, 354-62 Klipfontein Organic Products, 221, Leandra, 363 347 Leeuwkuil, 510 Klip river 1, 7, 41, 43, 45, 46, 47, 50, 56, Leeuwpoort, 356, 361 58, 90, 94, 208, 217, 218, 227, 300, Leeuwspruit, 401 308, 348, 349, 418, 526, 529, 607 Leitch, D., 75, 76, 89, 90, 91, 94, Klipplaatdrif No. 83, 210 Leith, G.E.C., 129, 183 Klipriviersberg, 12, 476, 572, 577-8 Leivoor, 28 Klipriviersoog, 64 Lekoa, 509 Klipspruit, 61, 174, 300, 310 Lekoa-Vaal, 587 Kliptown, 176, 195 Lekoa Vaal Metropolitan Council, Kopanong, 587 509-11 Kosmos, 297 Lenasia, 177, 519 Kotzé, G.J., 432 Leslie, J.P. 179, 184-7, 203-4, 206, 208-9, Kouga river, 381 213, 225-6, 228-9, 232 Kriel, J.P., 365 Leslie Gold Mines Ltd, 263 Kritzinger, B., 72 Lesotho, 14, 379, 393-7 Kroondal, 265 Lesotho Highlands Water Porject Kroonstad, 67 (LHWP), 380, 393-7, 380, 393, 396-8, Kruger, Hein, 340, 484 434, 472, 511-3, 517, 522, 537, 597-8 Kruger, SJP, 30, 49, 56, 59 Lethabo power station, 405-7, Krugersdorp 2, 78, 86, 87, 89, 154, 174, Letlape, M., 556 195, 196, 197, 255, 294, 295, 316, 483 Lewis & Marks, 65-8, 103, 110 Kwaggaspoort, 475 Leyds, G.A, 34, 70 KwaZulu Natal 2, 13, 528 Libanon, 218, 224, 255-6, 295, 316, 476, 574

Liebenbergsvlei, 394 L Limpopo Province, 18 Labour Party, 131

638 Index

Lindequesdrift (Also spelt Lindeque’s Makolokwe, 500 drift), 98, 102-4, 110, 114, 115 Maoto, A.L. 178 Linekar, A.W., 275, 278-9, 322 Malan, D.F. 193 Livestock, domestication, 3 Malan, M., 450, 452, 472 Logo, Rand Water, 468 Mamelodi, 576 Lombardy, 257 Mapleton, 332, 361, 366, 368, 475, 574, London, 51, 62, 93, 111, 124 576, 580 London University, 319 Maraisburg, 78, 175, 195, 197, 217, 294 London Water Authority (London Marico, 17, 477 Metropolitan Water Board), 76, 124 Marikana, 265 Loskop dam 158, 160, 414 Marienhof, 35 Louw, Foxy, 317-8 Market Research Africa (MRA), 540 Lowveld, 9 Markinor, 540 Lubout, K., 565 Marks, S, 56, 60, 67, 204, 215 Lusaka, 588 Martindale, 174 Lushaba, S., 584 Masakhane, Operation, 453-4 Lyttelton, 196 Masakhane Project, 507

Masilo, 12 Mason, C.E., 129 Matabele, 14 M Matla power station, 429 Mabopane, 296-7, 197, 336, 494, 497, Matlala, I, 598-9 499, 500, 561 Mavillon, 359 Macarthur Forester process, 36 Mayfair, 357 Macmillan, H., 234 Mayikane, J., 480 Magaliesberg 1, 266 Manyisanwe, A., 480 Magalies river, Mbekeni, M.M., 556 Magalies Water, 418, 478-9, 486, 561 McCallum, W., 72 Magid, E., 423 McCormack, Maj. W.M., 79, 83, 107, Majakaneng, 500 113 Mayikane, J., 480 McKinnon Chain (S.A.) Ltd., 222 Malibamatso river, 393 McMurray, N., 224 Maluti mountains, 379 Meadowlands, 176 Mandela, N.R., 495 Meerhof, 297 Makau, 363 Mellville kopjes, 10 Malay township, 86 Melrose House, 74

