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SPECIAL EDITION 2025
Newsletter
INSIDE THIS ISSUE
SECTOR
UPDATES
THE FUTURE OF
BUSINESS: HOW
ESG IS REDEFINING
SUSTAINABILITY AND
RESPONSIBILITY
INSPECTION
HIGHLIGHTS
WSS SECTOR FOCUSED
BUDGET ANALYSIS
NATIONAL WATER SUPPLY SANITATION COUNCIL
2026 WATER SUPPLY AND 2026 WATER SUPPLY AND
SANITATION BUDGETSANITATION BUDGET
CONTENTS
3 EDITOR’S NOTE
4 DIRECTOR’S FOREWORD
5 2026 WATER SUPPLY AND SANITATION SECTOR BUDGET ANALYSIS
7 INSPECTION HIGHLIGHTS
11 SECTOR UPDATES
14 2025 BATTLE OF THE BRAINS PRIMARY SCHOOL QUIZ: INSPIRING YOUNG WATER
CHAMPIONS!
16 THE FUTURE OF BUSINESS: HOW ESG IS REDEFINING SUSTAINABILITY AND RESPONSIBILITY
16 WATER SUPPLY AND SANITATION SECTOR CHOLERA PREPAREDNESS
17 CREATING A MENTAL HEALTH-FRIENDLY WORKPLACE CULTURE
18 CROSSWORD PUZZLE
ABOUT NWASCO
The National Water Supply and
Sanitation Council (NWASCO) was
established under the Water Supply
and Sanitation (WSS) Act No. 28 of
1997 (as amended by Act No. 10
of 2005); with the core mandate
to regulate the provision of WSS
services in Zambia
Vision
A world-class Regulator of Water
Supply and Sanitation Services
Mission
To effectively regulate the provision
of water supply and sanitation that
ensure safe, adequate, ecient and
sustainable service delivery for all
Core Functions
Licence providers
Advise the Government on water
supply and sanitation matters
Establish and enforce sector
standards and guidelines
Advise providers on procedures
for handling complaints from
consumers and
Disseminate information to
consumers on water supply and
sanitation issues.
Core Values
Integrity
Innovation
Transparency
Accountability
Respect
Gallantry
Equality
Teamwork
Professionalism
SOCIAL MEDIA HANDLES
National Water Supply and
Sanitation Council
NWASCO ocial page @nwassco
164 Mulombwa Close, Fairview Lusaka
P.O. Box 34358,
+ 260 211 226941/2,
+ 260 977790138
+ 260 211 226904
mails@nwasco.org.zm
www.nwasco.org.zm
Toll free for complaints : 5252
Ensuring better services and fair value
Newsletter
2
Newsletter 3
Editor’s Note
community member working to
enhance access to clean and safe
water and sanitation.
In this edition, we also explore
timely and thought-provoking
topics. With conversations around
ESG (Environmental, Social,
and Governance) taking center
stage in the business world, our
guest contributor, Loisa Mbatha,
shares insights on Redening
Sustainability and Responsibility.
As we are in the rainy season ,
we take a closer look at the water
supply and sanitation sector’s
cholera preparedness , a critical
issue that affects countless lives
every year.
And because wellness begins
with a healthy mind, our Wellness
Column features Mwape
Mwanakatwe, who offers practical
guidance on improving mental
well-being in the workplace — a
topic that resonates deeply given
how much time we spend at work.
Thank you for reading and for
being part of the Water Voice
community. Together, let’s
continue the conversation and
champion a future where safe
water and sanitation are a reality
for every Zambian.
Warm regards,
Best Regards.
Mpunga Chipepo Simukwai
Editor
EDITORIAL TEAM
Hello readers,
Welcome to this special
edition of The Water
Voice! In this issue,
we turn our focus to the 2026
National Budget, presented in
September 2025, and what it
means for Zambia’s Water Supply
and Sanitation Sector.
The national budget is more than
a collection of gures, it reects
our country’s priorities and sets
a roadmap for progress. In these
pages, we unpack what the
allocations mean for communities,
spotlight opportunities for growth
and innovation, and amplify
voices from the eld on how these
changes could transform lives
across Zambia.
Our goal is to provide clear,
practical, and relevant information,
whether you are a policymaker,
development partner, customer or
Lloyd Beensi - Technical Inspector -
Sanitation
Chrispin Lukwanda - Resource Center
Information Ocer
Curtis Muleya - Technical Inspector Water
James Kasongo - Financial and Commercial
Management Inspector
Mandamu Matildah Mayowe - Public
Relations Ofcer
Newsletter 3
Newsletter
4
DIRECTORS FOREWORD
The water supply and sanitation
sector is facing several major
challenges and in the recent
past including the effects of the
COVID-19 pandemic, the 2023/24
Cholera outbreak, the drought
during the 2023/24 rainy season,
and high cost of providing water
supply and sanitation services
without a corresponding increase in
water supply and sanitation tariffs.
These impacts have been varied
and ultimately affected service
delivery. Specically, the sector has
experienced increased equipment
failures due to inadequate
maintenance; drying of raw water
sources leading to reduced water
production and compromised water
quality, extended load management
hours affecting water supply; high
levels of Non-Revenue Water (NRW),
vandalism and theft of water and
sanitation infrastructure such as
water meters and manhole covers.
Others are water pollution from
mining, manufacturing, and farming
activities, encroachment on water
and sanitation facilities, rising costs
of service provision and increasing
liabilities.
The government has made
notable efforts to address the
above challenges which include
infrastructure developments
to replace outdated equipment
and expand into unserved areas,
rehabilitation and construction of
new dams as well as development
of strategies to reduce NRW.
Also NWASCO’s has embarked
on activities aimed at enhancing
operational eciencies among
them the development of various
guidelines such as ICT, Commercial
Operations, Energy Eciency
Management, Asset Management
and Private Sector Participation
for WSS that will culminate into
sustainability in service delivery.
Stakeholders have also stepped up
to address some of these challenges
and provided crucial support.
Notwithstanding these efforts,
it goes without saying that to
ensure long-term sustainability in
service delivery, more investments
are needed in the sector through
increased budget allocations and
disbursements, as well as cost
recovery tariffs. This aligns with one
of the sector’s core principles, which
calls for government to prioritise
spending and increasing budget
allocations to the sector. In the
2026 budget address by Honourable
Dr. Situmbeko Musokotwane, MP,
Minister of Finance and National
Planning, delivered to the National
Assembly on Friday, September 26,
2025, brought renewed hope for the
sector. The address highlighted key
government policy directions on
sector funding including the need for
a cost recovery tariff for water supply
and sanitation services and VAT
zero rating of input costs for service
provision. This demonstrates
the government’s commitment to
ensuring sustained water supply
and sanitation services for all.
