The 11th of November 2025 marked 100 days in office for Railway Safety Regulator CEO Brian Monakali. Through the thoughts of the man himself, we take a look back at his journey so far.
For Railway Safety Regulator (RSR) CEO Brian Monakali, his first 100 days in office have been both energising and profoundly instructive.
He’s had the privilege of engaging directly with employees, operators, government partners, suppliers, and other stakeholders across the country, with these interactions sharpening his perspective on what the Regulator must prioritise as it transitions into a new era shaped by the Railway Safety Act, no 30, 2024.
A standout moment for him was the Rail Industry Safety Workshop, where more than 200 participants discussed the practical implementation of the new Railway Safety Act and its impact on stakeholders. The workshop helped shape technical roadmaps and standards for engineering, operations and technology, while also outlining how the RSR will work with industry partners to support the future of rail safety in South Africa.
“Seeing the commitment of our staff and the industry’s appetite for a safe rail recovery has been deeply rewarding,” Monakali says. “My 25-year journey across mining and rail has taught me that progress is a collective exercise. My leadership philosophy is anchored in participation, transparency, and collaboration.
“I believe in creating the conditions for people to contribute meaningfully and then holding the organisation to a disciplined, values-driven execution. My role is to listen, synthesise diverse perspectives, and guide the organisation along an inclusive path that balances operational continuity with bold, strategic transformation.”
Strategic imperatives
In what has been an intensive and productive start, Monakali has managed to establish the CEO’s Safety Forum, a dedicated platform for driving collaborative, practical solutions with operators. Its impact is already being felt, with it shifting the tone of engagement between the Regulator and the industry at large.
Equally important has been his comprehensive review of RSR’s strategic plan, with Monakali “modernising the organisation’s regulatory posture by building a more data-driven, risk-based, and forward-looking strategy”.
“The revised strategy is set to strengthen our oversight capabilities and positions the RSR to respond decisively to emerging safety risks,” he continues.
The strategic sessions used by Monakali to review, align, and tweak the organisation’s strategy have proved to be invaluable, helping him to settle into the role quicker than expected.
Holistically, they have provided a clear, unfiltered view of each department’s strengths, constraints, and strategic pain points, but, more importantly, they have revealed the depth of technical expertise within the RSR, an asset Monakali wants to leverage more deliberately.
“These engagements helped align our teams behind a common direction and highlighted the importance of data-led decision-making as a foundation for a modern, high-performance regulator,” he explains.
Stakeholder engagement and field visits
Engagements with internal and external stakeholders have been “constructive and refreshingly candid” for Monakali.
Having met with established operators as well as new entrants, the message he has received has been consistent: The sector welcomes the RSR’s shift from a policing-centric approach to a partnership-based model of regulation under Monakali stewardship.
“Our conversations have focused on reducing safety incidents, protecting lives and assets, and building a stronger culture of safety. There is recognition that the Act provides the framework, however, collaboration provides the momentum,” Monakali insists.
His field visits to various level crossings, stations, depots, and other operational sites have also proven to be beneficial, as he believes visibility is key when it comes to closing the gap between what policy prescribes and what operators experience on the ground.
“Site visits provide irreplaceable insight into operational realities, allowing us to design regulatory interventions that are grounded, practical, and effective,” he explains.
His inspections of the Buttskop Level Crossing in Cape Town and the Witbank Main Level Crossing also highlighted the real-world risks communities face daily.
“Experiences like these reinforce the value of evidence-based regulation and ensure that our actions reflect the true conditions on South Africa’s rail network,” he adds.
Building a successful RSR
For Monakali, a successful railway safety system is one where preventable incidents decline significantly, where safety culture is embedded across every level of the industry, and where infrastructure is robust and well-maintained. It is also one where the public has confidence that the rail system is safe, reliable, and fit for purpose.
Therefore, his vision aligns strongly with where the RSR is heading.
“I want to build a modern regulator that is proactive rather than reactive, data-driven rather than intuition-driven, and collaborative while remaining firm on compliance. We are on the right path, but we must accelerate safety,” he avers.
In terms of what he is targeting to ensure enhanced rail safety and performance, one of his central goals is to strengthen regulatory oversight by sharpening the entity’s risk-based inspections, improving early detection of emerging hazards, and applying firmer enforcement thresholds where necessary.
Alongside this, Monakali has instructed that a renewed emphasis be placed on infrastructure integrity, with particular focus on high-risk corridors and level crossings where the impact of safety failures is most severe.
“A major enabler of this shift is the modernisation of our regulatory systems, especially through the rollout of the National Information Management System (NIMS), which will enhance the digitisation of safety permits, streamline incident reporting, and provide real-time performance insights,” he explains.
“Above all, I am committed to embedding a safety-first culture across the industry, one grounded in shared responsibility, consistent compliance, and public trust. The ultimate objective is clear: to move railway safety from aspiration to measurable, demonstrable improvement across the network.”
As we look to the future and his duties beyond the first 100 days, the potential to change the trajectory of public transport safety, especially for vulnerable communities, is what drives Monakali, but it is going to take hard work and dedication to the cause.
“South Africa’s rail sector is at a turning point. The Act has given us a stronger foundation, but what excites me most is the sector’s willingness to embrace transformation. We have an opportunity to rebuild trust in rail, modernise our regulatory tools, nurture new operators, and restore rail as the backbone of a safe and efficient transport system,” he concludes.
Brian Monakali’s message to stakeholders and the rail industry at large
“We cannot build a safer rail system in silos. I am committed to a leadership approach that values partnership, transparency, and accountability. With your support, we will modernise how we regulate, elevate safety performance across the sector, and create a system where every journey, whether for work, school or freight, is protected. Together, we can rebuild public and business confidence in rail and deliver a network that supports South Africa’s economic and social ambitions.”