639 Meredale, 244, 255-6, 294, 316, 361, Mozambique, 326 368, 480-1 Mphozi, A., 480 MESHAWO, 543 Mpumalanga, 13, 18, 26, 403, 498-9, Methodist Church, 239 606 Metropoilitan Chamber, 447-8 Mugabe, Robert, 327 Metropolitan Chamber of Commerce, Muller, Mike, 488 493 Municipal State Farm and Allied Meyer, J.P., 46 Workers Union, 471, 473 Meyer’s Hill, 275, 280, 316 Murrayfield, 221 Meyerton, 196, 198, 258, 510 Myburgh, E., 299, 387-8 Mfecane, 13 Mzilikaze, 14, Middle East, 587

Midgley, D.C., 344, 436, 437, 458 Milner, Lord, Alfred, 82 Milner Park, 94 N Milpark Hospital, 479 Namibia, 112, 326, 593 Mine Workers Union of South Africa, Nancefield, 175 472 Napoleon, 20 Mining, deep level, 36 Natal, 16, 21, 112, 117, 215, 292, 362 Mkihize, M., 556 Natalspruit, 32, 300, 418 Mkontho we sizwe (MK), 237, 330, 489 National Institute of Personnel Mpumalanga, 26, 403, 499, 606 Research, 558 Modderfontein, 253, 293, 475, 500, 572 National Monuments Council, 289 Modder East, 316, 358 National Party (NP), 131, 193, 396 Mofokeng, D., 504 National Sorghum Breweries (Ltd), Mohlakeng, 484 584 Mokoena, H., 480 National Water Act 35 of 1998, 521, 530- Mokgatla, 12 2, 536, 583 Monomotapa, 24 National Water Research Institute, Mooinooi, 500 309, 347 Mooirivierloop, 418 National Petroleum Refiners of South Moretele, 561 Africa (Natref), 370 Moroka, 255-6, 362 Natural resources development council, 206 Morolong, 12 Ndwandwe, M., 480 Moshweshwe (1786-1870), 14, 394 Motlana, N.H., 453-4

640 Index

New Economic Programme for Okavango/Zambesi water system, African Development (Nepad), 533, 437 535, 584 Olifantsnek, 266 Newclare, 174 Olifantsvlei, 45, 48, 56, 310 Newlands, Olifants river, 261 New Canada, 325, 335 O’Meara, Maj, W.A.L., 70-1 New Vaal Collieries, Oppenheim, Baron E., 51 New York, 29 Operation Masakhane, See Masakhane New Zealand, 112 Oranjeville, 186 Ngobe, E., 547 Orange Vaal General Workers’ Union Ngubane, B., 553 (OVGWU), 470 Nguni, 13, 16 Orange River, 268, 279, 344, 393 Nigel, 196, 254, 262, 296, 363, 369, Orihuela, L.A., 328 Nile river, 111 Ostroch, 3 Nkageleng-Nkadimeng, H., 178 Oskraal, 500 Northcliff, 257, 411 Oxford University, 488 Northumbrian Group, 586

Northridge, 316 Northern Free State Water Board (NFSWB), 259-61 P Northwest Province, 12, 478, 494, 499, 606 Paardekraal, 486 North West Water Supply Authority Paarlshoop, 176, 357 (NWWSA), 499 Pageview, 173 Norweto, 483-4 Palestine, 124 Ntlekiso, M., 480 Palmiet, 274, 275-7, 294, 298, 311, 476, Ntsuanatsatse, 11 574, 580 Nuclear fission, 233 Pan Africanist Congress (PAC), 237, 455 Nyanga, A., 480 Panfontein No. 86, 210, 399, 580 Paris, 51 Parktown, 35, 94

ParryDavis, R., 408 O Parys, 53, 105, 396 Oberholzer, J.F., 400, 412, 413, 421, Peacehaven, 230 425, 464 Pendale, 218 Odi, 496, 499-502, 586, 595, 596, 580 Petroglyphs, Barrage, 5

