The year 1953 remains the year of huge significance in the history of the world, the continent of Africa, and South Africa as a country. It was the year of the coronation of Queen Elizabeth II. She would become the longest-reigning British monarch and longest-reigning queen regnant and female head of state in the world. Queen Elizabeth II passed away just months before the 70th birthday of one of South Africa’s long-serving physicists and researchers, Prof Phuti Ngoepe. Leadership Editor Prof JJ Tabane spoke to this humble yet dynamic physicist; a native of Limpopo Province in South Africa who has been in the world of science for more than 50 years, 30 of which as a professor to this day at the University of Limpopo—his alma mater.
Humble beginnings
Prof Ngoepe was born in the same year as the notorious Bantu Education Act. This apartheid legislation was the product of the recommendations of a commission headed by Werner Willi Max Eiselen—an ally of Hendrik Verwoerd. Eiselen had issued a report in 1951, urging the apartheid government to tailor the education for Black South Africans to the needs and values of their cultures, as part of the broader socio-economic plan for the country. This socio-economic plan presupposed the subservience of black South Africans to white Afrikaaner supremacy. Flowing from the recommendations of the Eiselen Commission, the Department of Bantu Education was created in 1958, and the University of the North (now Limpopo) incepted at Mankweng, Polokwane, in 1959.
Young Phuti Ngoepe, at the time, was only six years old. He started schooling near the Normal College (a precursor of the University of the North) in Mamelodi, Pretoria, and after some family relocations he landed in Form 1 (now Grade 8) at a remote school at Ga-Seleka.
“Some of the teachers at that school were the best. One teacher, who taught us arithmetic —because mathematics was not on offer—left a lasting impression on me. He would drum into us the basics of expressions like, ‘a + a = 2a’, or ‘a donkey and a donkey is equal to two donkeys’; ‘a + b = a + b’, or ‘a donkey and a horse is equal to a donkey and a horse’,” he adds.
Yet, these seemingly mundane routines proved crucial in his grasp of mathematics. Since his school did not offer mathematics in Form 2, his parents got a place for him at Setotolwane. So crucial were the basics from his former school that his principal at Setotolwane, when he matriculated, had a crisp career advice for him in line with his psychological scores: ‘Ngoepe, I think you will do well with numbers!’
The formative but eye-opening university years
The year was 1972, and young Phuti headed to the University of the North. He got thrust with fellow freshmen like Cyril Ramaphosa, Matthews Phosa, Mahlo Mokgalong, and Samuel Risenga into the maelstrom of apartheid, where Verwoerdian principles negated the very essence of higher education.
As minister of native affairs in 1950, Verwoerd had proclaimed the “Bantu” must know their place, and that was as far away as possible from the sciences, engineering, technology, and mathematics (STEM).
So, what propelled Phuti Ngoepe towards a BSc, studying Mathematics, Applied Mathematics, Physics, and Mathematical Statistics?
“It was all about being defiant,” he says, almost defiantly, “and persuasion from parents”.
Having passed biology, physical science and one language well, and mathematics not so well, young Phuti was determined to go where his weakest matric subject directed him not to go.
“The idea of going for a mathematical sciences degree was to avoid chemistry, which was a terror. I also understood that although my matric maths was not very good, I had the potential to do well in maths,” Prof Ngoepe emphasises.
As long as he could avoid chemistry, he was willing to tackle any other devil. That devil turned out to be not the subjects, but some of the lecturers’ attitudes. One chemistry lecturer had the reputation of walking into a first-year class and asking: “Goodness, do you all want to be doctors? If you all become doctors, who will be your patients?”
Another would announce his arrival in by saying that he was like a ‘train passing by the station—if you miss me now, you can always catch me next year’, then proceed to write notes on the chalkboard with one hand and immediately erase them with the other.
Mathematics... a not-so-obvious choice?
Why did young Phuti not just follow history? After all, that was one of his favourite subjects, as part of secondary-school social studies.
“I consider myself a historian. I loved history, I loved geography,” he says, “but the sciences were fashionable and scarce, so we had to take that leap of faith.”
If faith made young Phuti Ngoepe register for the mathematical sciences, it took even stronger faith to see him pass his first year. And he did, passing all four of his first year courses, with a distinction in Mathematical Statistics. Strangely, he did not proceed with Mathematical Statistics to his second year in 1973. Why did he drop the course in which he had scored a distinction?
“The lecturer was not worth the trouble. He was a belligerent man. Sometimes he would interrupt his own prayer, because lecturers used to pray during the first period back then, to reprimand one of us for not closing our eyes. He used to harangue me for the way I held my pen, which he found awkward,” he says, “but with the women he was consistently terrifying.”
Prof Ngoepe tells us how his Mathematical Statistics lecturer seemed bent on running every female student out of his class, often succeeding with more than just the females, but some males as well.
How possible was it for him to persist and achieve, in the absence of role-models, we quiz him.
Apart from their defiant spirit, he says, there were few black teachers and lecturers at the university who offered science courses, and one of them was the late Professor Sentsho Mashike, who taught mathematics. Solidarity among the natural sciences students at the time helped a great deal, too.
“We motivated one another, relying on second years and third years, for reassurance,” he elaborates, “but one major boost of our morale in 1972 was learning that Professor Robert J Seretlo had just obtained his PhD (Physics) at the University of Fort Hare.”
Prof Ngoepe is evidently more comfortable talking about things, concepts, principles, other people’s achievements, but not himself, especially when we ask him about his own abilities. In response to our question about his own grit and work ethic, he explains that he has always been studious and fascinated by events.
“When I was in Standard 4, I would do the Geography that was being done in Standard 5; when we were studying the geography of South Africa, I would study the geography of Africa and when in Standard 5, we were busy with the geography of Africa, I would study the geography of the world (for Standard 6),” he adds.
Shaping his personality
We enquire if he was socially awkward, considering how much time he spent reading and writing.
He responds with his default phrase, “not necessarily”, repeating it soon afterwards when asked if his inclination to study ahead of the syllabus made him a difficult child to teach.
In deference to his visible discomfort with talking about himself for too long, rather than concepts, we ask him to reflect on what he considers top scientific breakthroughs of our time. He lights up right away and his characteristic polite smile returns, accompanied by that twinkle in the eye that only his passion for the sciences can elicit.
“Science affects every facet of life. Improvements that made us to switch from walking to driving, sailing or flying, introduced a new brand of mobility,” he announces his first fascination. Prof Ngoepe has always been excited by motion. Some of his students from the 1980s still recall one of his favourite test questions: with the aid of Newton’s First Law of Motion, explain the importance of seatbelts in cars.
In an instant, the animated physicist is quizzing us, instead, about why electric vehicles (EVs) are so in vogue now, having been there during the 19th century. His eyes survey our faces for an answer. Unfortunately, there is none. Are EVs not a new thing?
“EVs are not new,” he schools us, “people were using batteries to drive cars. When petrol came along, they abandoned for batteries for petrol. So, who killed EVs in the first place? Petrol—because back then batteries did not perform. At least the trains have survived from the days of the steam engine and are getting faster.”
The physics lecture is now in full session. He moves glibly to his second significant scientific breakthrough: telecommunications.
Prof Ngoepe first used a telephone at 13. Even then, he says, it made him wonder whether it would ever be possible to see and talk to someone at the same time.
“Now, children younger than five communicate via video conferencing as a standard. Again, batteries are going to play a role,” he concludes his point.
We are only catching our breath, when he hits us with his third: energy, and how it is used in weapons, manufacturing, and utilities. That has revolutionised the world, he continues, as did the lasers, which were initially used to study properties of materials but are now employed in the cutting of objects and surgery.
The Internet: The biggest breakthrough of our time
The biggest breakthrough, however, is the Internet in Prof Ngoepe’s opinion. He makes a point to which he will return to later in our conversation about how the biggest scientific breakthroughs were almost by happenstance.
“There was nobody who intentionally went to invent it. Scientists at the European Organisation for Nuclear Research (CERN) were simply looking for a way to share information, now look what they have given us purely because their solution fell on the lap of telecommunications,” he chuckles.
To our question about whether we have seen all there is to see in science or if there is still a big discovery awaiting us, he is quick to state his reservations about how science today is almost exclusively expected to make commercial sense before research can be commissioned or funded.
“In the days of Isaac Newton people engaged in science out of love, almost as a hobby.
There is too much leaning towards action research to the detriment of basic research, instead of balancing the two,” he laments about how much this stifles creativity and innovation. Are the scientists to blame for this because they do not lobby and organise enough, we ask, or is commercial short-termism the culprit?
“The world of science can capture you so much that you end up living only in that world, without worrying about what is happening around you. Politicians, on the other hand, want to go to their electorate after five years and show them something tangible; which is why African governments are not spending as much as their European, Asian and American counterparts on research and development,” is his answer.
He reminds us that European countries spend 3% of their GDP on research, Scandinavian countries (4%), the US (about 2.5%). On the other hand, South Africa at the very best spends 0.7%! It has been shown that investment in research translates into economic growth of countries.
We return to how his long journey to the pinnacle of science academia influenced the kind of teacher he became, one who strives to make physics accessible without dumbing it down—as all of his former students will attest.
“I did the sciences the hard way, so I never wanted anyone to experience what I experienced. We used to have to conceal our real intentions to our professors when we did third year by saying we wanted to become teachers, to which they would respond: ‘very good, you must go and help your own people!’” That is, instead of dreaming of becoming scientists.
As he says this, the sparkle darts from his face and it is easy to see that his arrival at university during the time of Onkgopotse Tiro — the SRC president in 1971 who was later expelled for challenging apartheid education and then assassinated with a parcel bomb in Botswana —left a long-term impact on Prof Ngoepe.
He shares how his involvement in the Student Christian Movement (SCM), operating alongside people like Frank Chikane during the Snyman Commission into the problems that faced black universities, and the racist treatment at the hands of some of his lecturers forced him to think of ways to make his students understand and love physics by stooping to their level. This makes it clearer, what he meant by studying the sciences as an act of defiance.
Teaching maths mathematically
We ask him to share his take on what we are getting wrong in the teaching of STEM subjects in South Africa today.
“The way mathematics is being taught in schools could be a problem..
“When I started teaching in 1977, there were certain things—like playing around with algebraic expressions—that we could take for granted. Solving a problem in Physics, you could set up equations and approximations—the students could complete it by themselves. By 1986, I had to solve the problem for my students to understand; the problem got worse in the 1990s,” he explains.
Are we not losing the opportunity to use other scientific breakthroughs like artificial intelligence (AI) to teach, we ask. Again, he is quick to answer.
“Innovation is about using knowledge to solve problems or finding new ways to do things; but that has to be coupled with fundamentals. Finding that balance between the mastery of fundamentals and innovation is essential,” he says.
We ask him to share what he is most proud of, looking back upon his life. Discomfort reappears on his face before he says: “Working with people. I learned a lot from working with a lot of people worldwide – who are humble, down to earth, but great people, making a difference in the lives of others.”
Our penultimate question to Prof Ngoepe is whether he believes his talent, skills, virtuosity or the Materials Modelling Centre are being put to good use in South Africa and the continent.
He rattles names of his protégés, like Dr Happy Sithole — manager of cyber-infrastructure in the country who did his PhD at UL, the late Dr Khomotso Kganyago, whose contribution to super-computing still has to be appreciated, Dr Kenneth Kgatwane, among others, with the pride of a father — no longer a professor.
He then points out that most of these young PhDs were regular people who could have been rejected by the system, but UL kept them, trained them until they all helped their alma mater to build vital local and global linkages. These would result in even bigger impact if African governments would stick to their commitment to spend sufficient resources on research, development and innovation. Prof Ngoepe craves more continuity in how national policies are being implemented, with most leaders—when they take political office—scrap what their predecessors did, irrespective of how good that might have been.
Do you have any message to the leaders of Africa?
“I am a scientist, so I will say they must support science and innovation in Africa. They can learn from the developed world; countries like China are a good example of what investing in science can accomplish. With all these natural resources we are having on the continent, we could do a lot with science to extract and beneficiate them,” he concludes.
Who is Prof Phuti Ngoepe?
This world-renowned scientist, esteemed researcher, and teacher is currently the Director of the Materials Modelling Centre (MMC) at the University of Limpopo (UL).
Respected and admired by scientists and scholars, Prof Ngoepe’s illustrious journey into the world of natural sciences started in 1972 as a BSc student at the University of Limpopo (then University of the North)
Prof Ngoepe’s unparalleled contributions to the world of science and research have been celebrated at different levels and on different occasions. In 2023, UL–in partnership with the Centre for High Performance Computing (CHPC) and longstanding collaborators from the UK– brought his peers, former students, former colleagues, academic and industry stakeholders from abroad to a celebratory workshop (which also marked his 70th birthday) at the Council for Geosciences (CGS) in Pretoria; including a dinner which was also attended by family and friends.
His work has spanned multiple domains, including computational modelling, laser spectroscopy, synchroton-based studies on energy storage, mineral processing, and alloy development. Prof Ngoepe played a pivotal role in establishing the MMC at UL (where he has supervised over 90 master’s and doctoral students to completion), the CHPC at the CSIR, and the ground-breaking R50-million Lithium-Ion Battery Precursor Pilot Plant in Mbombela, Mpumalanga.
This plant, specialising in manganese beneficiation, spearheads South Africa’s efforts to harness its abundant high-grade manganese ore reserves, leading the way for Africa to profit from the beneficiation of all its rich natural resources like cobalt, tin, coltan, copper, and platinum. It was launched in October 2017 with the help of funding from the Department of Science and Technology (DST), strategically positioning South Africa to respond to the rapid evolution of rechargeable battery technology. The centre is dedicated to advancing the beneficiation of locally developed manganese-based cathode materials for lithium-ion batteries.
Speaking at his 70th birthday celebration, Sir Prof Richard Catlow, from University College London (UK), praised Prof Ngoepe as a heavyweight in the academic area. Their collaborative efforts go back four decades, on a wide range of materials, particularly cathodes.
The long-time collaborator underscored Prof Ngoepe’s impact as a transformative researcher and influencer in the field of computational materials modelling.
“Prof Ngoepe is a hero who has contributed immensely as a scientist. We worked well together on cut-throat projects which were adopted by science institutions, industries, mines amongst others, under the support of the National Research Foundation and the Royal Society (London),” said Prof Catlow.
In terms of qualifications, Prof Ngoepe completed his Honours (Physics) at the University of Limpopo in 1976, his Master’s (cum laude) at Unisa in 1981, and a PhD at Wits University in 1988. After completion of his PhD he spent research sabbaticals at Universities of Keele and Bath (UK) and University of Pennsylvnia (USA). He also established a wide network of collaborations locally, in the UK, USA, Europe, China and Japan. He became associate professor at UL in 1990, professor in 1992, and senior professor in 2006.
He was appointed at UL in 1977 and between 1994 and 1996, Prof Ngoepe was UL’s Dean of the Faculty of Mathematics and Natural Sciences and served as an Acting Deputy Vice Chancellor for a short period in 1994. He became a CSIR Research Fellow in 1997. Prof Ngoepe is a recipient of many awards and a few examples are: from UL–Onkgopotse Tiro Award (2000) and UL Council Prestigious Award (2018); provincially–Limpopo Premier’s Award (2006); nationally–the Order of Mapungubwe in Silver bestowed on him by the President of the Republic of South Africa (2008) and Science Diplomacy Award given by the NRF and DST (2017); internationally–the prestigious Chinese Government Friendship Award (2022), the highest honour accorded to foreign experts by China. His students and colleagues have also won many local and international awards. He is a Founding Member of the Academy of Science of South Africa; was a member of the South African Power Utility Research Advisory Board and South African Minerals to Metals Research Institute Board; served on Boards of the NRF and Mintek; and is former Chairperson of the Board of the Council for Geosciences. He was also a member of the Editorial Board of Molecular Simulations (Journal) in the UK and Guest Editor of Proceedings of Conferences. He has organised several local and international conferences, summer schools, workshops; including chairing an International Conference on Defects in Insulating Materials (2000) and hosting International Geological Congress (2016). He has also presented many keynote and invited lectures at local and international conferences. He has served on many government science strategy committees and advisory boards at provincial and national and international levels, including bilateral commissions; just to cite examples, the Royal Society (London) International Programme Advisory Group, European Union Materials Modelling International Advisory Board and Advisory Committees of International Conferences.
In addition to thanking partners he has worked with over many years, Prof Phuti Ngoepe acknowledges significant support from his immediate and extended family, especially his wife Prof Junia Ngoepe.