Kelvin Chitumbo
DIRECTOR
Newsletter 5
2026 WATER SUPPLY AND SANITATION 2026 WATER SUPPLY AND SANITATION
SECTOR BUDGET ANALYSISSECTOR BUDGET ANALYSIS
Continued on page 6 >>>
MAIN FEATURE
At a Glance
Key Highlights Figures
Total 2026 Budget ZMW 253.1 billion (27.4% of GDP)
Water Sector Allocation 1.06% (K2.69 million) under MWDS
Increase in CU Support +324% (from K26.5m to K112.4m)
Annual CU VAT Cost Savings Approx. K103 million
Sector Revenue Gap K1.25 billion
Coverage from New Measures 15% of annual revenue gap
1. Budget Overview
On Friday, 26th September 2025, Honourable Dr.
Situmbeko Musokotwane, MP, Minister of Finance and
National Planning, presented the 2026 National Budget
to the National Assembly. The proposed budget totals
ZMW 253.1 billion, equivalent to 27.4% of GDP, with
81.6% expected to come from domestic revenues.
The remaining 4.8% will be supported by grants from
cooperating partners, and 13.6% through borrowing.
The budget theme — “Consolidating Economic and
Social Gains Towards a Prosperous, Resilient, and
Equitable Zambia” — reects the government’s focus on
sustaining growth, reducing poverty and preparing for
the transition from the 8th National Development Plan
(NDP) to the forthcoming 9th NDP.
2. Budgetary Allocation to the Water Sector
The water sector, managed under the Ministry of Water
Development and Sanitation (MWDS), comprises two
main programs: Water Resource Management and
Development (WRMD) and Water Supply and Sanitation
(WSS). Despite repeated commitments to allocate at
least 5% of the national budget to the water sector,
priority spending has continued to show a downward
trend as seen from the 2026 sector allocation which
stands at only 1.06%. This raises concerns about the
As can be seen from graph 1 above, the 2026 budget
has the lowest percentage allocation to the water sector
over the last years, highlighting decreasing priority
spending. However, the allocation has increased in
absolute gures as can be seen in graph 2 below. This
shows the efforts being made by government to support
the sector, which need to be enhanced:
Graph 1: Share of Budget (%)
% of the total budget
2.00%
1.20%
0.40%
1.60%
0.80%
2.00%
1.80%
1.00%
0.20%
1.40%
0.60%
20222021 2023
Years
2024 2025 2026
1.81%
1.27%
1.44% 1.49%
1.13% 1.06%
Graph 2: Budget Allocation Trends
(K’billion)
Bil Kwacha
3.00
100
2.00
2.50
0.50
-
1.50
2.17 2.20 2.27 2.13
2.46 2.69
sector’s ability to achieve universal access targets
under SDG 6 and Zambia vision 2030.
Newsletter
6Newsletter
6
MAIN FEATURE
3. Financing Needs of the Water Supply and Sanitation
Sector
The Water Supply and Sanitation (WSS) Sector relies
on three key nancing sources: tariffs (user payments),
taxes (government support), and transfers (donor or
partner contributions). Of these, tariffs are considered
the most sustainable. However, no tariff reviews have
been conducted since 2019, resulting in a drop in average
operation and maintenance cost coverage by billing
from 119% (2018) to 76% (2024). Currently, CUs spend
an average of K18 to provide WSS services but charge
only K7.9. This gap has created a K1.25 billion revenue
shortfall annually, intensifying the sector’s reliance on
government subsidies to support operations.
4. 2026 National Budget Support to the WSS Sector
The 2026 budget introduces two notable measures to
improve the nancial position of Commercial Utilities
(CUs):
4.1 Zero-Rating the Supply of Piped Water
CUs pay about K103 million annually in VAT. By zero-
rating the supply of mains (piped) water, the government
aims to reduce CU operational costs, improve cost
recovery and enhance liquidity through timely VAT
refunds. This reform is expected to provide much-
needed nancial relief to the utilities.
4.2 Increased Budgetary Support
Governments support to CUs has been increased by a
remarkable 324%, from K26.5 million in 2025 to K112.4
million in 2026. This increase demonstrates renewed
government commitment to strengthening CUs’
operational capacity, service reliability and nancial
health.
5. WSS Sector Outlook for 2026
The combined nancial interventions—zero-rating and
increased funding—are projected to provide about
K188.9 million in relief to CUs. However, this represents
only 15% of the total annual revenue gap to support
operations. The nancial interventions are also far below
the sector investment need of $4,081million for urban
areas reected in the National Urban Water Supply and
Sanitation Programme covering a period of 2011 to
2030. This translates to an annual investment need of
$204.05million (about K4,693million). Without further
structural reforms—particularly tariff adjustments and
eciency improvements—CUs may continue to face
nancial constraints in 2026.
6. Conclusion: Towards a Sustainable WSS Sector
The 2026 National Budget marks a positive step
toward nancial sustainability in the Water Supply
and Sanitation sector. The measures introduced will
offer short-term relief and enhance CU performance.
However, long-term stability will depend on a balanced
mix of progressive tariff reforms, operational eciency,
and strategic government and donor partnerships.
NWASCO remains committed to supporting evidence-
based reforms, promoting nancial prudence and
ensuring universal access to clean, safe and affordable
water and sanitation for all Zambians — a key pillar of
Vision 2030 and SDG 6.
The sustainability of our utilities
depends not just on government
support, but on a strong,
efcient, and fair system that
values water as the lifeblood of
development.”
Recently commissioned Kafulafuta Dam in Masaiti District
Newsletter 7
Newsletter 7
INSPECTION HIGHLIGHTS
Continued on page 8 >>>
The National Water Supply and
Sanitation Council (NWASCO) is
mandated by the Water Supply
and Sanitation Act No. 28 of 1997
of the laws of Zambia, to regulate
the provision of Water Supply and
Sanitation (WSS) services throughout
the country for eciency and
sustainability. NWASCO conducts
annual, in-depth inspections of all
11 Commercial Utilities (CUs) and
4 private schemes to assess their
compliance with the provisions of
the Act. A total of ve (5) in-depth
inspections were conducted during
the second and third quarter 2025.
I. Luapula Water and Sanitation
Company
The annual inspection of
Luapula Water and Sanitation
Company (LPWSC) was carried
out from May 5th to 9th, 2025. The
inspection included ve districts
under the jurisdiction of the
CUs, namely Mansa, Nchelenge/
Kashikishi, Kawambwa, Mwense,
and Samfya.