641 Phillips, Lionel, 25, 62 R Phiritona, 477 Railways, 39, 59, 60, 89, 195, 197, 246, Phomelong, 255 321 Piche, M., Ramaqabe, R., 471 Pienaar, S.W., 287 Ramasimong, M., 556 Pilgrim’s Rest, 18, 26 Randburg, 257-8, 294 Pipelines, 150-1, 157-9, 191-3 Randfontein, 73-4, 174, 196, 294-5, 298, Pollution, 41-3, 184-7, 225-33, 299-304, 316, 458, 484, 589 369-73, 397-405 Rand Afrikaans University, 401 Population, 43-4, 86, 120, 191-2, 269 Rand Daily Mail, 410-1 Poqo, 238 Rand Mines Power Supply Co. Ltd, Port Elizabeth, 21, 57 134 Porter, Dr. C., 90-1 Rand Water Board Private Act, No. 18 of 1914, 175, 185 Portuguese, 326-7 Rand Water Board Private Act, No. 11 of Potchefstroom, 17, 53, 107 1949, 202 Pretoria, 17, 18, 29, 44, 65-7, 70, 105, Rand Water Board Statutes (Private) 156-65, 196, 197, 217, 221 , 253, 266- Amendment Act No. 29 of 1964, 243 7, 280, 293, 297, 307, 312, 316, 336, 359, 336, 345, 359, 360, 361, 364, 399, Rand Water Board Statutes (Private) Act 414-6, 418-9, 422, 425, 437, 483, 488, No. 17 of 1950, 203 506, 519, 576, 607 (Also see Rand Water Board Supplementary Water Tshwane) Supply (Private) Act No.18 of 1914, Pretoria-Witwatersrand-Vereeniging 134 (-Sasolburg) 166-7, 280, 345, 364, Rapport, 460 398, 400, 425, 427, 437, 455 Raubenheimer, Braam, 362, 364 Procurement policies, 592-3 Reconstruction and Development Progressive Federal Party (PFP), Plan (RDP), 491-2, 495, 496-500 Purchas, T.A.R., 77 Redan, 7 Project Dolphin, 590 Refengkgotso, 477 Protea cyneroides, 194 Reitz, F.W., 67 Reservoirs, 48, 153, 313-6

Residensia, 258 Re-use of water, 307-13 Richards Bay, 312 Q Riekert commission, 439 Quality of water, 122-4, 304-6, 562-5 Rietfontein, 61, 219 Queenswood, 221 Rietspruit, 115, 231, 310, 526 Quinn, J.W., 73

642 Index

Rietvlei, 289, 391-3, 463, 466, 470, 472, Schumacher, R.W., 78 488, 544, 578, 579 Scotland, 37 River Property Owners’ Association, Scott, Orin, 460 527 Scowsas, See Standing committee on Roberts, Lord, 70 water supply and sanitation Robinson, C.P. 215, 216, 218, 222, 253, Sebokeng, 302, 231, 310, 338, 339, 340, 255, 268-70, 454, 510, 595 Roodepoort, 78, 86, 87, 89, 175, 197, Secunda, 363, 576 255, 294, 316, 364, 484, 503, 519 Security Association of South Africa, Roodewal, 279 330 Rooikop, 61 Segwelane, 500 Rosebank, 390 Selcourt, 247, 261, 316 Rosettenville, 361 Senqu river (See also Orange river), Rosslyn, 267, 282, 296 394 Rothdene, 510 Setati, I., 480 Rouiliot, G., 72 Sharpeville, 235-6, 438, 454 Ruhrgebiet, 403 Sheep farming, 20’ Rustenburg, 17, 18, 264-5, 282, 294-5, Shell oil company, 313 298, 316, 458, 478-9, 485, 561, 591, Soshanguve, 519 607 Signal Hill, 164, 316, 355 Rustenburg Platinum Mines Ltd., 265- Simmer & Jack, 95 6, 337 Sinoville, 221 Rynfield, 368 Sivewright, James, 30, 32 Sliding scale tariffs, 414-6, 427 Slovo, J., 503