What fellow academics, scientists, and researchers say about Prof Ngoepe
• “In addition to outcomes relevant for mineral processing and energy storage industries, our collaboration with Prof Ngoepe has seen several postgraduate students and postdoctoral researchers benefiting from exchange programmes, under the South Africa–China Joint Research Centre” - Prof Han Long, BGRIMM Group, China
• “I met Prof Ngoepe in 1997 and in our engagements I realised that Prof Ngoepe is not about just academics, but also building lifelong human relations, and decades later, we are here to celebrate him” – Prof Nora de Leeuw, Leeds University, UK
• “I have had a very fulfilling collaboration with Prof Ngoepe since 1985, up to our joint efforts in the establishment of the MMC at the University of Limpopo” - Prof Alan Chadwick, University of Kent, UK
• “Prof Ngoepe is an accomplished scholar, a model to many scholars. His contributions include training postgraduate students, mentoring upcoming researchers on cutting-edge research applications, applications for research funding, international collaborations, initiating and shaping research endeavours for the Faculty, advising the Executive Dean on many matters affecting Master’s and Doctoral students and research. The Faculty thrives because of his presence; we are what we are because of who he is” – Prof Hlengani Siweya, Executive Dean, Faculty of Science & Agriculture, University of Limpopo
• “Professor Ngoepe makes natural sciences accessible to his students. He invests immense energy in understanding their unique needs so as to help them overcome their limitations. It is not surprising, therefore, that over and above the thousands of undergraduate students who were shaped by his teachings, Professor Ngoepe successfully supervised close to 100 MSc and PhD students to completion” – Prof Mahlo Mokgalong, Vice-Chancellor and Principal, University of Limpopo
What former students say about Prof Ngoepe
• “My professional career as a first-time researcher in the early 1990s was with Prof Ngoepe. I was his first MSc student when computer simulations were relatively unknown in the country. I truly treasure the duration I spent with him during my tenure as a PhD student. A hard worker who never gives up on an idea in pursuit of excellence, Prof Ngoepe is a fervent supporter of the underprivileged and women. He was at the forefront of the establishment of the University of the North Foundation Year programme in the early 1990s” – Prof Tom T Netshisaulu, Senior Programme Coordinator - Department of Physics, UL
• “My fondest memory of Prof Ngoepe is from my vocational training at the University of Southampton in 2017, when I was ready to come back home before the duration of my visit ended because I was not coping. He called in the middle of the night for my revision class of quantum mechanics, sacrificing his family time to ensure that I was okay to proceed with the training. Humility is his most invaluable attribute” – Prof Raesibe S Ledwaba, Physics and Material Science, UL
• “He possesses an extremely high degree of scientific knowledge and wisdom, which I found out when I was concluding my PhD thesis. His writing style is extraordinary when expressing his views. He is a modest man, and occasionally I wonder whether he realises how amazing he is. While I was at Cardiff University, I would suddenly be the centre of attention of many experts the minute I mentioned his name or my association with him. I got to understand that Phuti has contributed enormously in the scientific world than I had imagined. He taught me to always maintain my humility, regardless of my position. He remains a role-model, leader and father to us all” – Prof Khomotso P Maenetja, Materials Modelling Centre, University of Limpopo
• “During our time, whenever Prof Ngoepe came to the laboratory for a tea break, while everyone is engaging in general topics outside work he would ask the person standing next to him, ‘how are the calculations going?’ Through him, I learned that any girl child from a disadvantaged background is equally capable when given opportunities and support. He afforded us opportunities to learn in the field of study that was not common for black communities during the early days of democracy in South Africa. Prof enjoys travelling and used to travel abroad with his students, showcasing capabilities of students from the University of Limpopo” – Regina Maphanga, Principal Researcher and Research Group Leader, Council for Scientific and Industrial Research
• “My first encounter with Prof Ngoepe was in 1998 during my university foundation year. I later graduated with my PhD focusing on titanium platinum shape memory alloys for high temperature applications which was funded by the CSIR. I will remember Prof Ngoepe as one of many who managed to achieve the eradication of poverty in many households through education. As young black people in the 1990s and early 2000s, we always thought after the first degree, we needed to find jobs. However, Prof Ngoepe made education fashionable. He opened spaces for many of us to progress further” - Dr Rosinah Modiba, Senior Researcher, Council for Scientific and Industrial Research
• “I met Prof Phuti Ngoepe during my second year of BSc undergraduate studies, and since then, I have been incredibly fortunate to have him as my academic promoter throughout my educational journey, from BSc Honours in Physics to my Doctoral degree. Prof Ngoepe possesses an exceptional ability to quickly recognise potential, and I believe he recognised my fervour for exploring emerging technologies, tackling intricate problems, and delivering innovative solutions that generate value. Consequently, he recommended me for a position at the University of Limpopo and became my line manager. He sparked my interest in supercomputing and under his guidance, my interest in high-performance computing (HPC) flourished, and he provided me with invaluable support that exposed me to major HPC conferences in Europe and the USA” – Dr Katlego Phoshoko, Principal Systems Scientist, Materials Modelling Centre, University of Limpopo
• “I enjoyed working with Prof Ngoepe as Deputy-Director at the Materials Modelling Centre, benefitting in administrative skills and postgraduate student supervision. I am grateful for the bursary and funding opportunities he presented during my postgraduate studies at Honours, Master’s and Doctoral level. His selfless heart opened opportunities for me to travel abroad, attend international conferences, access the supervision of high profile scholars in Europe, and establish ongoing collaborations locally and internationally. Through his support, I have become one of the supervisors contributing to the number of master’s and doctoral graduates at UL, and now a C2 NRF-rated Researcher” - Prof Hasani Chauke, Director of the School of Physical and Mineral Sciences, UL
• “Since my first meaningful encounter with Prof Ngoepe during my Honours in 2000, he has played an active advisory role in my career, including convincing me to pursue postgraduate studies. Through his guidance and support, I completed my MSc and PhD, visited key research institutions abroad, e.g. NIST (USA), University of Oxford MML (UK) and NIMS (Japan). He never wore his brilliance and accolades as a badge, remaining humble instead. He has that rare combination of intelligence, work ethic, kindness, courage and tremendous resilience. Prof Ngoepe embodies the kind of educator and scholar that we most admire. As a beneficiary of his generosity and kindness, I can only hope that I can pay it forward” – Dr Maje Phasha, Chief Scientist, Advanced Materials Division, Mintek
Cathode Materials Group at a glance
The University of Limpopo (UL) Cathode Materials Group proudly hosts South Africa’s pioneering pilot plant in manganese beneficiation, valued at over R30 million. Situated in Nelspruit, Mpumalanga Province, this facility spearheads the nation’s efforts in harnessing its 80% share of global high-grade manganese ore reserves, offering vast potential for mineral beneficiation.
Launched in October 2017 with funding from the Department of Science and Technology (DST), the Lithium Ion Battery (LIB) Precursor Pilot Plant represents a strategic response to the rapid evolution of rechargeable battery technology within the country. As an integral component of the Department of Science and Innovation’s Energy Storage Hub, the centre is currently dedicated to advancing the beneficiation of locally developed manganese-based cathode materials for lithium-ion batteries.
Lithium-ion batteries find ubiquitous use in cellphones, laptops, watches, digital cameras, and even life-saving medical devices such as pacemakers. The plant’s establishment marks a crucial milestone towards the realisation of a commercial-scale facility poised to meet the burgeoning demands of electric vehicles, solar/wind energy storage, and large-scale grid energy storage.
Taking over from Delta EMD, a global leader in cathode material production for alkaline batteries with specialised manganese beneficiation expertise, the facility in Nelspruit seamlessly integrates Delta’s technical prowess and skilled workforce into UL’s Cathode Materials Programme.
What they do
According to Cathode Materials Group Manager Danie Theron, the world’s shift to renewable energy due to global warming is driving a significant transformation. However, renewable sources like solar and wind power don’t always align with peak energy demands.
“Solar energy that is generated during the day must be stored for use at night. The energy must be stored in rechargeable batteries, and this has been the most challenging aspect for humankind to date. This is where we come in,” Theron explains.
Theron emphasises the substantial technological advancements in recent years, enabling widespread adoption of solar and wind power and the increasing prevalence of electric vehicles.
“This transition can only happen with effective, ample energy storage, which is precisely our focus at the facility. We aim to influence the transition away from fossil fuel cars and power stations,” he adds.
Theron predicts a different world for future generations, citing the ongoing transition.
With a team of ten, the facility comprises a pilot plant and a laboratory, where cathode materials for lithium-ion batteries are developed in powder form. These products are packaged in one-tonne bulk bags and exported globally.
The team possesses expertise in materials modelling and collaborates with international partners, particularly leaders in co-precipitation processes for cathode materials from the United States, China, and South Korea. These collaborations bring the latest technology to the programme’s development efforts.
Skills development and the future
The future plant is envisioned as a large-scale chemical process that would create 200 job opportunities directly and generate numerous secondary employment opportunities in supporting industries. In total, approximately 1 400 employees and their families are expected to benefit from this initiative in the near future.
A commercial facility in South Africa would utilise locally mined manganese ore from the Northern Cape as a raw material. This programme is likely to expand and be established in a harbour city such as Cape Town, Durban, or Port Elizabeth.
The group annually accepts four learnership candidates for a twelve-month period. This learnership programme welcomes qualified students from universities and TVET colleges across the country. Its goal is to introduce young engineers and analysts to the industry, providing them with valuable experience to prepare for their future careers.
The plant’s potential in the market – a commercialisation effort
The primary goal of this plant in Nelspruit is to scale up cathode materials to a pilot level which should lead to production in South Africa and potentially beyond. To achieve this mandate, the centre collaborates closely with various industrial partners that work towards commercialization process.
Lithium-ion batteries, used in various devices such as cellphones, laptops, and medical devices like pacemakers, rely on manganese. With 80% of global high-grade manganese ore reserves, South Africa is well-positioned to capitalise on this market.
According to Professor Phuti Ngoepe, Director of the Materials Modelling Centre at UL, the project falls under developing precursor materials for local and global LIB producers through the beneficiation of South African manganese reserves—two high-value precursor materials, lithium manganese oxide (LMO), and nickel manganese cobalt (NMC).
Ngoepe adds that the bench scale and pilot plant facilities have sufficient capacity to qualify the above products for selected customers on a semi-commercial scale, given the university’s expertise in the nature and discipline of the dry cell battery industry.
He says the plant is a critical step towards a commercial facility earmarked to meet the growing demands of large-scale energy storage.
If South Africa is going to regain its economic foothold, we need to be investing in our youth. And the primary mechanism through which we should be doing this is skills development. This approach starts with confronting — and acting on — five uncomfortable truths.
1. We need to overhaul our education system
The state of South Africa’s education system, and the ways in which it is succeeding and failing, is a large and complex topic. Many different areas need to be reviewed; some need to be overhauled entirely.
What I am referring to specifically, however, is the fact that our education system isn’t equipping young people with the practical skills they need to succeed once they matriculate. Trades aren’t properly integrated into our curriculums, nor are learners provided with the business skills they need to start their own companies. In its current format, our educational content often fails learners down the line.
2. A university qualification isn’t essential
We have created a society that grants undue status to universities. A university degree, we tell ourselves, is critical for professional success —over and above diplomas, or any other kind of qualification. This simply isn’t the case. And in South Africa’s current educational and economic environment, it isn’t viable either.
We can’t afford to be a country that depends wholly on university education: not every learner is ideally suited for university instruction, and even if they were, our institutions don’t have the capacity. Instead, we need to encourage learners to pursue alternative tertiary routes. Skills development programmes, learnerships and internships can help young people gain the skills they need to find gainful employment or to start their own businesses.
3. A culture of entrepreneurship is still the answer
Most of the world’s most progressive economies are succeeding off the backbone of small and medium enterprises. These businesses are built by entrepreneurs and small business owners who are identifying challenges, developing solutions, and employing others as they evolve and grow. The knock-on effect is enormous. Entrepreneurs help to promote economic growth, improve the standard of living, and lift individuals, families and communities out of poverty.
A culture of entrepreneurship, especially among the youth, needs to be prioritised. And this involves giving them the training necessary to build successful and sustainable companies.
4. Corporates can’t pay lip service to skills development
Skills development is a line item on the BEE Scorecard. As a result, it’s often treated as a mere box-ticking exercise. But companies that take skills development seriously, and invest in it wisely and consciously, see tangible benefits —not only for their businesses, but in terms of their standing within their communities, too.
By upskilling community members, companies gain access to a skilled and competent workforce with all the relevant training. They also help local residents to become entrepreneurs, and establish businesses from which their company can then procure. These activities also help to alleviate communities’ dependence on certain companies or sectors. Skilled employees or entrepreneurs can offer their services more widely, and help to grow their local economies.
At Optimi Workplace, we work closely with both the public and private sector to make meaningful skills development a reality. We believe any organisation and economy is only as successful as the skills they are imparting to others.
5. Skills development is everyone’s responsibility
Our future economic success depends on everyone—individuals, the private sector and government—working together to prioritise skills development. It can’t be seen as a lesser priority, or a nice-to-have. It needs to be intentional, deliberate, and a constant focus.
And the result? What happens if we acknowledge these truths and act upon them?
Firstly, individuals become more self-sustaining. They’re less likely to depend on a system that is battling to serve them, and become capable of taking control of their own destinies instead. For companies, it boosts their talent and procurement pools, as well as their social licence to operate. And for a government facing a shrinking tax base and nearly half the population requiring social grants, it offers some relief at last.
With more skilled youths and more entrepreneurs in the market, we may finally see the economic needle shift.
Aunyana Moloisane is the Managing Director of Optimi Workplace, a division of the Optimi Group, one of South Africa’s leading names in the education and training industry.
I found three news items in early February particularly depressing, but they highlight that it is going to take a combined effort—by government, business, and civil society organisations—to resolve the country’s problems and put it on a sustained growth path. They show how important it is for all social partners to continue working together to solve our problems.
The first is a story warning that by 2026 South Africa will run out of industrial gas—a situation that should have been averted. However, government never heeded the warnings that the Industrial Gas Users Association of Southern Africa has been issuing for the past six years.
The second article, which came out on the same day, explained how local insurers, despite holding AA+ or better credit ratings, were losing out to international competitors in renewable energy projects because of the country’s low sovereign credit ratings. These lost opportunities are often overlooked and difficult to measure, but act as a severe handbrake on our economic recovery efforts. Insurance advisory group Crawford Dougall said the domestic sector was set to lose about R1 billion in premiums this year on the construction of renewable energy projects and this was likely to rise to more than R6 billion over the next five years. This illustrates the wider, consequential damages that our sub-investment grade ratings bring and how important it is to repair the government balance sheet to recover our credit standing.
The third story is about the problems SA is having in getting off the FATF grey list, with the Financial Intelligence Centre reporting that only about half of legal practitioner offices and 42% of estate agent offices have submitted risk and compliance returns. This is a strong reminder that the business sector itself also needs to ensure its house is in order. This is not as simple as some may think. The business sector is disparate and organisations such as BLSA, BUSA, and B4SA have no authority over individual businesses. We do encourage sectoral umbrella organisations and others with influence in the relevant areas to push for compliance among their members. Indeed, already the Institute of Estate Agents has stated it is engaging the sector to help its members to comply.
The industrial gas story reflects yet another self-inflicted crisis where government fails to act in time despite being warned well in advance. There are countless examples but the most prominent is the energy crisis itself, with government ignoring repeated warnings from the late 1990s that electricity generation capacity had to be dramatically increased or the country would be forced to institute power cuts. The damage has been crippling, with power cuts beginning in 2007. We are still paying the cost of the lack of decisive action back then.
There are countless stories with similar themes—South Africa has become excellent at inflicting damage on itself. My fervent hope is that post the elections, whatever administration is elected engages with business so we can work together on fixing our urgent priorities.
There has been a core within government working hard on getting things right, in partnership with the business sector. Here there has been solid progress, and this is what fuels my optimism that we can turn around the negative trajectory we’ve been on for the last 15 years.
This is the reason that organised business remains committed to working with government to resolve the country’s core problems.
We have proven that by working together towards common goals, much can be achieved. Business has been deeply involved with assisting government for many years, but the partnership was given renewed vigour in June last year with the establishment of formal structures and specific workstreams to tackle the country’s most urgent priorities, with the three immediate priorities being energy, transport and logistics, and crime and corruption.
In the eight months since, the partnership, which included the pledges of more than 130 CEOs to rebuild the country, has brought significant progress.
Energy
Much of the work in this space is ensuring that the measures already announced, driven by the Energy Action Plan, are implemented. The publication in September of the Electricity Regulation Amendment Bill and formation of the National Transmission Company of South Africa are major breakthroughs (again, though, both should have happened much earlier). There has been a dramatic increase in both private investment in large-scale electricity generation and rooftop solar, helped by the tax incentives announced in the 2023 budget.
As a result of these and other measures, our analysis shows that this year we will turn the corner on loadshedding, which we expect will reduce in intensity over the next two years.
For that to happen, the scheduled connections of new power to the grid must take place successfully. That includes 1.1GW of new wind power this year and 2GW next year, as well as 2.6GW of solar this year and 5.6GW next year.
Ensuring that happens, as well as completion of the restructuring of Eskom to set up an independent grid operator to allow for an open electricity market, will continue to be focal areas for the government-business partnership.
Of course, the risks to this outlook are numerous and real—including breakdowns in Eskom’s ageing fleet of power stations and recalcitrance about reforms from within the Department of Mineral Resources and Energy.
Logistics
Progress here has been meaningful since the new business-government partnership began in June last year. The National Logistics Crisis Committee was formed, and it has already produced a logistics roadmap, approved by cabinet, that represents the best thinking on how to improve our logistics performance.
Now we need to focus on implementation, ensuring all parties, particularly Transnet, are aligned in doing so. The President can add the political momentum necessary to accelerate progress.
Priority actions include publishing the Freight Logistics Roadmap, gaining parliamentary concurrence on the Economic Regulation of Transport Bill following National Council of Provinces NCOP recommendations, publishing the National Rail Bill, and delivering on Transnet’s recovery plan for the performance of its ports and rails. The latter includes appointing full-time executives, restructuring, and building internal capacity.
Ease of doing business
This is an area where the pace of change is excruciatingly slow. I wrote in a recent newsletter to BLSA members that doing business in SA is fraught with difficulties which are not made easier by the fact there is seeming resistance in some parts of government to implementing the necessary reforms.
Bureaucratic processes need streamlining from the top to the bottom levels of government. At municipalities, red tape affecting small businesses needs to be slashed to enable them to run more efficiently while at higher levels of government, we need the reforms of the skills visa process to be pushed through. New draft regulations were published on scarce skills visa regulations on the day of the President’s state of the nation address, which propose a digital nomad visa scheme. These are welcome but until implemented, businesses trying to hire skilled foreigners face many months of delays, with backlogs of thousands of applications sitting at the Department of Home Affairs.
Crime and corruption
Business Against Crime South Africa (BACSA) was appointed in February as the primary point of contact for business’ interaction with government on crime and corruption through government structures, including the National Priority Crime Operational Committee.
Established in 1996 in response to a request from then President Nelson Mandela for business to join government in the fight against crime, BACSA operated as a division of BLSA since 1 June 2020 but has now been re-established as a separate legal entity to position it for its new role as a key plank in business’ efforts to support government.
The primary goals of the new BACSA are to strengthen collaboration and partnerships between the business sector and government agencies in addressing priority crimes; optimise existing business anti-crime efforts; scale the extensive work already under way across sectors; and mobilise the broader support and involvement in anti-crime efforts across society.
Another area of progress is with the NPA Amendment Bill, which is undergoing parliamentary review. The legislation will allow the Investigating Directorate to investigate and prosecute major criminal syndicates and corruption cases. Once passed, the Digital Forensics Unit will be established.
The business sector is also involved in piloting the modernisation of the SAPS’s 10111 service along with additional interventions focused on priority crimes.
Election risk
The end of loadshedding within six months has already been promised by one political party and there will be many more politicians, with hands on hearts, earnestly pledging other unimplementable interventions for our economy and society. This always brings the threat of populist promises that are impossible to meet and this is not confined to our elections—populist sentiment is rising globally and Time magazine calculates that elections scheduled in 64 countries mean that nearly half the world’s population will be able to vote this year.
It is a year that will shape geopolitical issues deep into the future and that brings many risks—to South Africa individually and to wider geopolitical stability.
Locally, I hope electioneering campaigns are dominated by pledges to see through the implementation of reforms—which is in the national interest—supplemented by solid plans on how to grow the economy and address the unemployment crisis.
Unfortunately, the governing party has already pushed through the NHI Bill, which is firmly in the “populist” bracket and I believe was done purely to gain votes. It lacks detail in crucial areas and has the potential to cause significant damage to the healthcare sector and to the wider economy should tax hikes be instituted to fund it. BLSA believes the bill is unworkable because there is no capacity or funding to implement it, and as soon as it is signed it will be embroiled in litigation on several fronts, including its constitutionality.
The country cannot afford for the political campaigns that are to come to distract from the business of running the country and pushing through the reforms. A reliable power supply and an efficient transport and logistics system would have a huge impact on the economy, boosting productivity across sectors and expanding our exports dramatically. That is the kind of economic growth we need—with businesses expanding and hiring more people and paying more taxes. That will help to improve our sovereign credit ratings and allow our insurers to compete with global players, and that our miners and farmers can export as much cargo as they can profitably sell. Let’s not forget the multitude of small and micro enterprises that simply cannot afford a power supply independent of Eskom and whose operations continue to be disrupted by the power cuts.
That is the one path that will ensure we create a significant number of jobs and turn the tide on the unemployment crisis.
In a recent letter to our member companies, I stated that BLSA is committed to driving forward the reforms we need. We expect the same commitment from government, particularly in an election year. The country cannot afford for leaders to be distracted by electioneering at the expense of the national interest. To put it bluntly, all the progress made so far could have and should have been achieved much earlier but for the government’s slow pace of doing things, often caused by ideologically based opposition from within government itself.
Whatever administration is voted in at the polls, it is important that this business-government initiative can smoothly continue its work, for there is still much to be done.
Busisiwe Mavuso is CEO of
Business Leadership South Africa.
