More than just compliance

1 August 2020 Editor's Choice

The Protection of Personal Information Act (POPIA) has been doing the rounds for many years and now it has eventually been signed by the president. This means that from 1 July 2021, failing to look after personal information entrusted to you can land you in serious trouble.

Hi-Tech Security Solutions therefore asked John Cato, director of IACT-Africa and previous presenter at the Residential Estate Security Conference (on the topic of POPIA), to provide us with some insight into POPIA. While this article was initially written for the Residential Estate Security Handbook 2020, the applicability of the points made by Cato make it relevant to a larger segment of the security industry, which is why we are publishing it here.

John Cato.

What to do?

One of the first things Cato notes is that we should recognise that POPIA is not simply a matter of ticking a few boxes and being compliant. Organisations should view it as the start of a journey for protecting the personal information of people and organisations for which boards and management teams are responsible. “It involves privacy and data protection, which is a global issue and an expectation today.”

He says it is important for management to understand the eight conditions (principles) of the act or they will struggle to relate to the subject. These are:

1. Accountability.

2. Processing limitation.

3. Purpose specification.

4. Further processing limitation.

5. Information quality.

6. Openness.

7. Security safeguards.

8. Data subject participation.

The conditions explained in full can be found in the document at, from page 29 onwards.

Cato explains that two key aspects of POPIA are ‘consent’ and ‘purpose’. That means only collecting and processing personal information (PI) for a clear purpose and with the person’s consent. While the act is long (the above document is over 150 pages long), Cato summarises and offers the following advice to begin preparations:

• The starting point is to formally appoint an information officer (IO) and deputy information officer (DIO) where required.

• The next point to consider is the responsibilities of the IO and DIO. These are summarised in the Regulations of December 2018. The first responsibility is the development, implementation, monitoring and maintenance of a compliance framework. This is not defined, but our recommended approach, which is based on international practices, includes:

o Establishing privacy policies and notices – this should include visible signage.

o Establishing information security related policies and technical measures, e.g. strong password practices, access controls to systems, encryption, data leak prevention (DLP), etc. Policies should include CCTV policies and biometric policies.

o Developing an inventory of PI, i.e., what PI is where (systems, files, etc.).

o Identifying activities and process that, include the collection processing, sharing and destruction of PI.

o Conducting a personal information risk assessment and establishing risk treatment plans (important because of fines).

o Reviewing agreements with service providers where their services involves PI (e.g. security companies, IT service providers, accountants, auditors, etc.). These must include a commitment by the service provider to protect PI in line with POPIA as well as the rights of the company for assessing their information security practices. We offer a Responsible Party (RP) to Operator (OP) contract template which has the appropriate clauses and references to sections in POPIA. It is important to check if any of these are hosted services outside of SA as trans-border requirements exist (if, for example, you use Dropbox or other such cloud services).

o Obtaining consent for collecting PI from residents (current and new), visitors, contractors, etc. Special care should be taken regarding the PI of children, as this requires the parent’s or legal guardian’s consent.

o Defining retention periods in a policy and ensuring that PI is not kept for longer than it is needed.

o Conduct a Privacy Impact Assessment for any new initiatives.

o Implementing a PAIA manual with a process for requesting access to information.

o Train staff and board members and promote awareness to residents about POPIA and privacy.

o Implement an ongoing compliance monitoring and management plan – things will change, such as service providers, board members, HOA staff, etc.

Adds Cato: “We encourage organisations to start a project with the above as key project tasks together with target dates and persons responsible for completing the tasks. If the initiative is not done as a project, there will be many gaps in the compliance framework.”

The above ‘simplified’ advice from Cato should make it perfectly clear that POPIA is definitely more than a box-ticking exercise. Cato has already been involved in a case where an individual laid a complaint with the Information Regulator about a residential estate’s use of PI. He can’t provide much information except to say that the estate received a stern letter and had to respond within a short timeframe, detailing what and how they handled the PI of the person concerned.

