PRASA Doubles Passenger Trips to 77 Million in 2024/25, Achieves Unqualified Audit Amid R21 Billion Infrastructure Boost
Johannesburg – The Passenger Rail Agency of South Africa (PRASA) has seen passenger trips soar to 77 million in the 2024/25 financial year, a sharp rise from 39.4 million the year before. This growth shows the agency’s push to fix and modernise its network, making trains a better choice for commuters. PRASA Group Chief Executive Officer (GCEO) Hishaam Emeran shared these wins at a media briefing in Johannesburg on Wednesday, where he unveiled the 2024/25 Group Annual Report.
The report paints a picture of strong progress, with better operations, more jobs, and a focus on turning South Africa into a big building site. Emeran said the agency’s work is not just about spending money but investing in the country’s future. “This was not just spending – it was strategic investment in South Africa’s economic future. Not only did our capital investment help accelerate our recovery and modernisation programme, but also created and sustained 12 988 direct jobs. More importantly, this investment induced 71 730 additional job opportunities across the economy, bringing the total job impact to 84 718 jobs created and job opportunities during the year, contributing towards economic stimulation,” he said.
The agency hit a 93% overall performance level, up from 87% last year – its best in over ten years. This upward trend over three years matches the goals in its Annual Performance Plan (APP). A big milestone is PRASA’s first unqualified audit opinion in nine years, showing better controls and less waste. This clean bill from the Auditor-General follows years of tough audits, marking a key step in rebuilding trust.
Passenger Growth Fuels Recovery Across Regions
PRASA’s comeback is clear in the numbers, with trips doubling thanks to more reliable services. “Across every region, we have registered momentum. Gauteng delivered 40.7 million trips, the Western Cape 22.7 million, KwaZulu-Natal 12.7 million, and the Eastern Cape 670,000 trips. We expect the growth in passenger trips to grow across the PRASA network,” Emeran noted.
This boost comes from running more trains on time. Out of 208 254 planned services, PRASA ran 202 358 – a 91% on-time rate, with just 3% cancellations. “On-time performance is one of our most important metrics. Given that many of our passengers take the train to get to work, our on-time performance guarantees that they will get to work on time. This operational discipline, combined with our progressive deployment of modern rolling stock, is why passengers are choosing rail again,” the GCEO explained.
The agency has brought back 35 of its 40 lines, with 70% now fully up and running. Key wins include fixing corridors like Johannesburg–Roodepoort–Randfontein and adding more trains on busy routes like Saulsville–Pretoria and Germiston–Pilot–Kwesine. These changes have cut travel times and drawn more riders back to rail.
R21 Billion Capital Spend Drives Jobs and Modernisation
PRASA deployed R21.1 billion in capital expenditure against an allocation of R11.6 billion, showing a strong focus on fleet upgrades, fixing tracks, and modern tech. Emeran called this spend a smart move for the economy, creating 12 988 direct jobs and sparking 71 730 more across other sectors – a total of 84 718 job opportunities.
The Rolling Stock Modernisation Programme is moving ahead, with the electric multiple unit (EMU) fleet growing from 96 to 134 units. “The majority of our corridors now run the modern EMU fleet,” Emeran said. By March 2025, PRASA had received 268 new trains, with 60 delivered in 2024/25 and over 70% in use. This shift from old trains to new ones has made services safer and more reliable.
New signals went live on three key lines in KwaZulu-Natal and the Western Cape, allowing trains to run closer together and more often. The agency fixed up 46 stations, beating its goal of 40, bringing the total working stations to 313 out of 468. These fixes have made stations better for users and helped bring back passengers.
Safety and Compliance Take Centre Stage
Safety is a top goal for PRASA, and the report shows progress. The agency kept its three-year Railway Safety Regulator permit, valid until August 2025, and closed 144 of 200 old improvement orders. This proves its safety systems are getting stronger.
Despite the good news, revenue from Metrorail hit R396.6 million but missed targets due to ticketing glitches, refunds for delays, more season tickets, and put-off fare hikes. “We are implementing targeted interventions – stabilising ticketing systems, refining customer policies, and proceeding with planned fare adjustments to ensure patronage growth translates into sustainable revenue streams,” Emeran said.
From 1 April 2025, PRASA moved its revenue and property arms to the subsidiary Intersite Asset Investments. This aims for long-term money stability through property deals. In 2024/25, commercial income reached R708 million, beating the R675 million budget by 5%.
Big projects include the Cape Town Station Mixed-Use Development, The Lab on Park Student Accommodation in Braamfontein, Goodwood Social Housing in Cape Town, and Dieprivier affordable housing. “Our Transit Oriented Development approach to property developments with our partners will continue to be a significant driver of growth and future revenues. Twenty four out of 26 development leases finalised are in the pipeline, and worth approximately R7.8 billion,” the GCEO added.
Intersite is also going green with renewable energy, like the 1 MW solar plant at Durban Station now being built.
Unqualified Audit: A Milestone After Tough Years
PRASA’s first unqualified audit in nine years is a big win, following years of disclaimers and qualified opinions. “We received an unqualified audit opinion from the Auditor General, a clear demonstration of the strides we have made in our control environment,” Emeran said.
Governance has improved, with the Audit & Risk Committee noting steady PFMA compliance, wider audit coverage over 52 checks in 42 areas, and strong quality controls. While issues linger in finances, supply chains, and discipline, fixes are in place with clear progress each year.
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