As we celebrate thirty years of democracy, we continue to strive for greater good and common purpose. The four characteristics of a nation-state are sovereignty, land, population, and government. Sovereignty is the right of a nation or group of people to be self-governing because they are completely independent of any other political entity.
A nation is a large type of social organisation where a collective identity has emerged from a combination of shared features across a given population, such as language, history, ethnicity, culture, territory or society. The most apparent impact of the nation-state, as compared to its non-national predecessors, is creating a uniform national culture through state policy. The model of the nation-state implies that its population constitutes a nation, united by a common descent, a common language, and many forms of shared culture.
Therefore, nation-building is constructing or structuring a national identity using the power of the state. It aims at the unification of the people within the state so that it remains politically stable and viable in the long run. Legitimate authority in modern national states is connected to popular rule and to majorities that employ three nation-building policies, namely accommodation, assimilation, and exclusion. Nation builders are those members of a state who take the initiative to develop the national community through government programmes and to foster social harmony and economic growth. Three factors tend to determine the success of nation-building over the long-run, namely, the early development of civil-society organisations, the rise of a state capable of providing public goods evenly across a territory, and the emergence of a shared medium of communication.
The State of the Nation Address of the President of South Africa (SONA) is an annual event and one of the most important events in the parliamentary calendar in which the President is provided an opportunity to speak to the nation on the general state of South Africa, to reflect on a wide range of political, economic, and social matters within the domestic and global contexts, to account to the nation on the work of government, and to set out government’s programme of action.
It is also a vehicle for the president to summarise the accomplishments and plans of the programme of government both for a particular year and until the end of their term of office, during a Joint Siting of the National Assembly (NA) and the National Council of Provinces (NCOP).
This is commonly known as the ‘Opening of Parliament’ for all the three arms of the state, namely, the Legislature, Executive, and the Judiciary. What happens after the SONA is that political parties have an opportunity to debate, comment, and raise questions on matters addressed in the President’s speech during a debate on the President’s State of the Nation Address. This debate usually takes place over two days in a joint sitting. So, SONA is about setting the strategy for, at least the next five years, and gives the Minister of Finance a guide to prepare his budget. There is no doubt that all of us have not succeeded in eradicating the legacy of apartheid and when the President does not mention transformation as a key priority, there will be no resources (people, time, and money) to execute on this critical priority.
One of the key low hanging fruits to address both youth unemployment and the township economy is tourism—that also has the potential to be the biggest foreign currency earner for most countries. It has the potential to provide both oversized and outsized employment, especially for the youth. It has tangible benefits as most of both the labour and products can be provided by and sourced from the local community, often without the need for public transport. Treated well and engaged, the same community will protect the entire tourism and hospitality value chain.
In the eight years from 2012 to 2019, South Africa recorded 765 245 tourist arrivals from India versus Australia’s 2 093 000. If South Africa was able to sustain the initial growth rate in terms of tourist arrivals from India and keep pace with the growth rate that Australia enjoyed, an additional estimated R9.3 billion would have been injected into the South African economy in seven years between 2012 and 2018. Instead, we have seen a decline in tourist arrivals from India over this period. Similarly, in the twelve years from 2008 to 2019, South Africa recorded 1 080 695 tourist arrivals from China versus Australia’s 10.4 million, in spite of South Africa being recently honoured by readers of the UK’s Telegraph Travel publication, with the prestigious title of ‘Best Country’, while its iconic city, Cape Town, claimed the coveted title of ‘Best City in the World’.
South Africa has ten sites (five Cultural, four Natural, and one mixed) inscribed on the UNESCO World Heritage list, including the iSimangaliso Wetland Park and uKhahlamba Drakensberg Park in KwaZulu-Natal, is land rich in contrasts and diversity, emerging as an exceptional tourist destination where natural beauty, history, and a mix of cultures converge to offer a unique experience. The country offers both domestic and international tourists a wide variety of options, among others, the picturesque national landscape and game reserves, diverse cultural heritage and hugely respected wine estates, several national parks, like the expansive Kruger National Park in the north of the country, the coastlines and beaches of KwaZulu-Natal and Western Cape provinces and the major cities like Johannesburg, Durban, and Cape Town. A vast majority (76.2%) of tourists arriving in the country were residents of SADC countries, 1.9% were from ‘other’ African countries, and 23.6% were residents of countries overseas—most of the tourists arriving came from Zimbabwe, topping the list at 31%, followed by Lesotho, Mozambique, eSwatini, and Botswana.
In addition, Nigeria was the country of origin for nearly 30% of tourists. Almost 3.5 million travellers passed through the country’s ports of entry in August 2017. The top five overseas countries with the largest number of tourists visiting South Africa were the United States, United Kingdom, Germany, Netherlands, and France.
There is absolutely no reason why South Africa can’t attract about 16 million (and 12 million domestic) arrivals annually in the next six years and contributing ten percent to the GDP from the solid base of 10.5 million (8 million global) tourists in 2018. The lack of singularity of purpose in tourism and hospitality might be explained in part by the fact that the country has no less than four entities to promote in-bound tourism with very little coordination and cooperation, as well as the fact that we have had four ministers of tourism in five years.
Bonang Mohale is the Chancellor of the University of the Free State, former President of Business Unity South Africa (BUSA), and Professor of Practice in the Johannesburg Business School (JBS) in the College of Business and Economics.
Background of the EOSS
The Energy One Stop Shop, or EOSS, which was officially launched by Trade, Industry and Competition Minister Ebrahim Patel in July, is in the ramp-up phase of a four-stage process aimed at fast-tracking the regulatory approvals required for new electricity projects to be connected to the grid.
The EOSS platform is designed to expedite the deployment of energy projects, aligning with the recently amended Schedule 2 of the Electricity Regulation Act. The EOSS as a collaborative effort aims to provide business support and contribute to resolving the energy challenges in South Africa. These are some of the efforts that government is taking to support small-scale embedded generation (SSEG) power projects (under schedule 2 of the Electricity Regulation Act “ERA”) to realise energy security for the economy and decarbonisation efforts.
Role of EOSS
Contact Detais:
Email: info@energyoss.gov.za | Telephone: 012 394 3773 | Website: www.investsa.gov.za
Value Proposition of the EOSS
Streamlined application process
Conduit between developers and departments
Technical support and advisory services
Linkage with private sector and Industry Associations
Unlocking and unblocking of bottlenecks
Pursue and resolve challenges that new and existing developers are encountering with their application authorisations
An escalation mechanism
Escalating challenges that are not being resolved at regional and national and levels
Advocacy
Assist developers and Industry Associations tackle policy, legal and regulatory elements that retard energy project developments
I was faced with a heart-breaking realisation back in 2021, in the middle of the COVID-19 pandemic and almost a year into the massive loss of life that was experienced locally and globally due to the complications of that zoonotic (SARS-Cov-2 germ) driven pandemic, which began in China, and soon engulfed the whole world. It was then that I was faced with the heart-breaking realisation that many South Africans had passed on without their inspirational success stories being recorded in their own words, for future generations to know about the positive impact and rich legacy they had bequeathed to humanity. I was thinking specifically about the many individuals who had achieved great things in our field of medicine and, indeed, in healthcare in general, some of whom were pioneers in their respective professional fields.
The above realisation prompted me to identify some of those #HealthIcons who were still alive and either already in retirement, or about to retire. I drew up a list and decided to approach them one by one. I subsequently began to conduct two-hour-long #LegacyInterviews with these individuals in an attempt to preserve their powerful, inspirational stories, ensuring that they were narrated from the horses’ mouths. The interviewees were ultimately faced with the question of “how would you want to be remembered, once your Creator recalls you from Mother Earth?”
One of the first #HealthIcons I approached granted me a two-and-a-half-hour interview #LegacyInterview: this was Professor Sam Mokgokong of the ‘Mpho and Mphonyana’ Craniopagus Conjoint (head joined) twins marathon pioneering surgical operation fame from back in May 1988. Prof Sam Mokgokong was part of the Johannesburg Baragwanath Hospital’s (now named the Chris Hani Baragwanath Academic Hospital) high-powered pioneering team of top SA neurosurgeons led by Dr Robert Lipschitz, collaborating with another top team of neurosurgeons across the Atlantic pond in the United States of America, which was based at the world-famous John’s Hopkins Hospital, and led by Dr Ben Carsons.
When the sad news of the passing of Prof Sam Mokgokong was announced on the morning of 25 January 2024, there was a massive outpouring of grief here in South Africa, across the African continent, and indeed across the world. During his 71 years and seven months of life—and as the first black African neurosurgeon in South Africa and Africa—he had left a huge legacy through the positive pioneering impact he made by serving humanity, in addition to replicating himself by producing more than 20 black neurosurgeons as well as many more across all race groups in South Africa. Of this impressive number of young neurosurgeon proteges, Prof Mokgokong was most proud of the fact that he had nurtured into full bloom the first, third and fourth black African female neurosurgeons.
As a person who was privileged to sit down with him to capture his reflections on his life for over two hours in the comfort of his home in Wapadrand in Pretoria East, I feel compelled to share a bit about leadership and the character lessons that his rich, inspirational life has bequeathed to current and future generations of South Africans, Africans and people all across the world. I will attempt to select a few of his greatest leadership lessons that I recognised from the #LegacyInterview, with the hope that we can appreciate the hurdles he had to navigate along his life journey as he rose to the top as a pioneering black neurosurgeon, and this as a time during the height of the “total onslaught” Apartheid era in South Africa under then-President PW Botha.
#SpiritualIntelligence
In the 1950s, Prof Sam Mokgokong grew up within a highly educated and staunch religious, spiritual Mokgokong dynasty in the Lutheran Church, Christians-only rural village of Makotopong in the Northern Transvaal (now Limpopo), just north of Pietersburg (now Polokwane). His grandfather the Lutheran Rev Ephraim Thibedi Mokgokong was a former teacher turned reverend and a commercial farmer, and together with his wife they ensured that the young Samuel and their other grandchildren read the Bible everyday before bedtime… and at the local school, the first lesson of the day was religious instruction.
So it was that the young Samuel imbibed the biblical lessons from his very strict grandfather and grandmother, and the spiritual and religious values he learnt from that early stage of life would heavily influence his approach to life in general, and indeed his professional leadership in particular. He was acutely aware that he had a life purpose he was destined to fulfil, and hopefully within the biblical 70 years of life, as a minimum (Psalm 90:10).
He was a man of strong faith and conviction, with a high Spiritual IQ, something that nowadays is seen as being very important among leaders, and beyond the intellectual/rational intelligence (IQ) and Emotional Intelligence (EI/EQ), the latter as espoused by Daniel Goleman in his best-selling book titled “Emotional Intelligence: Why It Can Matter More Than IQ”.
#ServantLeadership
As the first black African to qualify as a neurosurgeon in South Africa back in 1987, Prof Sam Mokgokong was acutely aware of the burden of being a pioneer who had to represent the aspirations of the countless people who looked upon him to ensure the opening of doors that had previously been deliberately closed to black people (Africans, Indians and Coloureds) based on a warped mindset that was convinced that these groups did not have the mental capacity to qualify as medical doctors, let alone have the potential to aspire to the lofty heights to be trained towards qualification to operate on the human brain (and spinal cord!). Such delicate organs of the human body were believed to only be within the medical capacity and prowess of medical experts of European or Caucasian descent, as only they were uniquely gifted with the mental prowess to qualify and practice in such “fine arts”.
From Day 1 after qualification as the first black African neurosurgeon, Prof Mokgokong committed himself to ensuring that he worked exclusively in the public health service, serving the majority of South Africans and Africans who could not afford the professional fees he could have charged his patients if he had worked in the Private Health Sector, thereby serving only those privileged individuals who could afford to be members—or dependants of members—of medical aid schemes.
He was a man on a mission when he took over the reins as Head of the Department of Neurosurgery at Medunsa (Medical University of Southern Africa, now named the Sefako Makgatho Health Sciences University) in Ga-Rankuwa, north of Pretoria, and later at the University of Pretoria at Steve Biko Academic Hospital. His mission was to systematically disprove the notion that the field of neurosurgery which previously had been closed to blacks was, in fact, not the sole preserve of white medicine men (and some white medicine women!). He set himself a target of producing as many black neurosurgeons as possible in order to prove that it was not a fluke when a black person qualified as a neurosurgeon but, rather, was something that was attainable for intellectually gifted black people who were motivated and committed to working hard towards the realisation of their professional dreams.
During the time he was Head of Neurosurgery at the University of Pretoria, working at the Steve Biko Academic hospital, he came up with a novel idea to decentralise access to neurosurgical professional skills by identifying the Tembisa Hospital and Kalafong Hospital as feeder hospitals that needed to be empowered to perform some of the neurosurgical operations that previously could only be performed at tertiary level at Steve Biko Hospital. That decentralisation programme is still in place today, providing improved access to these highly technical neurosurgical operations at secondary hospital care level.
At the ripe old age of 68—post-retirement age!—he was approached by the Limpopo Provincial Health Department and the University of Limpopo to accept a short-term contract to provide his leadership and professional skills to the Limpopo Provincial Polokwane/Mankweng Hospital Complex (PMHC)… and for two years he served people from the community that gave birth to him as a form of giving back through his specialised skills. Serving the people of Limpopo (previously Northern Transvaal) fulfilled him greatly, despite the physically challenging toll on his body of driving from Pretoria on a Monday and coming back to his home in Gauteng that Friday.
Prof Samuel Mokgokong was acutely aware that being a leader—especially a pioneering leader—placed him in the almighty position of serving others, and through recognising and taking on that life purpose it was a role he executed brilliantly. He received multiple recognition awards for his servant leadership role, for example from Medunsa/SMU, the University of Pretoria (his Alma Mater), the University of Natal (now the University of KwaZulu-Natal), and the Health Professions Council of South Africa (HPCSA), an organisation which he led with distinction as its President, and in so doing leading the profession and protecting the public.
#BuildingNextGeneration
In the leadership books, various writers have opined on the task of creating the next cohort of leaders. Gwen Ifill once said “we can’t expect the world to get better by itself. We have to create something we can leave the next generation”. Another writer, Daniel Lubetzky, said that “we all have a responsibility to try and make this world better, whether it’s through work, the causes we champion, the way that we treat people, or the values we impart to the next generation.”
A relevant quote on gender transformative leadership comes from the late Ruth Bader Ginsburg, who once said that “women will only have true equality when men share with them the responsibility of bringing up the next generation”. Janelle Monae also opined about the leadership burden towards the next generation as follows: “I always think about the next generation and creating a different blueprint for them. That’s my goal: to let them know there’s another way”.
I have carefully selected and referenced the above quotes to highlight the fact that, in leadership, there is a huge weight of expectation to create the next layer of leadership that can replace one, and go on to achieve even greater achievements than oneself. Prof Sam Mokgokong clearly understood that automatic transformative mandate, and in our interview he was mindful of that mandate, not to mention very happy that he had executed it to the best of his ability.
#RisingAboveRacialPrejudices
Prof Mokgokong grew up, succeeded and made breakthroughs on numerous professional fronts at the height of Apartheid, which was how he experienced first-hand the ways in which that system was successfully designed to squash the realisation of the potential of black people in the field of neurosurgery, as well as across most disciplines of medicine.
He had applied and was admitted to do a medical degree at both Wits University and the University of Natal, but he chose to go to the relatively newly established medical school for ‘natives’ in Natal because he couldn’t bear to be part of a medical training system through which black medical students would be barred from training in wards that had white patients.
During his post-graduate training and participation in the Colleges of Medicines of South Africa (CMSA) examinations as a neurosurgeon in training (registrar), he believed he was deliberately failed twice in his first part examinations, and once in his second part exams, largely to frustrate him as an ambitious black person who wanted to break barriers into a world that had been preserved for white people.
Despite the bad racially motivated experiences he encountered during his march to qualifying as a neurosurgeon, he understood that not all white people espoused such racist agendas. After all, he owed admission for his training in neurosurgery at Medunsa to one Professor Joubert who, when Mokgokong approached him requesting a posting as a registrar, Joubert admitted him on the spot to undergo the lengthy training.
Another example was when he qualified as the first black neurosurgeon in 1987, it was Prof van Rensburg (Head of Neurosurgery at the University of Pretoria) who recruited him, only for the Hospital Superintendent to thwart Joubert’s effort at creating a diversity within the department. Based on the strong belief that Prof van Rensburg had in the newly qualified black neurosurgeon, he subsequently canvassed his colleague, Prof Ronald Lipschitz, who was head of neurosurgery at Wits University based at Baragwanath Hospital, to argue Mokgokong’s case for admission. Prof Lipschitz welcomed Mokgokong in as a junior neurosurgery consultant in his own department and, a year later in 1988, Prof Sam Mokgokong was part of that groundbreaking marathon neurosurgical operation to separate Mpho and
Prof Sam Mokgokong went on to successfully lead the Neurosurgery Department at the Medunsa/Ga-Rankuwa Hospital, and later would head up the Neurosurgery Department at the University of Pretoria’s Steve Biko Academic Hospital, in so doing completing a full circle considering that he had been rejected there based on the colour of his skin decades earlier.
While Prof Sam suffered many hurdles due to the then-prevalent racial prejudice policies of Apartheid in South Africa, the biggest breakthroughs in his professional career were achieved thanks to the efforts of some enlightened white colleagues, who had the courage and conviction to stand up against the reigning conventional “wisdom” that claimed that only white people had the capacity to perform higher medical functions… and in so doing the previously closed doors started to open for people of colour.
As such, during his long career as a leading black neurosurgeon, Prof Sam Mokgokong chose to emulate the leadership qualities of our founding President, Nelson Rolihlahla Mandela, who helped to build a new South Africa by bearing no grudges against people from the white community: instead, he fostered unity and reconciliation, despite having personally experienced enormous past injustices.
#LeavingALegacy
Being a staunch Christian, Prof Sam Mokgokong tried to live his life as close as possible to biblical teachings, and he truly believed that a human being’s average lifespan should be at least 70 years (anything above that was an unexpected bonus!). He was also on a professional mission to leave a positive legacy when his time came, and he indeed was able to work professionally until 70 years of age.
During his #HealthIcon legacy interview I asked him what contribution to humanity he might be remembered for, he proudly answered with the epitaph:
“He had a great sense of pride about the following achievements:
He taught and produced more neurosurgeons of all races than any of his contemporaries.
The discipline of neurosurgery was no longer unattainable to black South Africans, thanks to his pioneering lifetime work, during which he broke many artificial barriers, having chosen to ‘stay and train’ others in the public health sector, linked to academia. He influenced other academic institutions in South Africa to produce more neurosurgeons, than before.”
To quote Vitor Belfort, “legacy is not what I did for myself, it’s what I’m doing for the next generation”, so this was Prof Sam Mokgokong’s motto as he set about executing his pioneering work.
“From a gender transformative perspective, he produced the first, third and fourth black women neurosurgeons in South Africa, diversifying a previously white, male-dominated discipline of medicine”.
In conclusion, based on the two-and-a-half-hour-long #HealthIcons legacy interview that I conducted with Prof Sam Mokgokong, I could have written many more pages about him, highlighting more leadership and character lessons from his professional life. Perhaps a book will be a better platform through which to honour his life, his work and his legacy, but for now an article in an esteemed magazine is a small way to honour this giant of a man.
Follow Dr Fundile Nyati on ”Dr Fundi’s Health Matters Podcast
Matshapa-A-Botshelo group is a multifaceted company that specialises in mining, general construction, and trucking services. Their commitment to delivering high-quality services without compromise is at the core of their mission.