Smit, A.S., 387 S Smith, Ian, 327 San, 2 Smuts,Gen. J.C., 131 Sanbonani accord, 499 Sophiatown, 174 Sandton, 258, 294, 390, 416, 426, 421, Sotho, 10, 11, 338 422, 423, 483, 504, 589 South African Air Force, 528 Sasol, 207-8, 232, 330, 352, 371, 390, South African Breweries (Ltd), 584 401-2 South African Chamber of Business Sasolburg, 204, 259, 261-62, 298, 308, (SACOB), 558 316, 330, 345, 357, 365, 370-1, 371, South African Electrical Workers’ 477, 503, 526 Association, 473 Schoemansville, 297

643 South African Institute for Medical St. John Carr, W 77 Research, 122, 226, 304, Stone Age 2, 7, 9 South African Institute of Race Stoop, J., 596 Relations, 454 Stow, 3 South African Municipal Workers’ Struben’s Valley, 27 Union (SAMWU), 472, 545 Struben brothers, 27, 28 South African National Accreditation Suez Lyonnaise, 586 System (SANAS), 600 Sundra, 263-4 South African National Civics Organisation (SANCO), 455 Sunnyside, 336 Soweto, 86, 174, 256, 295, 327-8, 329, Swazi, 338 332-5, 337, 339, 340, 379, 442-5, 447, Swaziland, 532 511, 519, 520, 524-5, 528, 566, 596 Swaziland Water Services Soweto Civic Association, 447 Corporation (SWSC), 532 Soweto Peoples’ Delegation, 444-5,

447 Spanish influenza, 120 Springfield collieries, 229 T Springs, 74, 86, 87, 88, 89, 99-101, 132, Taaibosch, 406 174, 195, 197, 261, 316, 337, 339, 340, 358, 361, 363, 368, 370, 520, 576 Taaiboschspruit, 322, 526 Staib Stree, 94 Tariffs of water, 83-5, 323-5, 375-8, 412, 414-6, 420, 422-3, 425, 427, 431- Stallebras, J.L. 382-4 4, 436, 459, 461, 479, 491 Stallebras committee, 382-4 Taylor, Henry Worsley, 80 Standerton, 349 Technology, 8, 20, 24, 32, 37, 41, 113-4, Standing committee on water supply 147, 150-1, 189, 223-6, 243, 251, 273, and sanitation (Scowsas), 488-9 285, 295, 317, 341-5, 346, 372, 458, Steenkoppies, 480-3, 525, 538, 563-4, 572-4, 579, Stegmann, H.C., 286, 331, 337, 362, 380 588, 591, 595, 598, 600, 608-9 Stephenson, D., 346, 361 Telemetering, 225-6, 343-4 Sterkfontein 1 Telkom, 540 Sterkfontein dam, 290-2 , 414, 418, 598 Tembisa, 519, 523-4, 528, 594, 596 Stevenson, J.H., 157 Thebahali, D, 334 Stewart, T.L. 43, 57 The Star, 390, 421, 433, 459 Stewarts & Lloyds of South Africa, Thlabane, 595 Ltd, 139-40, 222, 229 Thokoza, 339, 340, 447, 528, 595 Stilbaai, 5 Three Rivers, 348 Stilfontein, 428 Total onslaight, 379

644 Index

Transformation, 598-9 United States of America (USA), 299, Transvaal, 16, 18, 28, 52-4, 70, 72, 99, Universal Declaration of Human 279, 322, 383, 401, 403, 404, 405, 444, Rights, 234-5, 536 606, 607 University of Cape Town, 386, 488, Transvaal Medical Society, 42 494 Transvaal provincial administration University of Pretoria, 304 (TPA), 441-7, 451-3, 455 University of Natal, 381 Trans-Caledon Tunnel Authority, 395 University of South Africa (Unisa), Trebicki, D.D.T., 361 432 Trichardt, 261, 361, 363 University of the Free State, 344 Trypanosomiasis, (sleeping sickness), University of Wales, 584 10 University of the Witwatersrand, 344, Tshwane, 591, Also see Pretoria 346, 361, 386, 430, 437, 458, 488 Tsitsikama, 21 University of Zululand, 584 Tswana, 9, 10, 338 Upper Wilge river, 527 Tukhela, 251, 270, 290-93, 297, 324, Urban Bantu Councils (UBCs), 438 521, 527-8, 569 Usuthu Vaal transfer scheme, 569 Turffontein, 46, 95, 154