The summary ndings were as
follows:
1. Hours of supply were below
the Service Level Guarantees
(SLGs) – All districts visited
save for Mansa were failing
to supply water in accordance
with the SLGs. This was mostly
attributed to low voltage and
load management by ZESCO;
2. Non-adherence to Water
Quality Monitoring Guidelines –
Inaccurate reporting of residual
chlorine results for the 4th quarter
2024 and 1st quarter 2025 for
Mansa District and Failure to
meet the required pH levels of
treated water in Kawambwa
District. Further, there was
evidence of the CU using expired
residual chlorine reagents in
Samfya District. The CU also
failed to meet the required
number of residual chlorine tests
for the 1st quarter 2025.
3. Non-adherence to Commercial
Policy on Debt Management
- Some sampled previously
disconnected accounts were
being reconnected on basis of
them making a part payment on
the outstanding bill without being
put on payment plans. Further,
some sampled accounts in some
districts were allowed to accrue
huge bills without any form of
engagement.
4. Delays in making new connections
for fully paid-up applicants -
Delays were observed in Samfya,
Nchelenge and Mansa Districts.
Mansa District had a total of 37
outstanding fully paid applicants
for new water connections whilst
Samfya and Nchelenge had 6
apiece.
5. Failure to avail standard Bill of
Quantities to new applicants for
water connections – Mwense
and Nchelenge Districts were not
availing standard BOQs for new
connections contrary to the Tariff
Setting Guidelines.
6. Failure to adhere to approved tariff
for emptying of Onsite Sanitation
facilities - Review of sampled
quotations issued to customers
for emptying of onsite sanitation
facilities using the CUs vacuum
tanker established that the CU
was applying a wrong tariff to bill
customers.
7. Lapses in Implementation of
Performance Management
Systems – The CU was making
efforts to implement Performance
Management Systems (PMS).
However, interactions with staff
and review of sampled PMS
contracts showed incomplete
and late signing of PMS contracts
including a lack of SMART
indicators;
8. High Non-Revenue Water – All the
district visited had a high NRW
above the sector benchmark of
25%. For example, in March 2025,
Mwense, Kawambwa and Mansa
recorded 70%, 77% and 65%
respectively. Interactions with
staff established that despite the
CU having a Corporate Strategy
to address the high NRW, some
districts did not have their own
strategies to address it.
Child in Luapula Province demonstating how water is drawn minus use of the meter
Newsletter
8
Continued o pag 9 >>>
II. Kafubu Water and Sanitation
Company
The annual inspection of Kafubu Water
and Sanitation Company (KWSC) was
conducted during the period 16th
to 18th June 2025. The inspection
covered three districts namely Ndola,
Luanshya and Masaiti.
The summary ndings were as follows:
1. Poor debt management - Some
accounts with high outstanding
bills remained active without any
signed payment plans. Further,
some sampled accounts that
defaulted on payment plans were
still receiving water.
2. Lapses were observed in Water
Quality Monitoring -. It was
established that the CU’s testing
equipment for colour was in a
dysfunctional state and the CU
did not have a Water Safety Plan
as required under the Water
Quality Monitoring Guidelines.
3. Lapses in billing contrary
to NWASCO Tariff Setting/
Accounting Guidelines - Some
disconnected accounts did not
have disconnection fees posted
despite having been captured
as disconnected. It was also
observed that some accounts
identied as having damaged/
stuck meters were not accurately
billed on estimate based on
previous month’s consumptions.
4. Low collection Eciency -The
CU’s collection eciency was
generally low at 56% for May
2025. The average collection
eciency for the period January
to May 2025 was 59% which was
a reduction from the 67% average
recorded for the year 2024.
5. The CU imposed penalties on
accounts that were identied as
illegal reconnections. However,
it was noted that the penalties
were not paid and the accounts
were still active as they were not
tagged as disconnected.
III. Nkana Water and Sanitation
Company
The annual inspection of Nkana Water
Supply and Sanitation Company
(NWSC) was conducted during the
period 19th to 21st June 2025. The
inspection covered all the towns under
the CU namely Kalulushi, Chambishi
and Kitwe.
The summary ndings were as follows:
1. The road map on previous
directives was not fully adhered
to as some issues raised in
the 2024 Inspections were still
outstanding. These include
low supply hours in identied
areas, billing discrepancies, non-
adherence to new connections,
reduction in both billing and
metering ratio;
2. Hours of supply were found
to be below the Service Level
Guarantees (SLGs) in a number
of townships of Kitwe namely
Ndeke, Luangwa (area near the
police station had no supply in
5 years), Mulenga (some areas
had no supply in over a year while
in other parts supply was only
in the night for a few minutes),
Chamboli Section P (supply was
less than an hour), Wusakile
Sections T and E (supply was
less than 3 hours) and Mindolo D
(supplied twice a week for about
an hour). Other areas of water
supply challenges in Kalulushi
included Sengalumbwe with
no supply, upper part of Low
Cost area experienced erratic
to no water supply, Chibote and
Medium Cost both receiving 6
hours of supply;
3. Non-adherence to the NWASCO
Tariff Setting Guidelines was
noted through incidences of
irregular billing as regards
accounts whose meters were
INSPECTION HIGHLIGHTS
Water treatment plant at Luapula Water Supply and Sanitation Company
Newsletter 9
Continued o pag 10 >>>
removed but were still being
billed meter charge. Further,
accounts with stuck meters were
not being billed on average but
by predetermined amounts not
related to the accounts’ previous
consumptions. The inspection
also revealed that some sampled
accounts disconnected for water
supply were not being billed
for sewer despite having sewer
connections; and
4. There were frequent and
widespread sewer blockages
particularly in Chimwemwe, Buchi
and Kamitondo Townships of
Kitwe that went unattended to for
prolonged times contrary to the
SLGs.
IV. Mulonga Water and Sanitation
Company
The annual inspection of Mulonga
Water and Sanitation Company
(MWSC) was conducted during the
period 23rd to 25th June 2025. The
inspection covered all the three
divisions of the CU namely Chingola,
Mufulira and Chililabombwe.