Pinagare Mogodi obtained a bachelor’s degree in accounting and management from Eduvos Institute. He gained additional certifications in project management, pastel accounting, and tactics: strategic planning and management that has further equipped Pinagare Mogodi to navigate the complexities of business management.
Pinagare Mogodi’s entrepreneurial journey began in 2010 and over the past 13 years he has accumulated invaluable experience in construction, mining, and financial management, culminating in the realisation of various successful projects that have bolstered Matshapa-A-Botshelo reputation.
Pinagare Mogodi conceptualised MAB, which has since evolved into a prominent brand in the mining and construction industry. With a familial background deeply rooted in construction, mining, and trucking projects, which started in North West before they became an international brand, Pinagare Mogodi embarked on this entrepreneurial venture with a vision to create a lasting impact.
Services
Matshapa-A-Botshelo Group offers a wide to their clients. Their suit of products and services include:
Mining Services: MAB GROUP offers a comprehensive range of mining services, encompassing exploration, excavation, mineral extraction, and processing than export the commodity. They are dedicated to sustainable and responsible mining practices that prioritize safety, environmental conservation, and community engagement.
General Construction: MAB expertise extends to general construction, where we undertake various construction projects, including residential, commercial, civil works, and industrial. They have a skilled team capable of handling everything from building design to engineering design and site preparation to construction and project management.
Trucking Services: MAB GROUP provides reliable and efficient trucking services for the transportation of goods and materials. Their fleet of well-maintained trucks and experienced drivers ensures timely and secure deliveries.
Job Creation and Community Development: Beyond their core services, they are deeply committed to addressing the issue of unemployment in South Africa. MAB view their work as more than just projects; it’s about making a positive impact on communities by creating job opportunities, supporting local businesses, and contributing to the overall economic development of the region.
MAB Group’s mission goes beyond business success; they are dedicated to making a positive impact on the communities they serve. An overarching goal is to address the unemployment rate in South Africa by providing opportunities for skills development and economic empowerment.
One of MAB’s key initiatives is their internship and learnership programs, which are designed to equip individuals with the necessary skills and experience to succeed in the workforce. Through these programs, they aim to nurture talent, foster growth, and create pathways to meaningful employment.
Additionally, MAB is dedicated to building strong and resilient communities by giving back and supporting local families. From providing essential resources to promoting education and healthcare initiatives, they strive to uplift and empower individuals and families across the nation.
MAB’s commitment to social responsibility is deeply ingrained in everything they do as Pinagare Mogodi explains with passion. “We invite others to join us in sharing this vision for a better South Africa. By working together and investing in the future of our communities, we can create lasting change and build a brighter tomorrow for all.”
Partnerships
Strategic partnerships play a key role in any company’s success and it is no different for the MAB Group. In fact, Pinagare Mogodi embraces the fact that it is important and at MAB they consider these partnerships to be crucial for a number of reasons:
Other than that, strategic partnerships are also essential to MAB Group because they provide the financial, operational, and strategic support needed to achieve their objectives. They help overcome challenges, drive innovation, and make a meaningful impact, not only on the company’s growth but also on the communities and industries they serve in South Africa.
Achievements & Challenges
Pinagare Mogodi says that the MAB Group’s biggest achievements to date is the exporting vessels between 75,000 and 150,000 tonnes of coal. Furthermore, Pinagare Mogodi is proud that MAB has been involved in construction development projects, built cities such as Rama City as well as human settlement projects with a number of other PPP projects with government.
Undoubtedly, one of the most challenging periods for MAB has been navigating the disruptions in the mining industry caused by issues with rail infrastructure and port logistics, particularly due to challenges within Transnet.
“While these issues have presented significant obstacles to our operations, I must commend Transnet for their commitment to addressing and rectifying these challenges promptly.
“However, mitigating the impact of these disruptions on our relationships with clients and avoiding penalties has been a constant concern for us,” says Pinagare Mogodi.
Another significant challenge MAB has faced was the complexity of navigating the Know Your Customer (KYC) processes with both international and domestic banks, particularly concerning Letters of Credit (LCs).
Pinagare Mogodi exolains, “The lengthy processing times associated with activating LCs have at times hindered our ability to conduct transactions smoothly, requiring careful management and proactive communication with our clients to ensure minimal disruption to our operations.”
In addition to challenges within the mining sector, their construction department has encountered difficulties posed by construction mafias operating in South Africa. These mafias create additional layers of complexity and risk for construction projects, necessitating increased vigilance and strategic planning to mitigate potential disruptions and ensure project success.
Furthermore, late government payments have posed significant challenges for SMMEs and BEE companies within the industry. The delays in payments exacerbate financial strain, leading to increased overheads and interest rates on capital funding, which can severely impact the viability of projects and the sustainability of businesses.
Despite these formidable challenges, the MAB Group has emerged stronger by implementing resilient strategies and fostering a culture of adaptability and innovation. They have proactively engaged with stakeholders, including Transnet and financial institutions, to address issues and streamline processes. Moreover, MAB has strengthened their internal capabilities and risk management practices to navigate external uncertainties effectively.
Their commitment to transparency, integrity, and collaboration has enabled us to build enduring relationships with clients and stakeholders, fostering trust and confidence in their ability to deliver exceptional results even in the face of adversity.
“By learning from past experiences and leveraging our collective expertise, MAB continues to position themselves as a resilient and agile entity capable of thriving amidst challenges.”
The dynamic nature of these industries ensures that there is always something new to learn and explore. As MAB navigates through the ever-changing landscape, they have the opportunity to acquire valuable skills and knowledge, which can then impart to their people, empowering them to thrive in their respective fields.
Pinagare Mogodi says, “What excites me the most about the future of these industries is the transformative impact they have on people’s lives and the potential to drive positive change on a societal level. Every day in the industry presents an opportunity to make a difference, whether it’s through creating job opportunities, fostering economic growth, or implementing innovative solutions to address challenges.”
Furthermore, Pinagare Mogodi looks forward to the growth and economic progress that these sectors bring to South Africa. By leveraging the companies resources and expertise, they have the potential to make significant contributions to the country’s development and prosperity.
Pinagare Mogodi explains, “At the heart of our endeavours lies a commitment to social responsibility and making a meaningful impact. While profitability is important, our ultimate goal is to improve these sectors and create more opportunities for our people.”
This ethos drives everything they do at the MAB Group, ensuring that they remain focused on their mission of driving positive change and creating a better future for all.
Innovation
While challenges undoubtedly exist, Pinagare Mogodi views them as opportunities for growth and innovation. The prospect of overcoming obstacles and continuously improving their operations is what drives them forward.
Every challenge presents an opportunity to learn, innovate, and adapt, according to Pinagare Mogodi. By embracing these challenges head-on, they strengthen their capabilities and position themselves for long-term success. Whether it’s navigating changes in regulations, addressing infrastructure constraints, or managing market fluctuations, they are committed to finding creative solutions and mitigating any potential impacts on their operations.
At the MAB Group, they thrive on the excitement of tackling challenges and pushing the boundaries of what’s possible. Their resilience, adaptability, and commitment to excellence ensure that we remain well-equipped to navigate any uncertainties that may arise in the future.
As a business leader, Pinagare Mogodi believes in maintaining a constructive approach to their interactions with the government. While it is true that there are areas where improvements can be made, it’s important to recognise the efforts of the government in supporting businesses and driving economic growth.
Pinagare Mogodi explains, “In terms of support, I acknowledge the government’s role in providing various forms of assistance and incentives to businesses, particularly in sectors crucial to our operations. However, there is always room for enhancement, particularly in bolstering support for Small, Medium, and Micro-sized Enterprises (SMMEs) and Black Economic Empowerment (BEE) companies.”
Pinagare Mogodi continues, “One area where improvement is needed is in providing more accessible funding opportunities for SMMEs and BEE companies. Access to capital is vital for the growth and sustainability of these businesses, and increased support in this regard would undoubtedly contribute to their success.
Additionally, timely payments to SMMEs and BEE companies for services rendered is crucial for their financial stability and long-term viability. Reducing bureaucratic processes and streamlining payment systems could significantly alleviate financial burdens and support the growth of these businesses.”
Pinagare Mogodi remains optimistic about the potential for collaboration between the government and the private sector to drive positive change and foster an environment conducive to business growth and development.
The CEO is looking forward to the rest of 2024 as it marks an significant milestone of celebrating 30 years of democracy in South Africa.
Growth
He is proud to be a South African and to witness the progress and development that our country has achieved over the past three decades of democracy. As a business leader, he understands the complexities and challenges of managing a business.
“Despite the inevitable ups and downs, I am genuinely proud of the strides made by the current government in fostering economic growth and development in South Africa. The advancements in infrastructure, investment initiatives, and policies aimed at supporting businesses have undoubtedly played a significant role in creating an environment conducive to entrepreneurship and leadership in various industries.”
Pinagare Mogodi continues, “As a businessman, I am particularly grateful for the opportunities and platforms that have been created, allowing individuals like me to contribute to the growth and prosperity of our nation.
The economic scale and development initiatives implemented by the government have not only facilitated the growth of businesses but have also empowered leaders across various sectors to make meaningful contributions to our society.”
While challenges will always exist, Pinagare Mogodi is not one to let them get him down. He, unlike many others, is very optimistic about South Africa.
“As we reflect on the past 30 years of democracy, let us celebrate the achievements and milestones while also remaining committed to addressing the challenges that lie ahead, working together towards a brighter and more prosperous future for all South Africans.”
Giving Back
As the Managing Director and Group CEO of MAB, Pinagare Mogodi’s foremost commitment lies in giving back to the community and creating opportunities for those in need. Philanthropy is not just a passion for Pinagare Mogodi, but also a fundamental aspect of the company’s ethos. In commemoration of this significant milestone in our nation’s history, MAB is planning a series of initiatives aimed at giving back and making a positive impact on our society.
“Our plans include various philanthropic activities and community outreach programs designed to uplift and empower individuals and communities across South Africa. From supporting education and skills development initiatives to investing in sustainable development projects, MAB is committed to leveraging their resources and expertise to make a meaningful difference in the lives of others,” says Pinagare Mogodi.
The company recognises the importance of celebrating our democracy by fostering unity and inclusivity. Therefore, they will also be organising events and activities that bring together individuals from diverse backgrounds to commemorate their shared journey towards freedom and equality.
At the heart of our celebrations lies a deep-seated commitment to social responsibility and making a lasting impact on the communities they serve. Pinagare Mogodi believes that by working together and giving back they can create a brighter and more prosperous future for all South Africans.
Pinagare Mogodi’s passion for communities and assisting those who are less fortunate comes across in his style of leadership. As the CEO of MAB Group, Pinagare Mogodi’s leadership style is characterised by active listening, objectivity, and fairness. They have achieved recognition in their fields because they prioritise open communication, value diverse perspectives, and treat everyone with equity and respect.
Pinagare Mogodi’s journey has been marked by both challenges and triumphs. With each obstacle he has encountered, he has approached it head-on, emerging stronger and more resilient than before.
Pinagare Mogodi says, “It’s crucial to highlight that my role as Managing Partner was not merely bestowed upon me; rather, I was entrusted with this responsibility by our esteemed Board of Investors and Partners. Their recognition of my unique skill set and experiences is a source of immense pride, and I am deeply honoured to lead this exceptional team towards our collective vision.”
Throughout Pinagare Mogodi’s career, one of the most valuable leadership lessons learned is the importance of patience coupled with a keen appreciation for time management. While patience allows for thoughtful decision-making and strategic planning, it’s imperative to recognise the value of time and refrain from investing it in endeavours that lack substance. Time is a precious commodity, and squandering it on fruitless pursuits can never be regained.
By mastering the delicate balance between patience and time management, Pinagare Mogodi has been able to navigate the complexities of leadership with clarity and purpose. This skill has not only contributed to the growth and success of the MAB Group but has also fostered a culture of efficiency and accountability within the organisation.
As MAB continues to chart the companies course towards excellence, Pinagare Mogodi remains committed to upholding these fundamental principles and leading by example. “Together, we embrace challenges, learn from our experiences, and strive for nothing short of excellence in all that we do,” says Pinagare Mogodi.
Work/life Balance
Pinagare Mogodi explains that stress as a leader is fundamentally shaped by the profound sense of purpose and fulfilment derived from his work.
“Every day presents an opportunity to make a difference in someone’s life, whether it’s through creating job opportunities or contributing to reducing the unemployment rate. This overarching mission serves as a constant reminder of the significance of my role and helps me maintain a positive outlook even in challenging times.” says Pinagare Mogodi.
It is essential to recognise the importance of maintaining a healthy work-life balance. Despite the demands of Pinagare Mogodi’s career, he prioritises spending quality time with his children as a means of unwinding and finding solace amidst the hustle and bustle of everyday life.
By consciously carving out time for personal pursuits and relationships outside of work, Pinagare Mogodi is able to create a buffer against the potential negative effects of stress. This balance enables Pinagare Mogodi to approach his professional responsibilities with a sense of resilience and perspective, ensuring that stress does not consume him but rather serves as a catalyst for growth and motivation.
Future
Looking forward, Pinagare Mogodi’s vision for himself and the MAB Group is ambitious yet deeply rooted in their commitment to making a positive impact on society. The company aims to expand their reach and become one of the largest exporting and mining houses, not only in South Africa, but across the African continent. By achieving this goal, they aspire to transform the landscape of unemployment in Africa and create opportunities for individuals from all walks of life. As the MAB Group evolves and grows, Pinagare Mogodi’s role as a leader will continue to evolve as well.
Pinagare Mogodi explains, “I envision myself spearheading this journey with a focus on strategic expansion, innovation, and sustainable growth. By leveraging our collective strengths and expertise, we will work towards achieving a terminal value for the MAB Group ranging between R12 billion to R20 billion.”
In terms of leadership aspects Pinagare Mogodi wishes to master over the next decade, he is committed to further developing skills in strategic planning, team building, and fostering a culture of excellence and collaboration within their organisation. Additionally, Pinagare Mogodi aims to deepen the understanding of emerging market trends, technological advancements, and sustainable business practices to ensure that the MAB Group remains at the forefront of the industry.
Pinagare Mogodi’s vision for the next decade is grounded in their unwavering commitment to creating lasting value for our stakeholders, empowering communities, and driving positive change on a global scale.
“I am excited about the journey ahead and look forward to the challenges and opportunities that lie ahead,” says Pinagare Mogodi.
Conclusion
In conclusion, Pinagare Mogodi is keen to pay homage to his mentor and Chairman of the MAB Group, Richman Ketlele.
“In the world of business, finding a mentor who not only guides you professionally but also influences your personal growth is a rare gem. For many, Richman Ketlele, the chairman of MAB, embodies this invaluable combination of mentorship and leadership. His impact on both the business and personal life of those around him is profound and enduring.
“I first encountered Richman Ketlele during a time when MAB was at the pinnacle of its reputation for construction quality. His reputation preceded him as an attorney of exceptional calibre. Seeking guidance, funding, and legal advice, I approached him, hoping to benefit from his expertise. Little did I know that this encounter would mark the beginning of a transformative journey.
“Richman Ketlele not only lent his professional expertise but also invested in MAB’s growth with his qualifications and character. His legal acumen proved instrumental in navigating complex challenges and seizing lucrative opportunities. With his guidance, MAB embarked on a trajectory of success, fuelled by integrity and excellence,” concludes Mogodi.
In 40 years, South African women want to be where Australians are now: cervical cancer free. Almost 11 000 women in South Africa get cervical cancer every year and about half of them die.
But this situation is unnecessary—because a vaccine can protect you.
Most cervical cancers are caused by the human papillomavirus (HPV).
The infection spreads through skin-to-skin contact during sex. But there are hardly any symptoms, so it’s hard to know if you have the virus.
In many cases, someone’s immune system is able to clear up the infection by itself.
However, some types of HPV infection could lead to cervical cancer if the virus stays in your body for a long time.
Anti-HPV vaccines are more than 90% effective at protecting you against infection by the virus types that cause cancer most often.
Australia is on track to wipe out cervical cancer by 2030 because they’ve been vaccinating teens (before becoming sexually active, when the vaccine works best) since 2007. In contrast, South Africa only started giving girls the anti-HPV jab in 2014.
By 2028, the health department plans to have given 95% of girls at least one dose (of two) of the vaccine by the age of nine. They also want to help older women, who weren’t part of the school vaccination drive, to find out if they have the virus.
At the moment, the state does this by giving women one free pap smear every 10 years, from the age of 30 until they’re 60. During a pap smear, a nurse or doctor collects cells from your cervix (the lower part of the womb and which sits just above the vagina) and tests them for the virus.
But many women whose test results show they need a follow-up visit don’t return, says Lynette Denny, head of the department of obstetrics and gynaecology at the University of Cape Town. Coming back to a hospital for treatment can be expensive if, for example, a patient lives far away. Not returning for follow-up appointments is a problem because if the cells in your cervix are found to be abnormal, they should be checked and possibly removed by a doctor in time, long before they turn cancerous.
Manala Makua, head of reproductive health at the health department, wants to get more women treated for cervical cancer early on by allowing them to screen themselves at home.
Here’s how:
What is self-screening for HPV?
Denny says HPV self-screening is not the same as a woman having a pap smear because “no one looks inside her genital tract”. She runs a community research project in Khayelitsha that looks for ways to speed up testing and treatment for cervical cancer.
At this clinic they gave self-screening kits to about 3 000 women between 30 and 65 years old. A nurse showed them how to use the swab, which looks like a long ear bud. The swab is pushed up through the vagina to take a sample from the cervix, and then placed in a small liquid-filled jar to keep the cells alive while the sample is sent to be analysed.
Results from these tests are usually ready later the same day.
Why should people screen themselves?
The first benefit of self-screening for HPV is that you can test more often and find potential problems sooner.
Women who use public hospitals can get a pap smear every 10 years, unless they also have HIV, in which case they get tested every one to three years depending on their doctor’s advice.
Because it’s fairly easy, self-sampling can help find problems earlier, which improves your odds of beating cervical cancer.
Self-sampling also saves time. It can take up to three weeks to get pap smear results because a microscope slide has to be prepared from the sample in the lab and then analysed manually. In comparison, an HPV test uses a machine to check for signs of the virus, using the same technique the rapid TB test does. The quicker turnaround time from self-sampling tests also means you can get further tests on the same day, and treatment if necessary, meaning you don’t have to come back to the hospital another time.
Having an HPV infection doesn’t mean someone definitely has cancer. Instead, the virus causes cells of the cervix to change, which can lead to cancer developing down the line. Before cervical cancer is full-blown, the tissue of the cervix may have sores (called precancerous lesions). If these sores are found early enough, they can be treated with a small procedure to kill dangerous cells. Since this treatment happens before cancer develops, once you are treated “you should be cured”, says Denny.
Is HPV self-testing easy?
Sampling the cervix isn’t easy for everyone. “When we were supervising women, many put [the swab] in the wrong place,” Denny says. To make sure sampling was done right, the researchers first helped women to use the swab at the clinic, practising on themselves before letting them do it from home.
Another drawback is that some women felt that screening themselves from home wasn’t as good as having a doctor’s assurance that everything was okay.
Why teach people about HPV before they do the self-test?
To avoid shame and stigma. If people don’t understand how easily HPV spreads, they could assume that a positive result was because of infidelity. This may pressure women to hide their results so they avoid being treated badly.