Tutuka power station, 429 Tyson, P., 430

V Vaalharts, 228

Vaalkop, 478, 561 U Vaal augmentation planning study, Ubunthu Village, 589 (VAPS), 570 Udwin, M, 145, 151, 153, 160, 168, 169, Vaal Barrage Conservancy, 527 175 Vaal dam (Originally called Uitlanders, 28 Vaalbank) 136, 142-5, 208, 246, 251- Uitvlugt, No. 84, 210 2, 261, 264, 267-8, 278-9, 282, 298, United Chemical Industries and 303-4, 330, 343, 348-50, 364-6, 369, Allied Workers Union of South 373, 394, 402, 410, 414, 416, 421, 424, Africa, 472-3 432, 485-6, 513, 528, 538 United Democratic Front (UDF), 440 Vaalharts, 143, 147-8, 268, 281 Union Steel Corporation (USCO), 106, Vaal river, 35, 44, 48, 49, 50, 51, 52-3, 131, 137, 139, 222, 230 55-6, 60, 62, 63, 65, 67, 89, 98, 101-3, 115, 136-7, 140-2, 186-7, 197, 203-5, United Nations Organisation, 298-9, 207, 232, 238, 246, 250, 252, 256, 261, 328, 395, 593 268, 269, 278, 279, 280, 281, 290-1,

645 298, 300-4, 305, 324-5, 341, 343, 345, Verwoerdburg (Centurion), 293 348, 349, 351, 366, 369, 371, 376, Victoria Falls Power Company, 133 379, 396, 397, 401, 405, 408, 411, 430, Vierfontein, 41, 46, 55-6 521, 526-8, 607 Vierfontein Gold Mining Company, Vaal river catchment, 184-7, 344, 371, 46 537 Vierfontein Syndicate, 35, 48, 55, 61, Vaal River Development Act, No. 38 of 65, 80 1934, 137, 139 Viljoensdrift, 133, 149 Vaal River Safety Association, 527 Village Main, 373 Vaal Triangle, 204-5, 207, 215, 222, Village Main Reef, 95 231, 316, 330, 335, 338, 339, 340, 348, 350, 370, 409-10, 413, 484 Village pumping station, 141 Valashiya, G., 480 Vivendi, 586 Vanderbijlpark, 196, 198, 204, 231, 258, Vlakfontein, 366-8, 475 261, 302-3, 308, 310, 370, 416, 430 Volksraad, 28, 44, 50, 52, 60, 62 Value added tax (VAT), 512 Voortrekker centenary celebrations Van der Merwe, S.W., 242 (1938), 180 Van der Westhuizen, G.J., 238, 387 Vorster, J.P., 241 Van Lingen, S.L., 190, 195 Vorstman, L.G. 44, 45, 48, 49 Van Rensburg, A., 513 Vos, L., 415 Van Vliet, H., 429 Vosloopark, 349 Van Zyl, J.J.B., 336 Vosloorus, 444, 576 Van Zyl, O., 441, 451-2 Vrededorp, 173 Van Zyl Slabbert, F., 446 Venda, 338 Venterspost, 196, 198 Vereeniging 1, 60, 69, 93, 98, 102-3, W 105, 106-8, 110, 115, 125, 131, 134, Wadeville, 444 149, 165-6, 189-90, 196, 197, 204, Wanderers Club, 44 211, 229-30, 236, 258-9, 271-4, 279, 302, 308, 316, 323, 331, 341, 342, 345, Water Act No. 54 of 1956 , 203-5, 300, 348, 349, 357, 364, 370, 372, 405, 408, 383 472, 474, 556, 559, 580, 587 Watermeyer, R., 592 Vereeniging Estates, 110, 133, 139-40, Waterval, 294, 316 154, 210 Water demand management, 520-7, Vereeniging/Kopanong substructure, 593-7, 596 587 Water Dome, 589 Vereeniging pumping station, 115 Water Laws Rationalisation Act, No. 32 Vereeniging, Treaty of, 69, 73, 106 of 1994, 508

646