The summary ndings were as follows:
1. Non-compliance to Water Quality
Monitoring – The CU generally
lacked testing equipment to
conduct all the required tests
for both potable water and
wastewater. Notably, the CU did
not have equipment to conduct
turbidity and colour tests and
thus no tests were undertaken
for these parameters in all the
networks since January 2025;
2. Failure to adhere to NWASCO
Accounting Guidelines regarding
kiosk management- Several
kiosks were not remitting sales
resulting in commercial losses;
3. Non-adherence to Service Level
Guarantees on complaints
resolution - Delays in resolving
complaints, particularly sewer
related ones were observed
especially in the Butondo area of
Mufulira Division;
4. Non-adherence to Service Level
Guarantees on hours of supply -
the CU had erratic water supply
particularly in Mine Area High
Cost, Kantanshi, Kankoyo, and
Butondo Townships of Mufulira
Division which was attributed to
load management challenges;
5. Lapses in billing contrary
to NWASCO Tariff Setting/
Accounting Guidelines - It was
observed that some accounts
identied as having damaged/
stuck meters were not accurately
billed on estimate based on
previous month’s consumptions.
It was noted that from Mufulira
Division low-cost customers
were assigned a xed volume of
20m3 and high-cost customers
were assigned 60m3 charges as
opposed to an average metered
consumption between 3 to 6
months. Similar cases were
noted in Chililabombwe;
6. Establishment of a debt recovery
team – The CU had established a
debt recovery team with ocers
stationed at the Mufulira and
Chingola Divisions to enhance
efforts to dismantle its debt
through close monitoring and
timely follow-ups. However, it
INSPECTION HIGHLIGHTS
NWASCO Chief Inspector Eng Peter Mutale and Rural Water Supply and Sanitation Inspector Ms. Clara Kasanga undertaking an inspection at
Luapula Water Supply and Sanitation Company
Newsletter
10
was observed that the tracking of
the payment commitments were
being done manually and thus
were quite ineffective
V. North Western Water and
Sanitation Company
The annual inspection of
North Western Water and Sanitation
Company (NWWSC) was conducted
during the period 22nd to 25th September
2025. The inspection covered only
ve (5) operational districts under the
CU’s jurisdiction namely; Kasempa,
Mufumbwe, Kabompo, Mwinilunga
and Solwezi, including a station under
Solwezi District called Mutanda.
The summary ndings were as follows:
1. Previous directives - were not fully
complied with especially those
relating to failure to maintain hours
of supply according to the SLGs in
Kakilufya township of Mufumbwe
District, FTC of Kabompo District
and some selected townships of
Solwezi District; Procurement of
auxilliary ttings to effect new
connections for outstanding fully
paid applicants for new water
connections; and development
and implementation of NRW
Strategies for all the districts
aligned to the corporate strategy.
2. Hours of supply were below the
SLGs in Solwezi District where
some service areas of Kimale,
weigh bridge, Trans-Engineering,
Mushtala, ZESCO Compound,
Kansanshi Hotel area, Cheshire,
Riverside, stadium, Magrade,
Zambia Compound, Kimasala,
Messenger, urban extension and
Kizomba area received erratic to no
water supply. Further, Kansanshi
turn off and Kazomba received
10 hours; Parts of Messengers,
SOLTECH, Weighbridge and
Kimale received 8 hours; and
Tuwangani only received 6 hours;
Mwinilunga District where some
service areas such as parts of
Rentals received 6 hours, BOMA
received 13 hours; Lunga received
16 hours, Old Mayadi received
13 hours, Police Compound
received 10 hours; Junior and
Masters Camp received 13 hours;
Kabompo District where some
selected networks of Chikata,
Kavindele, INDECO and Site and
Service were supplied below the
SLG of 23 hours; and Mufumbwe
District where some selected
networks in BOMA received 12
hours while the areas on high
elevation such as parts of Zone
A received only 8 hours of water
supply. Furthermore, hours of
supply in the districts were not
weighted per area/township (low,
middle and high points). Hours
of supply in the districts were
weighted using unconrmed
served populations. This was
because the standard family size
used in the computation was
way over the recommended size
and multiplied by total household
number of water connections in
the service area.
3. Commercial aspects - non-
compliance issues were observed
by the CUs failure to generate and
issue customers with complaint
numbers in Kabompo, Mwinilunga
and Solwezi Districts contrary
to the NWASCO Customer Care
Guidelines; delays to connect
fully paid applicants for new
water connections which stood
at 917 at the time of inspection in
all districts contrary to the SLGs;
Lapses in debt management as
some accounts were allowed to
accrue high bills without being
on any payment plans or being
disconnected. Some accounts
on debt repayment plans were
abrogating or did not meet the
policy criteria for debt repayment
but continued to receive service
without disconnection; Failure to
adhere to the CUs Commercial
Policy on debt management
where some sampled previously
disconnected accounts had
their services restored without
following provisions of the
Commercial Policy; Lapses
were observed in accounting
for disconnected customers
where some sampled accounts
appeared in the disconnected
register and yet scrutiny of the
account statements showed
that the customers was still
receiving service, adding to
the increased NRW for the CU;
Lapses were observed with kiosk
management where some vendor
sampled accounts had very high
outstanding balances attributed to
historical debt; Sampled inactive
accounts with service withdrawn
beyond three months were still
being debited with meter charges
contrary to provisions of the
CU’s Commercial Policy; Lapses
were observed with respect to
disconnection procedures as
some accounts recorded as being
disconnected did not have a
disconnection fee debited on the
account statements; and failure
to commence litigation measures
against illegal water connections.
4. Financial Aspects – non-
compliance was observed
by the CUs failure to have
up to date audited nancial
statements contrary to the
Accounting Guidelines; failure
to ring-fence the meter charges,
sanitation surcharge and new
connections fees contrary to the
Ring-fencing and Accounting
Guidelines; failure to reconcile
bank statements on time; and
failure to code and update assets
for completed works. Lapses
were also observed in stores
management evidenced by failure
to poor stores management
practices in all districts serve
Solwezi where basic standard
stores management practices
such as use of bin cards,
stock control cards and goods
received notes were either not
being updated or missing; Zero
billings were not disaggregated
into their respective categories
in Kasempa and Mwinilunga
Districts; e.g. service withdrawal,
stuck meters, disconnected, bare
plot, no service, etc.; and the
CU reported having 5,000 and
300 under-registering domestic
meters in Solwezi and Kabompo
Districts respectively. This was
attributed to old age. However,
no investigations were conducted
to substantiate the claim and
to what extent they were under
registering.
As per regulatory requirement,
NWASCO issued directives to all
the CUs with timelines to address
all the issues of non-compliance
and those of concern to improve
water supply and sanitation
service delivery.