Added to this, patriarchal views do influence how women in some communities view their reproductive health. For example, when Denny asked patients to do a written exercise to help them express their feelings about their vaginas, some wrote that “it’s not mine, it’s owned by my husband”.
She says mass education must be a part of any self-sampling drive so attitudes can change. Her clinic did this by having trusted traditional healers join reproductive health talks with women involved in the study.
Getting an HPV-positive result doesn’t automatically mean you have cancer, says Makua. “You’re not going to know whether you’ve got abnormal cells or not,” she adds.
When will HPV self-testing be available in SA?
It will only come to the public sector when the health department figures out if people want to screen themselves for HPV from home and how the logistics will work. This is called an implementation trial. The researcher first used HPV self-sampling kits, rather than pap smears, for 100 000 women in some clinics in KwaZulu-Natal, Gauteng, and the Eastern Cape in 2023.
The next phase of their implementation trial starts in March 2024. For this part, they’ll aim to get 100 000 women in the same provinces on self-sampling kits that they can take home to do the test.
“If we can reach 100 000 [women] within a month, then we’ll know that people are happy with it. But if it’s going to take us three years, then we’ll know that demand is low or we didn’t market it properly,” says Makua.
They also need to figure out how many women will collect samples correctly and send them in for testing and how they’ll deliver the results. The idea is to avoid repeat clinic visits that could end up costing some a day’s salary, says Makua.
If it all works out, HPV self-sampling could be available within a few years.
In these provinces, the health department first wants to reach women living with HIV because they are more likely to get cervical cancer than those who don’t have HIV.
This is because HIV attacks the body’s defence system, making fighting off HPV infections more difficult and so increasing the chance of their developing cervical cancer.
They also want to reach more young women who test positive for the dangerous kind of HPV, which could turn into cancer, before it gets to that stage. Sex workers will also be an important group to test because their jobs expose them to the dangerous kinds of HPV more often.
Mohale Moloi is a health reporter and TV producer for the Bhekisisa Centre for Health Journalism.
Please share some of your career background and how you found this career path?
I laid the foundation for my career through a robust academic journey, earning a degree in Metallurgy from Vaal University of Technology. This academic background provided me with a solid understanding of scientific principles, engineering concepts, and the intricacies of chemical processes–skills that formed the basis for my subsequent ventures in the industry. Upon entering the professional landscape, I embarked on roles that allowed me to explore various facets of the chemical and mining sectors.
I gained hands-on experience in conducting metallurgical test work, where I encountered the complexities and opportunities inherent in these industries. This early exposure fueled my curiosity and set the stage for a more focused career trajectory.
My interest in the chemicals and mining industries was further ignited by a genuine passion for innovation. These sectors are at the constantly evolving to meet the demands of a changing world.
How did the company start, what was the demand it filled, and what have been its greatest successes?
Our company started four years ago in response to a multifaceted demand within the mining industry. One crucial factor was the escalating complexity of ores, necessitating the development of new reagents tailored to various complex ore mineralogies. Simultaneously, the industry faced challenges posed by a decline in metal prices, prompting the need for more cost-effective solutions, including cheaper reagents.
Recognising these intertwined challenges, we embarked on a mission to provide comprehensive solutions that addressed both the intricate nature of modern ore bodies and the economic pressures facing mining operations. Our strategic approach thus involved not only the development of innovative reagents specific to complex ore mineralogies but also a commitment to affordability.
We have not only pioneered the formulation of advanced reagents to enhance extraction efficiency but have also been instrumental in providing cost-effective alternatives amid fluctuating metal prices. This success reflects our ability to adapt to the dynamic market conditions, delivering solutions that not only meet the technical demands of the industry but also contribute to operational cost-effectiveness.
Please explain what exactly metallurgical services and products and their importance within the mining are.
Metallurgical services and products are integral components in optimising ore processing and extraction within the mining industry. Our company specializes in providing advanced metallurgical services that include identification of mineralogical complexities, conducting mineral processing test work and the development of tailored solutions for efficient extraction.
These metallurgical services and products hold paramount importance within the mining industry for several reasons. Firstly, they contribute to enhanced operational performance by improving the recoveries and grades of valuable minerals. Our specialised reagents, formulated for diverse mineralogies, enable mining operations to navigate the challenges posed by complex ores, ultimately leading to increased yields.
Secondly, our commitment to providing cost-effective solutions, including cheaper reagents in response to declining metal prices, aligns with the economic sustainability of mining operations. By offering products that balance both efficiency and affordability, we empower our clients to maintain competitiveness in a challenging market environment.
Metallurgical services and products are pivotal in driving innovation, efficiency, and economic viability within the mining industry. Through our tailored solutions, we aim to assist our clients in overcoming the technical and economic challenges posed by modern ore bodies, ensuring sustainable and profitable mining operations.
Please provide some detail of the key products you provide and the value of them to the industry and what are the exports opportunities?
Our key products are innovative and specifically designed to address the evolving needs of the mining industry. One of our flagship offerings includes a range of advanced flotation reagents tailored to various complex ore mineralogies. These reagents play a pivotal role in optimizing ore processing and extraction, contributing to increased recoveries and grades of mineral concentrates.
The value our products bring to the industry is multifaceted. Firstly, our specialised reagents enhance extraction efficiency, resulting in improved overall operational performance. By mitigating the challenges posed by complex ore compositions, we empower mining operations to maximize yields, thereby enhancing the economic viability of their projects.
Secondly, our commitment to providing cost-effective solutions, including more affordable reagents, aligns with the industry’s economic sustainability. This is particularly crucial in times of fluctuating metal prices, as our products offer a strategic advantage by maintaining operational efficiency without compromising on cost-effectiveness.
As for export opportunities, we recognise the global demand for advanced metallurgical solutions. We are actively exploring opportunities to export our products to the entire SADC region, where there is a growing need for technologies that can adapt to diverse ore mineralogies and economic constraints.
Our key products, centered around advanced reagents, provide substantial value to the mining industry by enhancing efficiency and addressing economic challenges. The export opportunities we are pursuing align with our goal of sharing these innovations on a global scale, contributing to the optimisation of mining operations worldwide.
How do you work with clients to ensure you offer them the optimum services for their needs?
Our commitment to offering optimum services extends beyond the initial consultation. We have implemented a comprehensive approach that combines proactive engagement, research, and development, and dedicated onsite support.
Our client engagement strategy integrates research and development, onsite support, and efficient logistics to provide dynamic and optimized services. By combining these elements, we ensure that our clients receive not only cutting-edge solutions but also a seamless and reliable supply chain to support their operations.
What has it taken to become the mining sectors’ strategic partner of choice?
The mining sector’s strategic partner of choice has required a combination of technological leadership, tailored solutions, collaborative relationships, and a commitment to sustainability. Our journey continues as we evolve with the industry, consistently delivering value and innovation to our clients.
What are the safety challenges in the industry and how do these dangers and the requirements for safety impact on the work MetSoP does?
The mining industry poses inherent safety challenges, given the complex and dynamic nature of operations. Understanding and mitigating these dangers are paramount to ensuring the well-being of personnel, protecting the environment, and maintaining operational integrity.
Safety is a core value at MetSoP, influencing every aspect of our work. By addressing safety challenges head-on, we contribute to the overall wellbeing of our personnel, the protection of the environment, and the sustained success of our clients’ operations.
Presumably reputation and trust is of the greatest importance for your clients. How do you go about building such trust, and what have been some of your greatest successes in terms of trust?
At MetSoP, we recognise that trust and reputation are the cornerstones of successful partnerships in the mining industry. Building and maintaining this trust involves a concerted effort that encompasses transparency, reliability, and a commitment to excellence.
MetSoP builds trust through transparent communication, consistent delivery, client-centric practices, and a steadfast commitment to safety and compliance. Our greatest successes in terms of trust are reflected in enduring partnerships, industry recognition, and the positive feedback we receive from satisfied clients.
Who are the next clients you are looking to partner up with, or where are the next big opportunities you are looking to explore as a company?
As we strategically plan for the future, MetSoP is actively seeking partnerships with forward-thinking organisations and exploring opportunities that align with our expertise and values.
MetSoP’s focus is on forging partnerships with forward-thinking mining companies, sustainability-focused organizations, and entities that align with our commitment to innovation and excellence. We are also strategically expanding our global footprint and exploring collaborations that contribute to the evolution of the mining industry.
What are the challenges and opportunities ahead for you and MetSoP over the next few years?
Looking ahead, MetSoP anticipates both challenges and opportunities that will shape our trajectory over the next few years. Navigating these dynamics is integral to our commitment to innovation, sustainability, and client satisfaction.
Challenges:
Opportunities:
MetSoP is poised to tackle challenges with agility and seize opportunities through a commitment to sustainability, technological innovation, global expansion, and strategic collaborations. By navigating these dynamics adeptly, we aim to continue delivering excellence in the ever-evolving mining industry.
As we continue to examine the fundamental recasting of our own history and begin to come to terms with the fact that ‘the primary affective force and paramount influence in the construction of modern day Black life was not only the commonly cited influx of migrant workers nor tradition but rather the spread of Christianity’, how then do we, as a people describe, define, shape, and tell our own stories?
The making of a impactful and conscientious leader is not too difficult to trace. S/he is not always the most visionary nor more talented than her/his peers nor more aggressive in her/his pursuit of the spotlight. The shift to global recognition happens gradually, over many years of hard work, singularity of purpose, and dogged determination to pursue things that genuinely matter.
What constitutes a life well lived is the embrace of one’s own mortality, the precariousness of life itself and has been man’s fundamental inquiry since time immemorial. A life well lived suggests a general alignment and harmony among body, soul and mind—when what you think, say and do are one and the same—a moment of tranquility as a sound of silence, inner peace, and calm—being left to do what you want—a sense of being your true self, authentic and a innate balance that should be jealously safeguarded.
I have come to know, love, and respect you, Prof Lumkile Wiseman Nkuhlu, as, among others, my President at the BMF, SAICA’s U4M Advocates Movement, and having worked closely with you at the vortex of state capture and KPMG’s turbulence and as a result, I share a vantage point that breeds fondness. You have always used your voice both judiciously and strongly to serve both the work and the cause and have expertly navigated the subtext of anything that is asked of you—have always showed up as a eminent scholar, eloquent, persuasive, forward thinking, legacy shaping, truly profound, amazing, good quality human being—both calm and courageous, nimble of form, sharp of mind, incisive intellect and energetic of spirit, a silverback assembled from clashing parts and conflicting priorities—an inspiring thought leader whom the wellbeing of others is paramount. A bold, conscientious and principled leader—a testament to the power of the single individual standing up for what is right.
Your will, determination, dedication, and courage to succeed are awe inspiring. As we reflect on your rich legacy today, at this moment, in this country, in this context where so many of us dare to hope that joy and peace will prevail, it is crucial to pause and acknowledge that we, collectively have not succeeded in eradicating the legacy of apartheid—that has entrenched the growing economic precarity—this state of persistent insecurity with regard to employment or income—and that the fight against social injustice and inequality still continues to this day.
You are the foremost, highly sought after, influential leader whose impactful work is conducted away from the public gaze. To me and many others, you embody human kindness, connection, and empathy. Your personal journey and story are guided by modesty though globally celebrated. Your humility conceals the magnitude of your truly extensive, demonstrable track record and experience and truly deepens understanding of our journey, our world, and how it informs the greater world—even if it is one that we have to create for ourselves—that the most important story is the story that one tells, not to others but to oneself.
By watching, listening to, inspired by, and being close to you, we have been gifted with strength and imagination. I and many others have, individually, collectively, and severally learned so much! We will forever remain grateful for this singular honour because gratitude lifts our eyes off the things we lack, so we might see, feel, touch, and experience the blessings we already possess—the same way that Bryant McGill reminds us that, ‘you will be blessed the moment you realise you already are’.
Thank you for all these struggles and fights to be seen and heard in the world and demonstrating in deeds, not just in words that when one attends well to one’s character, then one’s reputation will look out for itself. That, like Edwin Elliot, by ‘being yourself you put something wonderful in the world that was not there before’.
You stormed and broke through the gates of this industry much earlier and therefore introduced most of us to a world that we had no knowledge of. Your amazingly successful career, meteoric rise, and ascension into higher office has given most of us a glimpse into a world emblematic of the vast social divides that still persist even to this day. But once you have demonstrated your well earned and much deserved recognition and thereby, seized the opportunity to forge your own rhythm, you refused to feel like you did not belong nor have a say in anything—just there like a recipient.
Amidst a sea of lickspittles too shy to speak up, docile, conforming creatures that can’t even say boo to a goose—born colonised and remained colonised—you always had a viewpoint, a strong perspective, and a mission to both elevate and transform—the fantasy space of the industry imagery which is quite separate to the daily realities and lived experiences of most. Demonstrating beyond any shadow of doubt that opinions and taste are often shaped by the social and political conditions in which one finds oneself.
It is as though, in refusing to play by the industry’s established rule book, you have changed the industry. Much of what is talked about as being needed to make legitimate, relevant, and transform this industry today, has always been part of your story. Even though you have cooperated and collaborated with everyone, you have remained fiercely independent with an uncompromising longing for freedom that seems to have guided much of your trajectory—left to do what you want.
Freedom has always been your North Star. I know for sure that your embodiment as an African has made many other Africans feel represented in an industry that did not see us and largely, still does not. Growing up, you looked, spoke, walked, and behaved in a manner that is very familiar to us. You are the men around us—our fathers and uncles—an unspoken sense of kinship. It meant a lot to our younger self. You were amazing, always have and always will be.
You celebrate African heritage, challenging narratives that are reducing and portraying those without opportunities as victims with no agency and therefore, no ambition. You gave us and many more, the confidence it would later take, to pursue a career in management because we are much more than what we have become.
I know that because I am surrounded by colleagues and I see many more in business that you have personally touched and helped to be prouder of themselves for the way they look, talk, and the way they value their work. Because, we all have a choice when one walks into spaces where we have never been, to either be assimilated into and paraded as the first—made to feel different, rare, and noteworthy on the one hand or on the other hand, one can literally kick down the door and open it up to people that look like one, thereby helping create, nurture, and build more golden people—driven by something much deeper. Precisely because, when you do well, I also do well—when you succeed, I look good. Because we are no more human than when we connect and help others. It is our collective that works well—driven to explore the limits of what we can achieve together and a reminder that, ‘at its purest, helping others is a meeting of the eyes, hearts, and minds rather than the most naked form of mutual back scratching’. Because ‘those that are helping others, are completing Jehovah’s work’.
I take with me rich learnings extracted from your truly exemplary trailblazing. Adages that one will never learn how to command, if one has not first learned how to obey. That if one is ever more fortunate than others, then one must build a longer table, not a taller fence. That the things that one is often waiting and hoping for, tend to arrive at the most unexpected moments. Thank you for imbuing us with the courage to follow our dreams, the persistence to try agaln, the passion for doing what one loves, the ambition to aim higher, the resilience in overcoming obstacles, the humility to learn from others and kindness for both self and others. I just love the way your mind works, am loyal to your integrity and the validity of your work, and eternally grateful to you for being there for me, from the start.
You are among a generation of chartered accountants who not only witnessed but challenged and therefore ushered in a new identity amid radical political transformation. There has always been a big racial disparity in South Africa’s chartered accountancy realm with only 8 610 (17%) of the 51 152 registered chartered accountants being black. That is in stark contrast to the country’s demographics of nearly 81% of South Africans being black. This gap is rooted in our extremely traumatic history. For most of apartheid’s white-minority rule from 1948 to 1994, black citizens were not allowed to become chartered accountants. It took eleven years for Sis’ Nonkululeko Gobodo, the first black woman to qualify in 1987.
Though the profession is now open to all, it is crystal clear that historical disparities still persist. For too long, the opportunity gap in this country has increased inequality and robbed the world of the talents of many brilliant minds. Thank you for leading the charge to help young people find their way past these obstacles.
In the long term, our national higher education system clearly needs fundamental transformation, but while we are still figuring out how to accomplish this transformation, we need to do a lot more, right now, to help students succeed in the system as it exists today. If the long-lasting impact of a person’s life is called legacy, yours continues to be formed while you are alive because you live it, day by day.
The greatest gift that we can bequeath and honour you and your truly immense, valued, and treasured contribution with, is to build, nurture, and grow just one of the ‘Big Five’ accounting firms as black owned, black run, and black managed. Surely 30 years into democracy, this is not only possible but needed if we are going to give meaningful expression to our economic emancipation? When we deliver that, we will complete your unfinished project and ensure that you continue for generations to come—a testimony that has been passed down to the next warriors—fondly remembered long after you have retired. It is the emotions that we will continue to feel when we hear your name—the story that we tell our children as we tuck them into bed and the encouragement, dreams, and hopes they warmly and enthusiastically receive.
From being a political prisoner on Robben Island at the age of nineteen to being the economic adviser to President Thabo Mbeki, you have been, and continue to be, a leading light in inculcating a corporate culture of accountability, ethical business leadership, and the advancement and development of South Africa.
As a pioneer of 48 years in the profession, you continue to play key roles in academia, philanthropy, development, business, and politics. It was only in 1976 (admitted by SAICA in 1977) that you became the first African chartered accountant in South Africa, in later years, you would be elected president of SAICA, serve two terms from April 1998 to April 2000, passionately involved with the development of black accountants and you went on to become a distinguished role model.
During this illustrious career, you would go on to become the Chancellor of the University of Pretoria for 15 years, up until June 2022; serve as chairman of Pan-African Capital Holdings (Pty) Ltd—co-founded with Dr. Iraj Abedian; Kagiso Trust Investments; Metropolitan Limited; Rothschild (SA); Development Bank of Southern Africa and Biden Africa (Pty) Ltd; non-executive director (NED) of Standard Bank; Old Mutual; Tongaat Hullett; BMW; AngloGold Ashanti Limited; Datatec Limited and JCI; appointed the first Chairman of the Council on Higher Education in 1998 to 2002 where you played a major role in the restructuring of Universities and Technikons; served as Principal and Vice Chancellor of the University of Transkei from 1987 to 1991; chief executive of the Independent Development Trust for three years and chief executive of the Secretariat of the New Partnership for Africa’s Development (NEPAD) from 2000 to 2005, where you were aptly honoured with the ‘Ordre National de la Légion D’Honneur, Republique Française’ for work of NEPAD in May 2005 and wherein you played a major role in the elaboration of the NEPAD policy framework and in promoting the programme both in Africa and internationally.
You received the Grand Counselor of the Baobab National Award from the President of the Republic of South Africa for your excellent contributions to the African Renaissance through your role in the New NEPAD in April 2008 and in May the same year, was appointed President of the International Organisation of Employers.
You have always demonstrated immense pride in the auditing profession. That is why it came as a great disappointment when the profession was plunged into unprecedented crises when KPMG South Africa came under the corruption spotlight and was regarded as having aided and abetted some of the state capture activities of the Gupta family. This would explain why you took on the role of chairman of KPMG South Africa to help rectify what had unfolded for this 100-year-old, once prestigious firm to become embroiled in state capture, stealing, bribery, and corruption.
We are all still engaged in the revolution, as being a good professional and a ‘clever black’ means being against state capture. Even as you now enjoy your well earned and much deserved leisure time, you have not abandoned your profession. We are eternally grateful to Sis’ Nondima Hazel nee Mahlulo (and your four children, Aqalisile Zola, Unathi Pindiwe, Njongonkulu Manda, and Bandile Lwazi Sabelo) for allowing us to share you with loved ones and the world, and for continuing to firmly stand by your side as you also continue to serve, holding various positions, among others, as a member of the Advisory board of SAICA and the Patron of the Nkuhlu School of Accounting at the University of Fort Hare.