Fortunately, the estate in question was on track with POPIA preparations and was able to reply to all the questions and the issue was thus settled. If they did not have the processes in place, the time allowed for a response would not have been sufficient to gather the required information in a panic and the eventual penalties the regulator could impose are severe.

Who would be held accountable?

People with experience in the corporate world will be very aware of how skilled some people are at finding someone else to blame. This will be a bit more difficult with respect to POPIA. As Cato states, the IO is accountable when something goes wrong, but the company will not be able to wash its hands in innocence. Even if the company outsources, it still needs to make sure the PI the service provider holds is secure. “Outsourcing doesn’t mean you outsource accountability,” warns Cato, “you only outsource the responsibilities for carrying out the service activities. Fines will not be imposed on the SP, but on the organisation.”

He explains that the company (RP) has an obligation to establish a written contract with service providers (OP) in which a commitment by the service provider to protecting PI processed for the company is detailed. The organisation also needs to ensure that its service providers maintain security-related compliance. In other words, they should check what security safeguards are in place based on generally accepted processes and standards such as ISO 27001 or NIST.

“A related development is that there is now an ISO standard for a PIMS, ISO 27701. This complements 27001 – the ISMS standard,” he advises.

Assessing compliance and advice

This article is a small snippet of advice with respect to POPIA; there is obviously a lot more to understand about the act. IACT-Africa has a website dedicated to POPIA at, where it offers a free POPIA compliance heath check.

IACT-Africa also conducts detailed assessments which will highlight shortfalls and provide recommendations for remediation. “We also provide multiple assessment tools, templates for policies, notices and contracts, as well as training material and general recommendation items from third parties.”


Share this article:
Share via emailShare via LinkedInPrint this page

Further reading:

The same security assessment for different reasons
Issue 7 2020, Alwinco , Editor's Choice
Like everything else in life, a security risk assessment also has two sides: one is the proactive approach, and the other is the approach taken ‘after the fact’.

Risk intelligence the key to a sustainable future
Issue 7 2020 , Editor's Choice
Only by building risk intelligent organisations will leaders be able to overcome six distinct global threats identified by the Institute of Risk Management South Africa (IRMSA).

Profile D for access control peripherals
Issue 7 2020 , Editor's Choice
Profile D provides interoperability for devices such as locks, credential/biometric readers, PIN pads, LPR cameras, door phones, sensors and displays.

Security investments and culture
Issue 7 2020 , Editor's Choice
Organisations must embed security into the culture of the company and approach security investments with this culture in mind.

Elastic storage pricing
Issue 7 2020 , Editor's Choice
With elastic pricing, users can switch from one storage model to another without having to pay a premium or a penalty, and without having to physically move any data.

Use technology as a differentiator
Issue 7 2020 , Editor's Choice
Juni Yan, director of Transport, Logistics and Automotive at BT, shares her insights on how logistics companies can leverage digital transformation to become a real market differentiator – no matter the state of the pandemic.

Management of PPE allocation made simple
Issue 7 2020, Powell Tronics, Technews Publishing , Editor's Choice
Of all the roadblocks and challenges COVID-19 has introduced us to over the past few months, one of the tasks organisations have to manage is the issuing of PPE to staff.

Robots in warehousing and freight, a security perspective
Issue 7 2020, FSK Electronics , Editor's Choice
The logistics industry needs support from technology to meet its ongoing demands and ongoing security concerns.

The new training normal
Issue 7 2020, Leaderware , Editor's Choice
Insights from running my first CCTV Surveillance Skills and Body Language and Advanced courses at physical training venues since COVID-19 started.

An exciting journey in security
Issue 7 2020, Technews Publishing, BTC Training Africa , Editor's Choice
Errol Peace describes his 40-plus year career in the security industry where he was and is a great proponent of training as an “exceptionally exciting journey”.