Newsletter
10 Newsletter
10
INSPECTION HIGHLIGHTS
SECTOR UPDATES
Strengthening Sanitation Systems: Highlights from
the 2025 Faecal Sludge Management Forum
The National Water Supply and
Sanitation Council (NWASCO)
in collaboration with the
Ministry of Water Development and
Sanitation (MWDS), and with support
from GIZ and UNICEF, successfully
hosted the inaugural Faecal Sludge
Management (FSM) Forum from
14th to 15th August 2025 at Mkango
Hotel in Lusaka. The event marked a
major milestone in Zambia’s efforts
to promote inclusive and safely
managed sanitation services.
The forum gathered participants
from Commercial Utilities (CUs),
Local Authorities, Cooperating
Partners, Private Service Providers,
and Regulators to share experiences,
challenges and lessons learned
in implementing onsite sanitation
(OSS) and FSM business models
nationwide.
In his opening remarks, NWASCO
Chief Inspector Eng. Peter Mutale
stressed that achieving Zambia’s
Vision 2030 and Sustainable
Development Goal 6.2 of universal
access to sanitation services needed
service delivery and regulation of
both offsite (sewered) and Onsite
Sanitation to be improved. He
pointed out that the Water Supply
and Sanitation Act No. 28 of 1997
requires CUs to provide both onsite
and offsite sanitation services.
Delivering the keynote address,
Water Supply and Sanitation
Assistant Director Eng. Ulanda
Nyirenda from the Ministry of
Water Development and Sanitation
(MWDS) emphasized the forum’s
role as a platform for collaboration
Newsletter 11
SECTOR UPDATES
(from left to right) Unicef WASH Chief Emily Rand, KfW Thomas Wolf, NWASCO Technical Inspector- Sanitation Mr. Lloyd Beensi , Assistant Director
Sanitation in the Ministry of Water Development and Sanitation Mr. Ulanda Nyirenda, NWASCO Chief Inspector- Eng. Peter Mutale and Lusaka Water
Supply and Sanitation Company Managing Director Eng. Jilly Chiyombwe during the inaugural FSM from at the Mkango Hotel in Lusaka.
and strategic planning in sanitation
service delivery. He highlighted that
over 70% of Zambian households
rely on onsite sanitation,
making enhanced faecal sludge
management (FSM) a crucial part of
reaching universal access.
The forum featured presentations
from NWASCO, BORDA Zambia,
GIZ, Lusaka Water and Sanitation
Company (LWSC), Occupational
Health and Safety Institute of
Zambia and other stakeholders.
NWASCO outlined the regulatory
framework for OSS/FSM and
shared progress on operationalizing
the Citywide Inclusive Sanitation
(CWIS) approach. BORDA Zambia
shared its ongoing “WASH ’n’ Soul”
and “Liveable Cities” projects that
support sustainable sanitation and
capacity development.
Newsletter
12
LWSC presented its sanitation
mapping and business model
for faecal sludge treatment,
while GIZ highlighted its support
for digital sanitation payment
systems, capacity building, and
awareness creation. Participants
also learned from Chambeshi Water
and Sanitation Company about
delegated management models
and partnerships with private pit
emptiers.
A key feature of the forum was
a eld visit to the Matero Faecal
Sludge Treatment Plant (FSTP),
where participants observed
the plant’s operations, data
management, occupational safety
practices, and compliance with
regulatory standards. Discussions
following the visit identied areas
for improvement such as the
need for more Personal Protective
Equipment (PPE), gender-sensitive
facilities, and the utilization of
biogas generated at treatment sites.
Day Two of the forum covered
Occupational Health and Safety
Newsletter
12
SECTOR UPDATES
(OHS) in FSM. Presentations by
NWASCO and the Occupational
Health and Safety Institute (OHSI)
highlighted the importance of
regular health checks, vaccination
programmes, and formal OHS
training for sanitation workers.
Resolutions and the way forward
The 2025 FSM Forum concluded
with Seven (7) key resolutions
aimed at strengthening FSM service
provision and regulation as follows:
1) Annual OHS reporting by
Commercial Utilities.
2) A memorandum of understanding
between CUs and OHSI for training
and certication.
3) Formal recognition of pit emptiers
in national sanitation reporting.
4) Streamlined permitting processes
for private service providers.
5) Calls for a duty waiver on pit
emptying equipment to lower costs.
6) Integration and training of
informal pit emptiers to formalize
their services.
7) Continued support from
Cooperating Partners for
infrastructure, capacity building, and
data systems.
In his closing remarks, NWASCO
Senior Inspector -Technical, Eng.
Kasenga Hara, thanked GIZ and
UNICEF for their support and
rearmed NWASCO’s dedication to
promoting inclusive and regulated
FSM services.
He stressed that the rst FSM Forum
provided an essential space for
dialogue, learning, and collaboration
among sanitation stakeholders. The
results have laid the groundwork
for stronger partnerships, better
occupational safety, and the
professionalization of FSM services
throughout Zambia. As the sector
continues to expand, the forum’s
resolutions are expected to steer
policy, investment, and innovation
toward achieving safely managed
sanitation for everyone.
TSL presenting on sanitation solutions
Newsletter 13
CU BOARD APPOINTMENTS
In a decisive move to strengthen
corporate governance and operational
performance in the water and
sanitation sector, the Ministry of Water
Development and Sanitation unveiled
Eight (8) new Boards of Directors
for the country’s commercial water
utilities in October. The unveiling,
ociated by the Minister of Water
Development and Sanitation, Hon. Eng.
Collins Nzovu, MP, marked the start
of a renewed push for accountability,
eciency, and nancial sustainability
in the sector.
Held on October 3rd, 2025, at the Taj
Pamodzi Hotel in Lusaka, the event
brought together newly appointed
Board Members, utility management,
and key stakeholders to plan the
future of Zambia’s water utilities.
The Minister emphasized that these
appointments are more than just
administrative; they represent a vital
step in redening leadership and
governance in water and sanitation
services.
“Today marks a crucial moment for
our water and sanitation sector.
We are not just unveiling names;
we are beginning a new chapter
of governance, accountability, and
strategic performance,” said Hon.
Nzovu.
The Minister emphasized that under
President Hakainde Hichilema’s
leadership, the government remains
dedicated to providing universal
access to clean, safe water and
dignied sanitation for all Zambians.
To show this commitment, government
nancial support to commercial
utilities has increased signicantly,
from K26.5 million in 2025 to K112.4
million in 2026, a rise of over 300
percent. Additionally, the supply of
piped water has been zero-rated for
VAT purposes, a move expected to
lower operating costs and enhance
the nancial stability of utilities.