In recognition of your contribution to education, business, and development, you have been bestowed with several awards, including honorary doctorates from the Universities of the Free State, Stellenbosch, Cape Town, Pretoria, Nelson Mandela Metropolitan, Witwatersrand, and Fort Hare; merit awards from the National African Federated Chamber of Commerce (NAFCOC), Association for Advancement of Black Accountants of Southern Africa (ABASA) and the Black Management Forum (BMF); the President of Convocation Medal by the University of Cape Town in June 2004 for outstanding community service and the SAICA Legacy Award for those who have built a legacy that will live on for many generations.
Whose legacy inspires others to dream more, learn more, do more, and become more. Your stories will be remembered for decades, etched into the minds and hearts of others. In 2014, Dr Luvuyo Wotshela wrote a book, ‘Wiseman Nkuhlu—a Life of Purpose’, your rich testimonial and in 2020, you deemed it fit to author your own memoir, ‘Enabler or Victim—KPMG SA and State Capture’. Born on the 5th of February 1944 in Upper Mnxe part of the Xhalanga magisterial district in the town of Cala, Eastern Cape and to this day, you still regularly participate as a speaker in international conferences on African Development and corporate governance issues.
Bonang Mohale is the Chancellor of the University of the Free State, former President of Business Unity South Africa (BUSA), and Professor of Practice in the Johannesburg Business School (JBS) in the College of Business and Economics.
Piotrans is one of two companies awarded the bus rapid transit or BRT tender on the eve of Africa’s first ever football World Cup in 2010. The BRT model had dual objectives: to provide safe and reliable transportation during the football spectacular, that would benefit Johannesburg residents long-term and reduce the number of unsafe taxis on our roads by getting taxi owners to switch gears and become business owners in the bus industry. All Piotrans shareholders are former taxi owners.
All went swimmingly well for about a decade. In November last year, Protea Glen resident and Rea Vaya user, Sipho Nhlapo, gave ‘Checkpoint’ insight into the impact mismanagement at Piotrans was having on commuters. “At most we have three buses a day, for the entire area. If there are three buses, then we know it’s our happy day because at least half of us will get to work,” Nhlapo told ‘Checkpoint’.
A bus driver, who wanted to remain anonymous fearing reprisal, added more clarity: “We are short of buses because majority have broken down and are not being fixed. Some have no parts at all. At the moment only 27 buses are operating and sometimes there can be as few as 10 or 15 on the road.” This is out of a fleet of 143.
Johannesburg Transport MMC Kenny Kunene told ‘Checkpoint’ that mass looting was at the heart of Piotrans’ problems. “The system was so corrupt and rotten, CEOs, financial managers, officials, and administrators that came in there, plus some of the board members that came in there, they were just stealing. They came in to take and leave.”
Following the ‘Checkpoint’ broadcast late last year, a flurry of activity ensued, leading to the eventual appointment of Mahier Tayob as Business Rescue Practitioner (BRP). Tayob is a liquidator and investigative auditor with a long list of international qualifications and accreditations. Since his appointment as BRP, Tayob has been going through Piotrans’ books with a fine tooth comb. He told ‘Checkpoint’, when he arrived in December, 10 of the 143 fleet were on the road. “All that was left was a carcass and that too was being preyed upon by vultures. There was nothing to salvage, metaphorically speaking, honestly, there was no meat on the bone. So I started the process with low hanging fruit first, take the buses that we can salvage and take parts from other buses that were cannibalised and try to increase the fleet.” Bus parts had been stolen and sold, ‘Checkpoint’ had previously been told. “Complete neglect, recklessness, fraud, theft, white and blue collar crimes,” Tayob added. “Already on the low hanging fruit we took the number of buses up to 50.”
In January, he was hoping to reach 90 buses through this process of repair. “Others are so badly cannibalised which is going to cost me a substantial amount of money to fix, they are going to be sold for scrap.” In its prime, Piotrans was able to generate R8 million a week. Tayob found the company on its knees. “When we took over, Piotrans was on R600 000. We are currently on R3 million. Through introducing more buses, internal control systems, stop the bleeding, stop the haemorrhaging. Since December, for the very first time we have a positive cash balance.” Tayob says his investigation has thus far unearthed some 23 forms of fraud, including misappropriation of assets, ghost employees, theft of inventory, aiding vendors to inflate prices, financial statement fraud, violations of the Companies Act, violations of the Income Tax Act, nepotism, conflicts of interest, and secret profits. He says this all happened in an atmosphere of impunity. “So the executive would have the assistance of different departments financial and so on, in operations you’d have the procurement guy working with the installation person, so it’s not one syndicate but many syndicates or many cabals within the organisation.”
Late last year, ‘Checkpoint’ interviewed former Piotrans board Chairperson Nomazotsho Memani, an advocate by profession, who pleaded ignorance of the widespread theft and fraud. She did, however, tell us that during her last days at the company she uncovered “an amount of R400 million was used for a period of 15 months to pay 267 service providers that were appointed. For example, a service provider that was paid a hundred thousand every month on retainer.” When ‘Checkpoint’ asked what this service provider was being paid for, she was not sure. “I think building the image of the organisation.” ‘Checkpoint’ put it to her that as board chair she should have known.
“I watched that interview and called the former board chair to ask her about the R400 million she mentioned on national television without qualification,” Tayob told ‘Checkpoint’. He also says he demanded a report on the investigation. “And what steps she’d taken to report this because in terms of section 34 of the prevention and combatting of corrupt activities there is a legal obligation to report this. She’s been very evasive very illusive.” Tayob says she stopped taking his calls when he demanded answers from her. When ‘Checkpoint’ followed up with Advocate Memani, following its conversation with Tayob, we too were ignored. “Of course this is one of the matters that is soon going to be under judicial deliberation. I will bring her to court to answer the very questions she could have done outside the court process,” he added.
Tayob has handed his findings to a law firm to assist with formulating the charges. He says numerous people involved with Piotrans have a case to answer. He says in any given financial year, board members were coming in and going out of a revolving door. “We are now busy with the timeline as to which members were there during that particular time where these occurrences of fraud took place because then they become liable. A director has a responsibility and cannot plead ignorance. They ought to have known. An act of commission which is a commission of fraud is equal to an act of omission. This will also allow me to claim damages from them for whatever prejudice Piotrans suffered.” He says he’s determined to recover every single cent and calls on the country’s law enforcement agencies to set a clear example. “If they fail to do so, I will pursue private prosecution because we’ve become tolerant of white-collar crime in South Africa. The public should demand accountability and responsibility. These prosecuting agencies must do their job. If justice is seen to be done this would be a deterrent for future would be fraudsters.”
Nkepile Mabuse is the presenter and producer of ‘Checkpoint’. It airs on eNCA every Tuesday night at 22h00. Harri Vithi and Tshegofatso Magolego are also producers on the show.
When it comes to Ukwazi Mining, drilling down into its niches reveals that their greatest strength is having employed and grown a dynamic team that covers the critical mining methods, disciplines and commodities a client would expect.
Ukwazi Mining is the epitome of multi-disciplinary mining advisory company. It’s a massive benefit to have teams, skills and resources that can handle customised client needs or requests through an integrated offering. After all, that’s how you grow a business; adding ever-greater value to each client… and value is something Ukwazi’s Director of Business Development, Spencer Eckstein is expertly versed in.
“The most important lesson I have learned, and which we constantly apply, is that working with us and our teams should be a pleasant experience: be technically excellent, do it at the required business clock speed and ensure clear, transparent and reliable outputs that our clients, their investors and funders trust,” says Eckstein. ”However, beyond these factors, our daily mission is to strive to ensure that we deliver technical insights that are relevant to our clients and propel their projects forward.”
He stops to think for a second, before adding: “If we don’t achieve that then we are not adding value.”
Eckstein describes in great detail what differentiates Ukwazi Mining from their competitors… and it is that niche X-factor, that is particularly valuable in mining… and as rare as many of the precious metals or minerals the industry seeks to bring to the surface.
“Ukwazi’s great strength is our ability to work across technical disciplines and mining methods. What that means is that we can provide services to companies that have open pits or underground operations, and that we can work on different commodities, whether it’s copper, cobalt, manganese, iron ore or diamonds, we have the skill sets to do that. Furthermore, our technical focus is from mine to market,” he smiles, knowingly, as being able to work with, and service clients ”from mine to market and pit to port” opens up a massive market for an industry that is continually challenged by high infrastructure investment and operational costs.”
“Mining has a very specific value chain associated with it. Working with a client who adopts a value chain approach is beneficial for us, as it enables us to comprehend both their unique value chain and the broader industry value chains, both of which of which are commodity specific.
The company is very proud of the fact that Ukwazi started from very humble beginnings but has survived, sustained and finally thrived through 20 years of operation. The company has navigated a wide range of challenging industry events over the years, such as the global financial crisis, a range of commodity cycle troughs and COVID-19. As a testament to this, in 2023 they were honoured with an international award for the best mining advisory business in Africa.
“Mining is a global industry, and our view is that we go where our clients go. This has taken us into different countries and continents, but from our perspective we have to do that. The golden thread for us is that we try and work in countries that share a common time zone. Managing work across time zones with more than a four-hour difference becomes extremely difficult,” says Eckstein.
An additional advantage is that mining projects across varied geographies will often follow the same mining code. This ensures that Ukwazi’s specialist mining engineers and key operators can serve as experts in other parts of the world.
“We obviously cross-pollinate ideas and practices based on what is successful in one country or one project to another, but we have to be careful as each project is unique. You have to understand the commodity, the style of mineralisation, the process technology, the maturity and strategy of your client, and the source of potential investors or funders in each case,” adds Eckstein.
A major drive for Ukwazi is to rebuild its African footprint in Central, West and East Africa. Saudi Arabia is also proving to be a jurisdiction of interest, as the Saudi Government has been investigating in how to diversify their economy away from oil and gas, which is why they are starting to build a mining industry.
There is also a bit of a renaissance in the US mining market. We are currently looking at one or two projects in the US, as the country focuses on its own metals and minerals, given the quest for electric cars and battery solutions,” adds Eckstein.
Operating as a successful company in South Africa as well as globally naturally requires not just superior operational standards, but high quality in innovation and product development. Ukwazi has a unique approach to this challenge, and it’s something they call their Super Teams!
“We have a particular view of innovation, as part of what we do and how we innovate is based on how we are organised as a company. Our Super Teams basically comprise individuals who have what we call T-skills–having a breadth of knowledge across the top and then in-depth knowledge down the vertical. Team members should also possess expertise in the modelling software utilised throughout Ukwazi.
In essence, our innovation strategy is built upon incremental gains and diverse points of organisational learning. Here, innovation is centred around a holistic approach to cohesive project design. This allows us to focus on continuous improvements in products and services. We are also innovating in our mine contracting business, exploring the introduction of new mining methods and machinery for rehabilitation and mine closure,” explains Eckstein.
“From a financial perspective, there are just two key levers–revenue or costs: you either manage revenue upward, or manage costs downward… or you do both. In our case, we are very clear about understanding our cost structure. This is why in terms of quality, we probably lean towards the Japanese Kaizen principles of quality management. As a result, all our products and services are refined and extensively reviewed before being rolled out to clients.”
Ukwazi’s core businesses are their multi-disciplinary advisory services consisting of mining and mining infrastructure, engineering, technical studies, onsite technical support services, sustainable mining and transaction advisory services. Their specialist technical studies focus on feasibility studies for project advancement, approval, funding and execution, while they conceptualise, design, schedule and estimate the full mining value chain from mine to market. This extends through everything from the mine and associated infrastructure itself, to bulk material handling systems, surface water management systems, surface infrastructure and the supply of bulk services.
Their onsite technical support services involve co-locating the company’s mine planners to offer implementation assistance directly to clients, aiding in the delivery of the mine plans and designs provided by Ukwazi. As for sustainable mining, the focus is on Environmental, Social, and Governance (ESG) factors, which encompass authorisations, water management, and other specialised studies relevant to mines and mining projects.”
“We have a specific emphasis on effective mine rehabilitation and a niched approach to mine closure,” adds Eckstein.
Finally, their transaction advisory service focuses on mine valuations, due diligence, and public reporting, typically required by funders, investors and stock exchanges.
“Although mining advisory services span a range of different types of services, we pride ourselves on being a trusted advisor to our clients. We deliver multi-disciplinary solutions to mining clients, wherever they may be, whatever the commodity may be, and wherever the geography might be,” says Eckstein. “And we accomplish that through superior knowledge and experience, sound financial management and leadership and, of course, our super people and our Super Teams.”
One of the least referenced clauses of the South African Constitution as far as it concerns the Auditor-General is the second sentence of Section 188 (3), which reads that “all reports [of the Auditor-General] must be made public”. We will come back to this important point at the end. In this article, we will demonstrate that there is cause for concern about the possible politicisation of the work of the Auditor-General, wittingly or not, or at least the work of the office. This is not an easy point to arrive at, but something we must address, however difficult or sensitive it is.
In the recent past, there has been much fanfare about the auditorial procedure of the City of Ekurhuleni financials, not the audit outcomes, particularly inside the municipal council but also by the media houses. While we welcome the public interest in the affairs of the City and the Economic Freedom Fighters (EFF) governance, something that is refreshing, it is of great concern that the unfortunate public spat that has embroiled the Auditor-General, council members, and the residents of Ekurhuleni, something that could have been avoidable, is now threatening to undermine the good work of stabilising the City’s finances.
The much purported claims that we failed to submit financials of the 2022/2023 financial year to the Auditor-General and that we are hiding something because of some imagined corruption is irrational, misguided in some parts, and outright opportunistic by parties in council, including unfortunately by some whom we are collectively responsible for managing the affairs of the City on behalf of the residents. For those who simply misunderstood the audit process, there is an explanation we can offer, but as for the rest, we will focus on the work of rebuilding and stabilising the City’s finances.
The Auditor-General is established in terms of Chapter 9 of the Constitution, as an independent institution, subject only to the Constitution and the law, and must be impartial and must exercise their powers and perform their functions without fear, favour, or prejudice. This is not something that the drafters of the Constitution simply inserted for decoration, but these are fundamentals that ought to guide both the Auditor-General and all those entrusted with public office. As much as the Auditor-General deserves respect, it has the responsibility to ensure that its conduct is of utmost, unmistakable, and decisive one, to ensure that the office or its work does not become politicised.
At the end of August 2023, as required by the Municipal Finance Management Act of 2003, Section 126, the City of Ekurhuleni submitted its financial statements to the Auditor-General, and for the group, which includes government entities, in September 2023. In the fracas, this point is reduced to nothing as though the City did not submit on time when it did. In terms of Section 126(3)(b) of the MFMA, the Auditor-General is obligated to submit an audit report on these statements to the accounting officer of the municipality within three months of receipt of the statement. It has been four (4) months, well over the legislatively stipulated timeframe, and there is no acceptable explanation for the delay.
To suggest that the City is responsible for the delay because we raised disputes is exactly what will cast a shadow of doubt on the process and outcome. The Auditor-General audit dispute resolution policy adopted on the 1st of November 2022 is there to facilitate the resolution of audit disputes, material irregularity disputes, and all other disputes related to allegations in line with the Public Audit Act 25 of 2004. We are well within our rights to raise disputes, as long as it is done within the policy, and that is all we did. It has been four (4) months, well over the legislatively stipulated timeframe, and there was no acceptable explanation for the delay.
As if this is not enough, the dispute process absolved the City because the 14 issues that we objected to and raised in line with the dispute process were resolved favourably. We followed this process because our experience is that at times, some of the so-called audit findings were simply incorrect, procedure not followed, or the political leaders did not pay attention in order to object when necessary.
This is not the point of uproar or why there is such dissatisfaction. Instead, there are endless and unsubstantiated allegations, including communications and press releases that are not helpful to the situation. It is for this reason we believe that the posture of the Auditor-General, whether willingly or unwittingly, is being politicised.
There seems to be a general struggle with accepting that the City’s finances under the EFF leadership are in order with sound financial oversight and intact systems to ensure taxpayer’s money is used for maximal service delivery. By failing to submit the report, the Auditor-General has refused us and the City to account to the people of Ekurhuleni, engage the report and hold accountable departments under our political oversight. The failure of the Auditor-General to submit the report is not only delaying us an opportunity to account properly, but the Mayor’s ability to table the annual report in Council, which is tantamount to political sabotage. There are more incompetent municipal councils and governed by equally incompetent administrators who fail to submit financial statements to the Auditor-General, but we do not see them being paraded on television and in newspapers, with racist undertone pictures. The City of Tshwane failed to submit an annual financial statement for three months, and there was no uproar. Despite lacking capacity and relying on consultants to prepare their financial statements—thereby spending the highest amount in the country on these services—there has been no public outcry.
We are confident, guided by the EFF Founding Manifesto, that we are serving the residents of Ekurhuleni guided by a non-negotiable cardinal pillar, which demands of us “open, accountable, corrupt-free government and society without fear of victimisation by state agencies”. We have no intention of hiding anything from the residents of Ekurhuleni. Those simpletons and delinquent political parties who left the metro in a mess, making the most noise, are not telling people that much of the current audit is the affairs over which they presided, did not give themselves enough time to thoroughly understand the process.
We have made numerous pleas with the Auditor-General to avoid being embroiled in the politicisation of such an important public service. For the sake of the residents, since we have assumed governance responsibility, as the EFF, we have made strides in rebuilding the City’s finances, reduced outstanding debts, and has paid more service providers and creditors than in any other recent period. The sooner we receive the report from the Auditor-General, the sooner it will be public, as per the Constitution, and the sooner we will continue with the task of clean governance for the People’s Municipality.
Nkululeko Dunga is the Economic Freedom Fighters’ (EFF) Gauteng Chairperson and the City of Ekurhuleni Member of Mayoral Committee (MMC) responsible for finance.
Back in 2006, Tshepo Kgobe would brave rush hour traffic driving to work from the West Rand and doing the school run. “I left work at four o’clock as usual and battled through the traffic—which was far heavier than normal—to pick up my wife, and then we edged our way across town… finally reaching our young son at school at half past six! I turned to my wife and said to her ‘this is now more just an occasional frustration… this is now personal!’,” recalls Tshepo Kgobe, who was appointed as the CEO of the Gautrain Management Agency on 1 February 2024.
“Traffic in Gauteng was truly horrible at that point in time, and rush hour was a nightmare. There were measures being taken and proposals tabled, such as increasing the lanes on the various freeways, but aside from that, there was no other way to travel to where you needed to be other than on the freeway,” recalls Kgobe, who was appointed as the CEO of the Gautrain Management Agency on 1 February 2024.
“We estimate the freeway speeds at that point in time to have been around 25 to 27 kilometres an hour… and that’s at rush hour!” adds Kgobe. “We used to leave home very early and come back home earlier to try and beat the traffic, or we would come back late after the worst of the traffic. Monday to Friday! Week after week! That’s the life we had, and there was no other alternative for people in Gauteng to travel north to south by car.”
Travelling to the airport was an equal nightmare, and Kgobe has given up trying to count the number of times he missed flights because there was no other alternative of getting to the airport coming from the West Rand… and he used to just hope he would get lucky with traffic.
“It was horrible, but today we’ve not only changed travel times for the public travelling by car, but we have changed our way of life now that the Gautrain has built itself into the fabric of daily commuting. It’s about mobility and that has positioned the Gautrain as a lifestyle product, because if you want to be home to see your kids, then you’re not going to want to sit on the freeway for two hours in the morning to get to work… and then another two hours coming back from work in the evening.
The Gautrain provides greater mobility that actually empowers the lifestyle of people in Gauteng more than anything else. In 2013, we commissioned an independent study that found that a commuter who uses the Gautrain every working day to and from work between Johannesburg and Tshwane saves around seven hours and R1 300 in petrol and car-maintenance costs a month, compared with those who drive themselves” adds Kgobe, who has been in the railway industry for 25 years.
In 1998 he joined the railways in Durban, working as a junior engineer with Metrorail, and later as an Assistant Regional Engineer. He did a stint in the rail industry with a consulting company in England when South Africa was looking at high-speed rail, with his role appropriately assessing how to actually enable it. This unknowingly prepared him for his future role with the Gautrain. He returned to Durban where he became a senior engineer at Metrorail for a few years until Bombela Concession Company was announced as the preferred supplier for the Gautrain. He was one of the first 20 to 30 engineers to join the various companies working on the construction side of the project for Bombela.
He was then headhunted for a Transnet Rail project and from there his career really took off, leading to corporate board positions and the opportunity to play a role in key transformation strategies. It was in 2013 that he was first approached about a role in the Gautrain Management Agency… but he turned it down!
“I think we went through this back and forth for a period of two years, but my question for them was very simple: What am I going to do there? The Gautrain was up and running so I questioned whether I was needed there,” he smiles. He was then told about imminent extensions to the Gautrain line, including the process of starting the feasibility study, and that was when he realised there was work for him to get stuck into.
“I’m now on the other side of the fence, which is joining the public-private partnership, but specifically representing the government entity in the shape of the Gautrain Management Agency (GMA). I joined as the senior executive responsible for technical services, which includes environmental health and safety, monitoring and evaluation, overseeing and monitoring operations, integration and transport planning. It was a very wide portfolio, but I was excited to take it on as it enables the GMA to function very well,” says Kgobe. Not long afterwards, CEO Jack van der Merwe left the GMA and was replaced by William Dachs and Kgobe was appointed to the position of Chief Operating Officer and he has served in this role for the last four years until his recent appointment as CEO.
With the current operator concession coming to an end, the GMA has had to gear up for the changeover, which includes putting a tender out into the market to find a new operator… and all before 2026! The new delivery partner will operate, maintain, modernise, innovate, and upgrade the current Gautrain system so that the GMA can continue to provide a safe and efficient public transport service.
According to Kgobe the Gautrain will become an even more integral part of people’s daily lives and a catalyst for economic development, growth, and economic recovery in the province. “There will be a smooth and timeous transition from the existing delivery partner to the new contract, with no service disruption post March 2026,” he says.
“We must remain an aspirational product as well as an accessible product, and that is an important first stance of mine. That doesn’t mean we must subsidise everybody who arrives at the station or give discounts to everybody, but we have to look at families that cannot afford our service, and I’m speaking about indigent families. How do we sponsor them and how do we remain accessible to disabled people? We also have to look at the many kids who come from families that have been sponsored by more affluent families to enable them to attend expensive schools, and therefore we have to contribute to the benefit of the scholars who are using the system as a whole,” adds Kgobe.
Gautrain is a strategic asset valued at R45 billion, and once the current concession expires at the end of its 19.5-year term in 2026, the costs of establishing this long-term asset will have been paid off, allowing the Post 2026 Gautrain Project to reap the economic benefits.
Looking ahead to the future, the GMA CEO relies on the words of one of his former mentors who always insisted that “if you hire good people, the rest will take care of itself”.
Kgobe admits that it’s not quite as simple as that but adds that they have created a team of knowledgeable people, while always hiring only the best.
GMA recently received its third consecutive Top Employer status by the Top Employers Institute. “Being recognised as a Top Employer for three years in a row confirms our dedication to building and nurturing agile and resilient leaders who transform spaces, people and the economy through mobility. This is as a result of our employee-centric culture anchored by four key values: Caring, Excellence, Leadership and Learning,” says Kgobe.
He also highlights an organisational commitment to maintaining high levels of operational efficiency and clean governance which has seen GMA record its 11 consecutive clean audit outcomes.
The GMA has also received widespread praise for the way in which it has developed a highly effective way of working with the taxi industry. The Gautrain Midibus Feeder and Distribution Service started operating from Gautrain Marlboro station in 2011 following a partnership with taxi associations from Alexandra township in Johannesburg. Twelve years later, additional midibus routes are operating from Gautrain Centurion and Hatfield stations in partnership with the minibus taxi operators. At an affordable R12 per trip, the Gautrain-branded midibuses now transport about 72 000 commuters a month. This partnership has created employment for 69 people, 21 are women and 18 are youth.
“The innovative contracting model with the taxi industry addresses a number of issues, including enhancing the integration of the Gautrain system with other public transport services within the province, improving accessibility to Gautrain stations, and reducing traffic congestion to the stations. “In addition, the vast majority of midibus commuters also use the Gautrain which boosts train ridership,” says Kgobe.
“In this way, we’re creating not only a better business for our commuters, but we’re creating a legacy for those taxi owners themselves, as well as helping to resolve the violence that has arisen between Uber drivers and the meter taxi industry,” he adds, highlighting the fact that these smaller operators are contracted to run their distribution and feeder services in areas where the GMA can’t run their 22-seater vehicles… and in doing so it has given the Gautrain a broader reach in terms of its customer service. At the same time, taxi operators are learning how to operate scheduled services and how to run a business that is not just surviving day-to-day, but rather a business that has a long-term outlook.
“More than anything else, that is a game changer. It is something that, you know, is revered around the world,” says Kgobe, his face breaking into a huge smile.
Looking ahead, the Gautrain as a service is looking to diversify its offerings and build capacity among operators, particularly as they look to expand the rail lines and create interlinking lines The extension project will add 150-kilometre of rail network to the existing 80-kilometre Gautrain system. Going green is also a priority. Extremely green! On the GMA’s To Do List are hydrogen buses, hydrogen trains, hydrogen minibuses, and they already have an electrical path being tested in and around town. They are also close to converting many of their current buses to green technology through plug-and-play engine switches, as the majority of their vehicles were purchased with these future green transformations in mind.
“We’ve already started thinking 30 years ahead with our stations, and we are looking at establishing a property development company that will allow us to redevelop a lot of our stations ourselves, and long-term wise to develop properties around our stations ourselves,” he adds.
According to Kgobe the arrival of Gautrain stations in communities has influenced local development and commercialisation decisions, R46 billion has been added to the total gross domestic product (GDP) of the provincial economy due to property development induced by the Gautrain, further contributing to another 245 000 jobs. “We have seen a significant proportion of commercial and residential properties mushrooming around Gautrain stations,” he says.
The GMA has become a major success not just for it’s public-private partnership and the world-class efficiency and reliability of its trains, but also for its highly skilled but cautious management and systems that not only seek to incorporate the needs of all South Africans, but that also plans ahead to ensure the success of its services for future generations. It’s a model that other public and private entities can not only learn from but can also be inspired by!
“The Gautrain has shown, first and foremost, what we as South Africans can do when we believe in ourselves and put our heads together. In the rail industry, what it has shown us is that there is a different way of running rail services, and a different way to implement the same service but to achieve a different goal. It has shown us that it is possible that you could actually have the ability to own an asset, but have it operated by a third party in such a way that it is efficient at a world-class level. The Gautrain service has achieved beyond its initial goal. The Gautrain does what it says on the tin… but it is also able to give you the best outcome possible,” smiles Kgobe.
Darkness cannot exist without light; both need to co-exist. If you switch off the light in your bedroom, it immediatelyfeels like you are in complete darkness, but after a while the light starts to settle in its own character. The light was always there but darkness has a way of portraying its inconstant power—if you look carefully, you always find light waiting for you to discover it.
Similarly, we must face life’s challenges, and because these segments of challenges represent darkness, we sometimes give them unfounded strength. If we take time to reflect intently on our lives as individuals, we begin to see that life offers us glimmers and pockets of hope even within darkness. I like to call these clusters of hope ‘life’s promises’—the breeding ground for expectations of good things to come.
I have had many guardian angels in my life, people I believe were put in my path to help me, to hold my hand and to nurture me when I was falling apart; people outside of my mom who cared to direct and redirect my life without expecting anything in return. I have chosen to focus on one of these angels in this chapter.
But life does not only give us promises through people, it also provides assurance through events and situations.
Can you believe one of my life’s promises was through music and electricity? Yes, actual electricity that we use in our homes, cities and all around to light up darkness (when there isn’t loadshedding!). I will use this specific example to show how most simple advantages for others could be the exact whisper from life for a promise to come.
When I was in Grade 10, my mom agreed to my changing schools—this was after my dad had once again moved out of our home. Moving to this new school meant that I could walk to school in the morning and back home in the afternoons because it was close to home. But the most fascinating thing for me about my new school was the fact that I was in a classroom with boys!
When I look back on this period, it was a moment of life’s promise, and it reminds me that life’s restart button is always readily available; we just need to use it.
I met one of my significant guardian angels at my new school in Grade 11. Sadly, she has since passed on, and my heart is broken because she would have loved to see my journey as it is progressing lately. She was my gorgeous English teacher, Ms Simpson. She was elderly and wise, and very good at seeing the unspoken and reading between the lines. She figured out quite quickly that I was just saying I wanted to be a computer programmer because I thought it was the cool thing to say to fit in, and she did not make it a secret that she thought that even insinuating anything to do with computers was a joke when it came to my future career.
When we spoke about career choices, as she often would with all the children, she would make it clear that she thought I was either going to be on world stages or be Madam Speaker in parliament. She made it clear that she thought I was born to be great and she could tell it was going to manifest. I would often be shocked by this because I could not understand why and how she saw so much in me.
She did not only predict my future, she invested in it, wholeheartedly. It did not matter what plans she had, if there was a speaking or debating competition, she would enter me in it, not only in English but in Afrikaans too.
She knew that I had a single mom who sometimes could not take me to those competitions, and she would take me in her own car, her white Volkswagen Fox, if need be, without asking for anything in return. Her payback was watching me succeed at this ‘speaking’ thing. She also knew that I could not disagree to going because she had figured out that I had the world of respect for her: I never wanted to disappoint her, and I never did in this arena. The lowest mark I have ever brought back from a speaking competition was an A- and we both were superupset about that A-! She made me feel valued, as though I was her ace card when it came to representing the school on these types of platforms.
When I reached matric, we had an external invigilator who would check a few of us to make sure the school’s internal marking scale was in line and accordance with set standards. Usually, they would choose the top achievers in English, a few from the middle and a handful of the lower-performing children. We all had to have a prepared reading and a couple of other items.
I was one of the top students, with the highest English literacy mark, so Ms Simpson whispered for me to please prepare. I was also one of only two black children in my entire grade, and Ms Simpson was not shy to speak through how the world could perceive a black child getting the highest English mark; she thought alerting me about this perception would soften the blow if I got stares and underbreath comments from the invigilators. Unfortunately, back then, a black child speaking English the way I did was considered unusual. (In actual fact, I still get asked about my fluency in English as a grown adult!)
I was indeed chosen—and Ms Simpson need not have worried, as I was more than prepared. I wanted to help her shine, so I was determined to put my best foot forward. I aced the examination, and she was super-proud of my performance.
I loved Ms Simpson and she loved me. She dreamed for me, even if I did not believe her when she said that one day what she saw in me would all make sense. Well, what she saw in me is starting to sprout from the seeds she helped plant and is coming to fruition.
I took a long and winding road to get to where I am, but it would have never been a further consideration had it not been for Ms Simpson, my guardian angel, the one who believed in me when I did not believe in myself. I had come to the conclusion that making enough money to survive may just be the most important thing to focus on, and I was not sure my dreams would be able to sustain the bills, given the state of arts and culture in South Africa back in the early 2000s. My dream of being on world stages was safely tucked away in my bedroom with the roll-on deodorant (as my microphone), and that was it.
Ms Simpson was one of my most profound ‘life’s promises’. I am always grateful for her.
Thami Nkadimeng is the author of ‘Finding Purpose: Lessons From The Message Architect’.
Initially, the system encountered slow growth as it worked to establish itself within the Rustenburg community. However, with perseverance and dedication, Yarona Rustenburg gradually gained momentum, earning the trust and loyalty of commuters.
One of the pivotal turning points for Yarona Rustenburg was the introduction of its flat fare pricing strategy, offering commuters a convenient and affordable transportation option with a fixed rate of just R10. This initiative not only attracted more passengers but also contributed to the company’s financial stability and sustainability. By providing a safe, reliable, and cost-effective mode of public transport, Yarona Rustenburg quickly gained popularity among residents and visitors alike.
As Yarona Rustenburg gained traction and expanded its operations, it remained committed to innovation and improvement. Future plans include the implementation of onboard WiFi services within buses, enhancing the overall commuting experience for passengers. Additionally, the system is exploring the development of an interactive mobile application, allowing commuters to access real-time information, route updates, and other helpful features at their fingertips.
Looking ahead, Yarona Rustenburg is poised for continued growth and success in the transport sector. With a focus on technological advancements, customer satisfaction, and community engagement, the organisation aims to remain at the forefront of innovation, providing modern and efficient public transport solutions for communities across South Africa.
Yarona Rustenburg’s success in the transport industry can also be attributed to its collaborative approach with the existing taxi industry. Recognising the importance of integrating traditional modes of transport into its modern system, Yarona Rustenburg actively engaged with local taxi operators to foster cooperation and mutual benefit. Through transparent communication and negotiation, the organisation established partnerships that allowed for the smooth transition of passengers and services between taxis and Yarona Rustenburg.
One notable example of Yarona Rustenburg’s commitment to collaboration is its compensation program for affected taxi operators during the implementation of Phase 1A. Understanding the potential impact on livelihoods and businesses, Yarona Rustenburg proactively offered compensation to taxi operators who were affected by the changes. This initiative not only demonstrated the company’s social responsibility but also helped to alleviate concerns within the taxi industry and fostered goodwill among stakeholders. By prioritising inclusivity and partnership, Yarona Rustenburg has paved the way for a more harmonious and integrated public transport system in Rustenburg.
As Yarona Rustenburg continues to lead the transport sector towards an innovative future, its dedicated team plays a pivotal role in driving progress and transformation. Comprising skilled professionals with diverse expertise, the team is committed to pushing boundaries and exploring new opportunities to enhance the commuting experience for passengers. Through strategic planning, technological innovation, and effective execution, Yarona Rustenburg’s team is at the forefront of developing cutting-edge solutions that address the evolving needs of commuters. With a shared vision of excellence and a collaborative spirit, the team is steering Yarona Rustenburg towards a future where public transport is not only efficient and reliable but also sustainable and inclusive.
Yarona Rustenburg’s AFC, the best in the country
Automated Fare Collection (AFC) systems have revolutionised the way commuters engage with public transport, offering a seamless and convenient alternative to traditional cash transactions. Yarona Rustenburg, at the forefront of innovation, proudly introduces a new and intelligent AFC system, positioning itself as a pioneer in the country. Among the various AFC technologies available, EMV (Europay, Mastercard, and Visa) and ABT (Account-Based Ticketing) stand out as the most commonly used, with ABT gaining prominence in South Africa, especially within municipalities operating the Integrated Public Transport Network system.
In the South African context, ABT has emerged as a transformative solution for fare collection, and Yarona Rustenburg is among the trailblazers fully embracing this technology. This novel system is currently operational in Rustenburg Local Municipality and Polokwane Municipality, setting a precedent for other municipalities to follow suit. The integration of ABT with the SANRAL (South African National Road Agency) platform further enhances the efficiency and connectivity of the fare collection system.
One of the primary benefits of Yarona Rustenburg’s new AFC system lies in its ability to alleviate the concerns associated with cash transactions. Commuters can now experience a stress-free journey without the need to worry about having exact change or dealing with cash-related inconveniences. The introduction of this advanced fare collection technology marks a significant stride toward creating a more user-friendly and efficient public transport experience.
Efficiency is a hallmark of the new AFC system, streamlining the entire fare collection process. Commuters can easily top up their cards through user-friendly platforms, reducing the time spent on transactional activities and allowing for a smoother boarding process. The system’s intelligent features contribute to enhanced travel experiences, reinforcing Yarona Rustenburg’s commitment to providing a modern and reliable public transport service.
Moreover, the AFC system contributes to a more organised and data-driven approach to managing commuter traffic. The automated nature of fare collection ensures accurate and real-time data, enabling authorities to analyse travel patterns, optimise routes, and make informed decisions for future service enhancements. This data-driven approach aligns with contemporary smart city initiatives, fostering a more connected and responsive urban environment.
Yarona Rustenburg’s adoption of the new AFC system underscores the importance of embracing technological advancements in the realm of public transport. The positive impact extends beyond the immediate benefits to commuters, reaching into broader urban development strategies focused on sustainability, efficiency, and improved quality of life. As technology continues to play a pivotal role in shaping modern cities, Yarona Rustenburg stands as a model for municipalities looking to enhance their public transport infrastructure.
At the end, Yarona Rustenburg’s introduction of the Automated Fare Collection system represents a leap into the future of public transport in South Africa. The combination of ABT technology, integration with SNARAL, and a commitment to stress-free and efficient commuting positions Yarona Rustenburg as a trailblazer in the evolution of fare collection systems. The positive impacts on commuters, efficiency gains, and contributions to data-driven urban planning exemplify the transformative potential of embracing cutting-edge technology in public.
A media release by Business Unity South Africa on the eve of the delivery of the state of the nation address contains two contradictory demands (called expectations) and reveals a worrying lack of appreciation of the rule of law, the international obligations of SA and the binding nature of court judgments.
The first demand chivvies government along: “
4. A clear commitment to ensure that critical pieces of legislation, like the National Prosecuting Authority Amendment Bill will be processed with speed. This is part of a broader commitment to consider legislation that promotes partnerships between the public and private sector in order to enable the private sector to assist government to build its capacity to be an enabling government and deliver critical priorities.”
The second expectation that requires some analysis is:
“6. A further commitment to deal decisively with corruption, bring people to account and ensure prosecutions.”
BUSA surely should know that the Bill to which reference is made in its fourth expectation has been accurately described by Deputy Minister of Justice, John Jeffrey, as a “stopgap measure”.
It has also been widely criticised as unconstitutional, unworkable and unlikely to have any impact because it will not persuade much needed experts to return to or sign up to the hollowed out ranks of the NPA. Passing stopgap legislation that is unconstitutional is not a proper way to “deal decisively with corruption”, yet this is the final expectation raised by BUSA.
It may be instructive for BUSA to analyse the legal position more carefully before listing its expectations for countering corruption which it includes among its demands of government.
What follows may help.
SA is a signatory to the UN Convention Against Corruption or UNCAC as it is known. The treaty has been domesticated in our law and it binds the government of SA.
Article 6 (2) obliges SA “to grant [its anti-corruption machinery] the necessary independence, in accordance with the fundamental principles of its legal system,” to enable that machinery to “carry out its functions effectively and free from any undue influence. The necessary material resources and specialised staff, as well as the training that such staff may require to carry out their functions, should be provided”.