Eight commercial utilities—Lusaka,
Kafubu, Nkana, Mulonga, Chambeshi,
Eastern, North Western, and Lukanga
Water Supply and Sanitation
Companies—have appointed new
boards made up of professionals from
various elds including engineering,
nance, Economics, law and public
administration. Each board will sign
a performance contract with the
Minister with specic and measurable
targets to boost accountability and
transparency.
Hon. Nzovu tasked the new boards
with a clear mandate to strengthen
nancial sustainability, accelerate
project completion, and promote
innovation through public-private
partnerships (PPPs). “We cannot
afford bureaucratic delays. New
infrastructure is useless until it is
commissioned,” he emphasized,
urging the boards to ensure that
ongoing projects are nished on time
and within budget.
The Minister further urged for
innovative strategies to attract private
sector involvement, especially in
areas like billing, meter management
and renewable energy. He highlighted
that PPPs should focus not only on
infrastructure but also on operational
eciencies that can broaden service
coverage and boost customer
satisfaction.
Key sector challenges such as high
Non-Revenue Water (NRW), aging
infrastructure, and rising energy
costs were emphasized as priority
areas. Hon. Nzovu described NRW
as a “scandal of ineciency” and
urged utilities to adopt technology-
driven strategies to reduce losses.
He also called for long-term asset
management plans to address the
issue of aging pipes and equipment
and encouraged investment in energy-
ecient and renewable solutions to
lower operational costs.
In his speech, the Minister reminded
the boards that their role is to
provide strategic oversight and hold
management accountable to the
highest standards of performance.
“You are the custodians of public
resources and public trust,” he said.
“Engage actively with management,
challenge the status quo when
necessary, and ensure that every
decision made in the boardroom
ultimately serves the customer at the
tap.”
As the new boards take on their
roles, they carry the country’s hope
for better water and sanitation
services. With stronger governance,
improved nancial management, and
government backing, Zambia’s water
utilities are ready to get closer to
providing universal access to clean
and safe water and sanitation for
everyone.
Newsletter 13
Minister of Water Development and Sanitation Eng. Collins Nzovu with newly appointed Board of Directors for Lusaka, Lukanga, Chambeshi and
Eastern Water Supply and Sanitation Companies at Taj Pamodzi Hotel in Lusaka
SECTOR UPDATES
Newsletter
14
2025 BATTLE OF THE BRAINS PRIMARY SCHOOL
QUIZ: INSPIRING YOUNG WATER CHAMPIONS!
International Conference Centre,
graced by all participating schools,
the District Education Board Secretary
(DEBS), NWASCO Director Eng. Kelvin
Chitumbo, and BORDA Zambia Project
Manager Mrs. Hazel Mphande.
In his remarks, Eng. Chitumbo
commended the initiative for instilling
WASH values at an early age. He
noted that although the competition
had ended, its participants would
continue shaping Zambia’s water and
sanitation future through their actions
and advocacy.
We are thrilled to share highlights from
our inaugural 2025 Battle of the Brains
(BoB) Primary School Quiz, hosted
in collaboration with the Bremen
Overseas Research and Development
Association (BORDA) Zambia.
Last July, the excitement was
unmistakable as Kamanga, Chainda
Open, and Chibolya Combined Primary
Schools went head-to-head for the
grand prize of K15,000 to improve
Water, Sanitation, and Hygiene
(WASH) facilities in their schools.
For our rst-ever Primary Schools
edition, nine schools took part:
Chibolya Combined, Chakunkula,
Chainama Special, Chainda Open,
Kamanga, Kapwelyomba, Mtendere,
Chitukuko, and Vera Chiluba Primary
Schools.
This initiative builds on our
Memorandum of Understanding
with BORDA Zambia. While past
BoB competitions featured only
secondary schools, BORDA Zambia’s
WASH’n’Soul II Project has been
engaging primary schools in eastern
Lusaka. Naturally, this collaboration
presented a perfect opportunity to
nurture WASH awareness among
younger learners and build lifelong
advocates for safe water and
sanitation.
Our approach this year was both
dynamic and engaging. The rst
knockout round was held live on
One Love Radio FM and streamed
on their Facebook page, while the
second round took place at Vera
Chiluba Primary School in front of a
lively audience of cheering pupils.
This interactive setup allowed us to
reach more learners and inspire an
even broader network of young water
champions.
Then came the grand nale, a thrilling
showdown at the Mulungushi
Continued o pag 14 >>>
2025 BATTLE OF THE BRAINS
Newsletter 15
The competition was erce until the
very last question. Kamanga Primary
School clinched rst place with an
impressive 19 out of 20 points, while
Chibolya Combined Primary School
and Chainda Open Primary School
battled through ve intense tie-
breaking questions for second and
third place respectively. In the end,
Kamanga walked away with K15,000,
Chibolya Combined took K10,000, and
Chainda Open received K5,000.
The Battle of the Brains continues
to provide a platform for dialogue
among learners, policymakers, non-
governmental organisations, civil
society organisations, to advance the
water and sanitation agenda. Having
reached over 35 government schools
through the Battle of the Brains Quiz
and Debate Competitions, our wish is
to continue partnering with various
organisations to expand this impact
and raise even more Water Champions
in the years to come.
2025 BATTLE OF THE BRAINS
Newsletter
16
THE FUTURE OF BUSINESS: HOW ESG IS
REDEFINING SUSTAINABILITY AND RESPONSIBILITY
In recent years, the term “ESG” has
become increasingly prominent in
the business world. Environmental,
Social, and Governance (ESG) refers
to a set of criteria used to evaluate an
organization’s performance on non-
nancial factors that can impact its
long-term sustainability and success.
As a framework, the ESG is used to
assess an organization’s performance
on three key dimensions:
1. Environmental (E): This dimension
examines an organization’s
impact on the environment,
including climate change, natural
resource depletion, pollution, and
biodiversity loss.
2. Social (S): This dimension
evaluates an organization’s
relationships with its stakeholders,
including employees, customers,
suppliers, and the wider community.
It encompasses factors such as
labour standards, human rights,
diversity and inclusion, and
community engagement.
3. Governance (G): This dimension
focuses on an organization’s
leadership, management, and
governance practices. It includes
factors such as board composition,
executive compensation, auditing
and nancial reporting, and
compliance and risk management.
The Importance of ESG
ESG is important for several reasons:
1. Risk management: ESG factors
can pose signicant risks to
an organization’s nancial
performance and reputation.
2. Long-term sustainability:
Considering ESG factors helps
ensure an organization’s long-
term sustainability and success.
By prioritizing ESG, organizations
can build trust with stakeholders,
enhance their reputation, and drive
long-term growth.
3. Stakeholder expectations:
Stakeholders, including investors,
customers, and employees,
increasingly expect organizations
to prioritize ESG considerations.
4. Regulatory requirements: Many
countries and industries have
implemented ESG-related
regulations and standards.
Organizations must comply with
these requirements to avoid
reputational damage, nes, and
other penalties.
ESG Considerations in the Zambian
Business Environment
ESG considerations are gaining
prominence in Zambia, driven by
both regulatory developments and
heightened stakeholder awareness.
However, the country lacks a
singular, all-encompassing legislative
framework specically dedicated to
ESG matters, but various pieces of
legislation address different facets of
ESG concerns.
Key ESG Regulations in Zambia
i. Environmental Management
Act No. 12 of 2011: Provides a
framework for environmental
governance, including
environmental impact
assessments and pollution
control.
ii. Employment Code Act No. 3 of
2019: Governs labour standards,
working conditions, and dispute
resolution.
iii. Companies Act No. 10 of 2017:
Sets out rules for transparency
and accountability in corporate
practices.
ESG Disclosure and Reporting
The Zambia Institute of Chartered
Accountants (ZICA) has issued a
directive for the adoption of IFRS S1
and IFRS S2 standards in Zambia. A
ZICA Circular 4 of 2023: Sustainability
Standards, states that “an entity
shall apply the sustainability
standards IFRS S1 and IFRS S2 and
the Integrated Reporting framework
for annual reporting periods beginning
on or after 1 January 2025”. Meaning
mandatory reporting will commence
for reporting periods starting on 1
January 2026.
The IFRS S1 and IFRS S2 are
standards issued by the International
Sustainability Standards Board
(ISSB) in June 2023. They are
designed to be applied together and
provide a framework for disclosing
sustainability-related information
alongside their nancial statements.
The standards cover four key
areas: governance, strategy, risk
management, and metrics and
targets. They help ensure that
sustainability disclosures are clear,
comparable, and reliable. They also
help businesses align with national
and international goals and promote
transparency and accountability.
Formulating an ESG Strategy/Plan
To develop an ESG plan, the following
are the basic steps:
1. Conduct a materiality
assessment: Identify the most
relevant ESG factors for an
organization. Engage with
stakeholders, including investors,
customers, and employees, to
understand their expectations
and concerns.
2. Set ESG goals and targets:
Establish specic, measurable,
achievable, relevant, and time-
bound (SMART) goals for each
material ESG factor. Ensure these
goals align with the organization’s
overall strategy and vision.
3. Develop ESG policies and
procedures: Create policies
and procedures to support ESG
goals and targets. Ensure these
policies and procedures are
communicated to all employees
and stakeholders.
4. Establish ESG metrics and
reporting: Develop metrics to
measure ESG performance and
establish reporting processes.
Ensure ESG performance is
Continued o pag 15 >>>
Newsletter
16
GUEST AUTHOR
By Loisa Mbatha
Newsletter 17
regularly reviewed and reported to
stakeholders.
5. Engage stakeholders:
Communicate ESG plans and
progress to stakeholders,
including investors, customers,
and employees. Encourage
feedback and engagement to
ensure ESG considerations
remain a priority.
Challenges and Opportunities
Despite progress, Zambia faces
challenges in implementing ESG
practices, including limited awareness
and capacity among investors and
project developers. However, the
growing interest in ESG considerations
presents opportunities for companies
to enhance their sustainability
performance, improve their reputation,
and access global markets.
The Future of ESG
The future of ESG is likely to involve
due to:
1. Increased regulation and
standardization
2. Growing stakeholder expectations
3. Integration with nancial
reporting
4. Technological innovations.
5. Global cooperation and
collaboration
In conclusion, ESG is a critical
consideration for organizations
seeking to ensure long-term
sustainability and success. By staying
ahead of emerging trends with
regards to ESG, organizations can
build trust with stakeholders, enhance
their reputation, and drive long-term
growth.
The author is the Corporate Affairs
Manager at ZCCM Investments
Holdings PLC
WATER SUPPLY AND SANITATION SECTOR
CHOLERA PREPAREDNESS
Zambia faces recurring outbreaks
of waterborne diseases—especially
cholera, dysentery, and typhoid—
during the rainy season, which
typically lasts from November to
March. These outbreaks are often
triggered by ooding, poor drainage,
and contamination of water sources,
particularly in densely populated
urban areas like Lusaka. The start
of rains causes concern each year
because heavy downpours stir up
sediments and increase the presence
of faecal microorganisms such as
Vibrio cholerae. Communities relying
on untreated water sources, shallow
wells, or damaged infrastructure
face higher risks. Transmission also
occurs through contaminated food,
infected food handlers, and exposure
during bathing or washing. Without
proper safeguards, the rainy season
can quickly become a public health
crisis.
Zambia’s vulnerability to waterborne
diseases during the rainy season is
compounded by climate variability,
aging infrastructure, and widespread
reliance on self-supply systems.
Alternating cycles of drought
and ash oods strain water and
sanitation networks, increasing
the risk of contamination. In urban
centres like Lusaka, overwhelmed
drainage systems and dilapidated
water supply lines often lead to cross-
contamination between sewage/
faecal sludge and drinking water.
Importantly, water quality monitoring
over the past years has consistently
shown that water supplied by regulated
utilities is signicantly safer than
water drawn from private boreholes
and wells, especially in peri-urban
areas. This is largely due to the lack
of adequate treatment of groundwater
in these zones. Studies conducted in
Lusaka have revealed high levels of
groundwater contamination, including
the presence of faecal coliforms and
nitrates, in boreholes located near
unlined pit latrines and soakaways.
Without proper chlorination and
regular water quality testing, these
sources pose a serious health risk—
particularly during the rainy season
when surface runoff inltrates shallow
aquifers.
NWASCO has strongly urged the
Water Supply and Sanitation Service
Providers to:
1) Super-chlorinate water supplies
during peak rainfall months;
2) Conduct emergency water quality
monitoring in high-risk zones;
3) Audit and repair vulnerable
infrastructure before the rains
intensify; and
4) Engage communities through
hygiene and water safety campaigns.
NWASCO further has a Community
Call to Action through 10 Essential
Practices. All households - especially
those using boreholes or shallow wells
should adopt the following measures:
1) Boil drinking water and allow it to
cool before use;
2) Chlorinate water using approved
products and correct dosage;
3) Store water in clean, covered
containers to prevent
contamination;
4) Avoid dipping hands or cups
directly into water storage—use a
ladle or tap;
5) Wash hands with soap and clean
water before eating and after using
the toilet;
6) Clean water containers regularly
with soap and rinse thoroughly.
7) Keep borehole surroundings clean
and well-drained to prevent runoff.
8) Use separate containers for
drinking and washing water;
9) Report signs of contamination or
illness to health authorities; and
10) Educate family and
neighbours on safe water and
hygiene practices.
NWASCO calls on utilities and other
service providers, regulators, health
agencies, and communities to act in
solidarity. The rainy season should not
be a time of fear—but of preparedness,
stewardship, and resilience. By
strengthening infrastructure,
promoting safe practices, and
prioritizing water quality monitoring,
Zambia can safeguard its people and
build a healthier future. “Clean water
begins at the source—but safety
continues at home. Every household is
a frontline defender against disease.”
Newsletter 17
GUEST AUTHOR
Newsletter
18
CREATING A MENTAL HEALTH-FRIENDLY WORKPLACE CULTURE
By Mwape Mwanakatwe
In today’s fast-paced and demanding work
environment, fostering a mental health-
friendly workplace culture has become
more crucial than ever. With increasing
awareness about mental health issues,
employers are recognizing the importance
of creating an environment where
employees feel supported and valued. A
mental health-friendly workplace not only
enhances employee well-being but also
boosts productivity, reduces absenteeism,
and fosters a positive company reputation.
Mental health issues can have a profound
impact on employees’ lives and their work
performance. Stress, anxiety, depression,
and burnout are common problems that,
if left unaddressed, can lead to decreased
productivity and higher turnover rates.
By proactively addressing mental health,
companies can create a more resilient
and motivated workforce. Moreover,
demonstrating a commitment to mental
well-being can enhance an organization’s
reputation, making it an employer of choice
for top talent. Here’s how organizations
can cultivate such a culture.
1. Prioritize Open Communication
One of the foundational elements of a
mental health-friendly workplace is open
communication. Employees should feel
comfortable discussing their mental
health concerns without fear of judgment
or repercussions. This can be achieved by
encouraging conversations about mental
health during team meetings and creating
platforms where employees can share their
experiences and seek support.
Creating an environment where mental
health discussions are normalized is
essential. Workshops, mental health
awareness days, and regular check-ins can
help integrate these conversations into the
workplace. Anonymous surveys can also
provide insights into employees’ mental
health needs and concerns, guiding further
initiatives.
2. Implement Comprehensive Policies
Having clear and comprehensive mental
health policies is essential. These
policies should outline the organization’s
commitment to mental health, the
resources available to employees, and
the procedures for seeking help. Policies
might include exible working hours,
mental health days, and provisions for
remote work, all of which can signicantly
alleviate stress.
Policies should be regularly reviewed
and updated to remain relevant and
effective. Employee input in policy
development ensures that the measures
address real needs and challenges. Clear
communication of these policies ensures
that all employees are aware of the support
available to them.
3. Train Managers and Leaders
Managers and leaders play a critical role in
shaping workplace culture. Training them
to recognize signs of mental health issues
and respond appropriately is vital. This
training can include understanding mental
health conditions, learning how to have
supportive conversations, and knowing
when to refer employees to professional
help.
Ongoing education and workshops for
managers can keep them informed about
the latest mental health issues and support
strategies. Creating a network of mental
health champions within the organization
can also provide additional support and
advocacy for mental health initiatives.
4. Encourage Social Connections
Social support is a powerful tool for mental
health. Encouraging social interactions
among employees can create a sense of
community and belonging. Organizing
team-building activities, social events, and
informal gatherings can help strengthen
relationships and provide emotional
support.
Creating opportunities for employees to
connect on a personal level can reduce
feelings of isolation and foster a supportive
work environment. Virtual social events
and online communities can also help
maintain social connections for remote
workers.
5. Continuously Assess and Improve
Creating a mental health-friendly
workplace is an ongoing process. Regularly
assessing the effectiveness of mental
health initiatives and seeking feedback
from employees can help identify areas
for improvement. Being open to change
and continuously striving to enhance the
workplace culture demonstrates a genuine
commitment to employee well-being.
Using metrics and data to evaluate the
impact of mental health programs can
guide future efforts. Employee feedback,
absenteeism rates, and productivity levels
can provide valuable insights. Staying
updated with best practices and new
developments in workplace mental health
can also help maintain a progressive
approach.
The Path Forward
Incorporating these strategies into the
workplace can signicantly enhance the
mental health of employees. A mental
health-friendly workplace culture not only
supports the well-being of employees but
also fosters a more engaged, productive,
and loyal workforce. As awareness and
understanding of mental health continue to
grow, organizations that prioritize mental
health will not only thrive but also set a
standard for others to follow. Creating such
an environment requires commitment and
effort, but the rewards—both for employees
and the organization—are well worth it.
The author is a communications specialist
and mental-health advocate passionate
about shaping conversations that promote
emotional well-being, resilience, and safe
spaces for women and communities.
The author is a communications specialist
and mental-health advocate passionate
about shaping conversations that promote
emotional well-being, resilience, and safe
spaces for women and communities.
Newsletter
18
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Newsletter 19
Across
1. Past participle of win (3)
3. Measures amount of oxygen required to decompose organic
matter (3)
5. Short for feminine name meaning “blessed” (3)
7. Medical care given to a patient for illness or injury (9)
11. Something very great or large and usually difcult or impres-
sive (4)
12. To impart a new and often permanent color (3)
13. Large and powerful saltwater sh belonging to the mackerel
family (4)
16. Globular organs in the head of humans and vertebrae animals
(4)
19. Compound excreted in urine (4)
21. Domestic male cat (3)
23. A native of Thailand (4)
24. A Persian republic in the middle east (5)
25. Short for names like “Nathaniel” or “Jonathan” (4)
27. Different to what is usual or expected (3)
28. Acronym famous US city (2)
29. Curve or angled part of something (4)
Down
1. Inorganic compound essential for life (5)
2. Soak in water to soften (3)
3. Connection between two surfaces joined together (4)
4. Perform (2)
5. Tiny single celled living organisms (8)
6. So be it (4)
8. Symbol of Indonesian currency (2)
9. Acronym of the ability to manage both your own emotions and
understand the emotions of others (2)
10. Waterborne disease spread through drinking contaminated
water (7)
11. Consume (3)
12. Abbr. for electric current that periodically reverses direction
(2)
17. Chinese currency (4)
18. Latin abbr. which Means “and others” (4)
20. Yoruba name for girls meaning “command” or “power”(4)
21. Past tense of tread (4)
22. Mentally ill (3)
23. Infectious airborne disease abbr. (2)
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