The supremacy of the rule of law is a fundamental principle of our Constitution. The government is bound by the orders and decisions of the Constitutional Court in the Glenister litigation in which the criteria applicable to our anti-corruption entity are set out in detail. They have become known as the STIRS criteria because chief among them are the binding requirements that specialists who are properly trained, independent and resourced in guaranteed fashion work with secure tenure of office.
Chief Justice Mogoeng Mogoeng put it thus in the last Glenister case a decade ago: “All South Africans across the racial, religious, class, and political divide are in broad agreement that corruption is rife in this country and that stringent measures are required to contain this malady before it graduates into something terminal. We are in one accord that SA needs an agency dedicated to the containment and eventual eradication of the scourge of corruption. We also agree that that entity must enjoy adequate structural and operational independence to deliver effectively and efficiently on its core mandate.”
The Glenister rulings were hard won and ought not to be abandoned, given their complete alignment with the UNCAC obligations quoted above. In fact, the Glenister cases provide a precedent of universal application in any country which works within the parameters of the rule of law and recognises corruption as a threat to peace that is secure, progress that is sustainable and prosperity that is equitably shared. Freedom and justice do not prevail when corruption is as rife as it indubitably is in SA today, notwithstanding the resignation of Jacob Zuma on 14 February 2018. BUSA needs to remember that the current president was the deputy of Zuma.
BUSA should also be aware of the constitutional architecture in place for the NPA. It renders the NPA wholly unsuitable as a vehicle for the anti-corruption machinery of state. Not only must the minister of justice “exercise final responsibility over the prosecuting authority [ C 179(6) ], his concurrence is required in respect of prosecution policy [ C 197 (5) ]”. The NPA is run as a programme within the ministry of justice and its director general is the accounting officer of the underfunded NPA. None of these features is compatible with the notions of operational and structural independence laid down in the Glenister litigation and in UNCAC.
At a practical level, the NPA is so gutted by the ravages of state capture that it will take many years to recover from the debasement it suffered. Littered with deployed cadres who protect the kleptocrats and their tenderpreneurial fellow-travellers, it is hardly an attractive employer for those who left the Scorpions and the service of the state in the wake of the excesses of the Zuma administrations.
The attempt in the Bill to square the circle between reserving the investigation of serious corruption for the Hawks (a Zuma scheme which, quite deliberately so, has never worked) and sharing investigations with the NPA in the guise of the new Investigating Directorate Against Corruption is a fool’s mission. The Khampepe Commission dealt with turf wars with some difficulty when the police (led by the corrupt Jackie Selebi) clashed with the Scorpions led by the incorruptible Vusi Pikoli. Both eventually lost their jobs, Selebi to a corruption conviction and Pikoli to a thoroughly undeserved dismissal that earned him a multi-million rand settlement because it was illegal. The institutional damage wrought by these shenanigans ought to be a lesson learned and not to be repeated by rushing the legislation BUSA apparently favours in a manner that is most misguided.
The vulnerability of the leadership of the NPA in the current structural environment is illustrated by the fact that no leader has ever seen out his term of office.
This is not the type of environment in which fearless prosecution of politically well-connected corrupt persons thrives.
BUSA should also be aware that the advocacy of a new Chapter Nine Institution to replace properly for the first time the Scorpions, the Hawks and the NPA as the entity best able to counter serious corruption has, after more than a decade, found support in the ranks of the major opposition parties in parliament. So strong is the position of the official opposition that the shadow minister of justice is tabling two private members bills aimed at “Glenister compliance”, a form of compliance which is binding on government anyway [ C165(5) ] and at honouring SA’s UNCAC obligations referred to above. Her bills ought to inform the expectations of BUSA, not the underwhelming official response to both that BUSA is expecting to see implemented in its fourth demand quoted above. Indeed, if any urgency appertains, it ought to be concentrated on the polishing, processing and implementation of the two private members bills so that the election does not delay the establishment of an entity under Chapter Nine of the Constitution that is able to prevent, combat, investigate and prosecute serious corruption and the concomitant organised crime that so often accompanies it.
The Chapter Nine solution has been promoted by Accountability Now for so long that it has even developed a nickname for the much needed new body. It is The Eagles. As any ornithologist can confirm: Eagles fly higher, see further and go after bigger prey than Hawks.
It is high time that BUSA adjusts its expectations as regards the countering of serious corruption. Success on this front will enhance business confidence, attract new investments to SA and end the cycle of poverty, joblessness and wretchedness that stalks half the population of SA. Success is a matter of life and death, not only for the poor but also for the country as a constitutional democracy in which human rights are respected and a better life for all is more than a pipe dream.
When it regroups on the matters discussed above, BUSA could also profitably turn its attention to supporting and endorsing the notion of an International Anti-Corruption Court as propagated by Integrity Initiatives International.
Paul Hoffman SC is a director of Accountability Now. He was lead counsel in the Glenister litigation. He is also a director of III.
This article originally appeared on Politics Web and is published with permission.
Last year, the DA failed to redefine itself by appointing a black woman as its leader, despite her qualifications and a clear contest against John Steenhuisen, the latter having embarrassed the party on a number of occasions, including again on issues of seeming to lack any emotional intelligence where racial sensibility is concerned.
Ironically, it was Dr Mpho Phalatse who contradicted John Steenhuisen over the Phoenix racist poster saga during the 2021 election campaign. This breaking of rank over race made her a target of the DA’s establishment. When she eventually and miraculously became mayor—thanks to the EFF—the DA oppressed her and overruled her olive branch approach to the EFF and IFP, resulting in a total collapse of the coalition in the City of Johannesburg. These internal squabbles handed the city on a platter back to the ANC coalition that is currently running the city. Even when she was illegally ousted, there was an attempt to stop her from taking the city to court and, instead, the Premiership of Gauteng was dangled in front of her.
The story is indeed even worse than stated here, as there was unhappiness on the part of Phalatse about how electioneering rules were designed to favour John Steenhuisen as the incumbent. Candidates were apparently not allowed to criticise each other in the press, and so on. How this is in keeping with the so-called liberal and democratic traditions is beyond me.
Just recently, Steenhuisen made two slips of the tongue that paint him as racist. He claims falsely that Julius Malema has called for the genocide of white people in South Africa. This is not only sensational, but it’s blatantly racist as it seeks to paint black people as a mindless group that could be swayed by one person to randomly kill fellow human beings (my emphasis). Interestingly, the same John could not bring himself to say that Israel’s actions against Palestinians amount to genocide, but rather argued that ‘this is for the courts to decide’. He obfuscated in a TV interview after his Manifesto launch over the weekend… quick to label something far-fetched as genocide, yet reluctant to easily concede that the deaths of 30 000 people in Palestine is genocidal, even though he claims to respect the decision of the ICJ. This is, quite frankly, unbridled hypocrisy
The worst and most unashamed example of the “swart gevaar” since his predecessors, Tony Leon pursued the ill-advised “fight back campaign” as the declaration of the third-biggest political party as the DA’s enemy number one. This is pure “swart gevaar” that demonstrated a lack of political nuance. This action has fractured the opposition that, if united, could see the ANC out of power. However, by the stroke of a pen and genius, John Steenhuisen has opened the door for the ANC to partner with the EFF, resulting in the very ‘doomsday scenario’ that he warns against. He has placed everyone in a corner where they have vowed not to work with either the ANC, EFF or PA. This means that should those three parties together win 50 per cent of the vote, then an ANC-led coalition can see the light of day. We will have him to thank for that continuation of the ANC dominance… so much for rescuing South Africa!
I am still puzzled that he managed to convince Action SA and IFP to go along with this crazy political strategy, but it seems that they are on board hoping to be the ones to lead such an arrangement into the Union elections, even if the DA received the majority of the vote. Such a decision was clearly made because of the consensus of the unsuitability of John Steenhuisen to be President in the event of that coalition miraculously prevailing. This is a slap in the face of the DA decision not to elect Phalatse as its leader. It is a classic case of cutting off your nose to spite your face. Phalatse aside, in the face of a tough election with a 90 per cent black vote up for the taking, the DA could not find a capable black leader to strategically appeal to the majority of South Africans?
With all the nice pledges that the majority of this country will remain apprehensive about the DA’s true character as a diverse party. The rally and march were full of black people, but the leadership remained white and male. This dichotomy has given the impression that black people are there as voting cattle… hence so many credible leaders such as Patricia de Lille, Herman Mashaba and Mmusi Maimane decided to abandon the DA ship, even after some gallant attempts to make it work. Who can forget bright people like Lindiwe Mazibuko, Makashule Gana and Mbali Ntuli? Could they all be so wrong about the stench of racism that surrounds the DA? Or maybe—and this is my Pep stores logic here—we should dismiss all these credible leaders and believe John Steenhuisen?
Finally, there is nothing in the pledge about proper economic empowerment, nothing on removing informal settlements, nothing on uplifting small businesses as an economic propeller, nothing on social grants as a poverty illumination strategy… nor anything on the rural economy or free education for poor students. Anything that has to do with the lot of the working class seems either absent or understated in the DA’s seven pledges that summarise the party. You can’t just promise a wild thing such as lifting six million people out of poverty without deliberating on the “how”, which is betrayed by the absence of detail where it matters.
Sadly, we are not headed for anything new. It certainly doesn’t “not” look like this is a viable rescue plan. However, what needs rescuing is what was once considered a viable alternative whose star is fading on the altar of poor leadership.
JJ Tabane, Editor of Leadership Magazine
ACCORD is a civil society organisation that has been working throughout Africa since 1992, with the goal of bringing creative African solutions to the challenges posed by conflict on the continent. They seek to impact on political developments by bringing conflict resolution, dialogue and development to the forefront as an alternative to protracted conflict. They work throughout Africa, from the SADC in the south, through the Great Lakes region to the Horn of Africa and across West Africa.
Their Conflict and Resilience Monitor offers monthly blog-style commentaries on the latest conflict-related trends in Africa.
Their first article in 2024 was written by Professor Eddy Maloka, the CEO of the African Peer Review Mechanism (APRM), an organ of the African Union that is responsible for promoting good governance on our continent. He is also a Visiting Professor at the University of Witwatersrand’s School of Governance, Public and Development Management in South Africa. In his article, Professor Maloka outlines some of the major challenges the African Union (AU) faces in the context of major shifts in the global order.
Continuing with Accord’s analyses of the AU, in their second article, Dr Linda AO Darkwa reflects on the 37th Summit of the Assembly of the Heads of State and Governments and raises some critical issues that were discussed at the Summit in terms of governance, development, climate change, peace and security. Linda Darkwa is the coordinator of the Training for Peace Programme, a Norwegian-funded capacity-support programme to the African Union Commission. She is also a Senior Research Fellow at the ‘Legon Centre’ for International Affairs and Diplomacy.
In a third article, Dr Joshua O Bolarinwa, the Head of the Security and Strategic Studies Division, Research and Studies Department at the Nigerian Institute of International Affairs (NIIA) in Lagos, Nigeria, addresses the implications of Niger’s withdrawal from the Multinational Joint Task Force (MNJTF).
The fourth article, written by Jakob Gomolka and Yosr Khèdr, discusses the findings of the African Climate Security Risk Assessment (ACRA). In the final article of this particular issue of their blog, Nkanyiso Simelane provides an overview assessment of the multiple elections that are taking place in Africa this year and analyses possible implications for the continent’s political stability.
Here are some highlights from these (and other) articles:
Eddy Maloka warns that major challenges lie ahead for the African Union as the shape of global politics shifts. The African Union must adapt and respond to the rapidly emerging new global order. Just like its forerunner, the Organisation of African Unity, which had to refashion and reposition itself after the Cold War, so must the African Union also adapt and respond to the rapidly emerging new global order.
“Such systemic changes in the global order are not new. The last time such a transformation occurred was at the end of the Cold War, at the beginning of the 1990s. At that time, Africa, through the erstwhile Organisation of African Unity (OAU) and its then secretary-general, Salim Ahmed Salim, responded by convening a summit in July 1990 which adopted the historic ‘Declaration of the Assembly of Heads of State and Government of the Organisation of African Unity on the Political and Socio-Economic Situation in Africa and the Fundamental Changes Taking Place in the World’.”
“The deliberations at this summit were informed by a report prepared by Salim and entitled… ‘Fundamental changes taking place in the world and their implications for Africa: Proposals for an African response.’
“For the OAU, in its declaration, the epochal changes of that time were characterised — among others — by a rapprochement between East and West as part of a move away from the Cold War; the socio-economic and political transformation of Central and East Europe following the collapse of the USSR; the accelerating trend towards globalisation and establishing regional economic blocs like the European Union; and technological advances that would result in the Fourth Industrial Revolution.
“On the continent, the OAU viewed the independence of Namibia and the unbanning of the ANC in South Africa, both happening in the 1990s, as positive developments; signalling that the end of Africa’s decolonisation era was imminent.
“Flowing from this analysis, the OAU concluded in its declaration that… ‘These, we found, constitute major factors which should guide Africa’s collective thinking about the challenges and options before her in the 1990s, and beyond, in view of the real threat of the marginalisation of our continent’. Therefore, the OAU needed to respond by refashioning itself and repositioning its machinery, and our continent, to confront what was then the unknown world of the 1990s.”
“The fourth perspective should come from Africa’s voice about this multi-polar world—what we see as a potential threat, the opportunities within our reach, and what we should do to end the 21st century on a high note. The optimism of the 1990s about regional economic blocs has since faded away and the excitement about globalisation has been replaced by disenchantment with today’s world affairs.”
The 37th Summit and beyond…
Then the blog’s attention turned to issues around the subject of ‘Leadership’, with an insightful article by Linda AO Darkwa titled ‘Beyond the 37th Summit of the Assembly of Heads of State and Government’.
“While critical considerations are needed to move the governance, peace and security agenda forward, the 37th ordinary session of the Assembly of the African Union (AU) ended on 18 February 2024 with significant decisions for promoting governance, peace, security and development on the continent.
“In response to the challenges of terrorism, political conflicts, drug and human trafficking, ethno-religious crises, trans-border crimes, farmer-herder conflict and insurgency, the governments of Benin, Cameroon, Chad, Niger, and Nigeria established the MNJTF. The objective was to effectively combat and eliminate all forms of illegal activities that occur across the borders; with a specific focus on counter-terrorism and counter-insurgency. Examining the potential concerns and challenges that may arise after Niger’s withdrawal from the MNJTF in West Africa is crucial. This withdrawal might potentially leave neighbouring states vulnerable to a large increase in terrorism, with limited or no counterterrorism measures in place.
“The absence of Niger will create a void and may lead to an increase in attacks on the outskirts of Lake Chad and the influx of a substantial number of weapons and militants from the Sahel.”
Implications of Niger’s task force withdrawal
The blog then gets to the topic of ‘Peace and Security’, with an article by Joshua O. Bolarinwa titled ‘Implications of Niger’s Withdrawal from the Multinational Joint Task Force’.
“The withdrawal of the Niger Republic from the Multinational Joint Task Force (MNJTF) may impede the counterterrorism and counterinsurgency efforts in the Lake Chad Basin region, and by extension, the greater Sahel. The exit may result in a resurgence of terrorist assaults, particularly targeting internally displaced person’s (IDPs) and refugee camps.
“In response to the challenges of terrorism, political conflicts, drug and human trafficking, ethno-religious crises, trans-border crimes, farmer-herder conflict and insurgency, the governments of Benin, Cameroon, Chad, Niger, and Nigeria established the MNJTF. The objective was to effectively combat and eliminate all forms of illegal activities that occur across the borders, with a specific focus on counter-terrorism and counter-insurgency. Examining the potential concerns and challenges that may arise after Niger’s withdrawal from the MNJTF in West Africa is crucial. This withdrawal might potentially leave neighbouring States vulnerable to a large increase in terrorism with limited, or no, counter-terrorism measures in place.
“The absence of Niger will create a void and may lead to an increase in attacks on the outskirts of Lake Chad and the influx of a substantial number of weapons and militants from the Sahel.”
Seeking African solutions to climate security
The Environment is also covered in the blog in the shape of an article by Jakob Gomolka and Yosr Khedr. Gomolka is an Analyst in Adelphi’s Climate Diplomacy and Security team, while Yosr Khèdr is a Project Assistant in Adelphi’s Climate Diplomacy and Security team. Their article comes under the title ‘Seeking an African-Led Response to Climate Security Risks Across the Continent’.
“Climate change in Africa has led to a marked increase in security risks. The African Climate Security Risk Assessment (ACRA), a new African Union-led assessment, analyses the inter-linkages between climate, peace and security across the African continent and identifies existing good practices. What emerges is a complex picture of growing threats, remaining challenges and entry points to better address these risks.”
Elections (and political stability!) in 2024
Nkanyiso Simelane is a Researcher within ACCORD’s Research Unit and, among his many other qualifications, he holds a Master’s degree in Political Studies from the University of the Witwatersrand. Simelane writes about ‘Elections’ in his article ‘The 2024 African Elections and Implications on Political Stability’.
“The year 2024 sees 20 African countries scheduled to have presidential/national elections. In other words, over 37% of African countries will be engaging in the democratic process of electing leaders to govern for the next electoral terms. This high number of elections makes it key to assess the continent’s overall quality of governance and degree of democratic consolidation. The first, and only, election to be held thus far has been in Comoros, on the 14th of January. The country’s electoral commission declared President Azali Assoumani the winner, with 62.97% of the vote. However, the Comoros Supreme Court validated that the President had actually won with 57.2% of the vote.
“This fuelled perceptions from the opposition parties that the election may have been fraudulent. Subsequently, protesters took to the streets of Moroni (the capital city) on 17 and 18 January, with widespread destruction of property. The protestors were met by teargas and bullets from law enforcement authorities, with one person being killed, many sustaining gunshot wounds and others being arrested. A curfew was then announced on 18 January in an attempt to quell the unrest.
“The year 2024 sees 20 African countries scheduled to have presidential/national elections. In other words, over 37% of African countries will be engaging in the democratic process of electing leaders to govern for the next electoral terms.”
ACCORD also notes that the continent recognises its longstanding partnerships with the European Union and the Governments of Canada, Finland, Ireland, Norway, South Africa, Sweden, UK and the USA. The high number of elections makes it a key element in assessing the Continent’s overall quality of governance and degree of democratic consolidation.
The large scale of elections poses both challenges and opportunities for the Continent’s political stability. Of the 20 elections, 30% will be in Southern Africa, 25% in West Africa, 20% in North Africa and 10% in Central Africa. The respective Regional Economic Communities (RECs) will be tasked with managing peace and security situations in the regions, and will also be involved in election observation missions to aid member states in conducting elections according to their Protocols and those of the African Union (AU).
Andre Walters is a veteran broadcaster.
Although it remains debatable whether the true state of economic transformation can be measured through acceptable social scientific means and evidence. A week after the SONA, StatsSA’s last quarterly results of 2023 showed that the numbers of unemployment had risen up to 32.1%, making SA a country with one of the highest unemployment rate in the world.
Employment opportunities and employability, economic growth and development, access to finance, and funding of concepts are important measures and yardsticks in determining the extent of progress made in the economy of every nation. For this reason, the conversation about the state of economic transformation and inclusion cannot be complete without a closer look at the main and major policy framework that have been development to fast-track and facilitate the participation of black people and professionals–namely, BBBEE and Affirmative Action.
BBBEE was meant to–in the bigger scale-facilitate the transformation of the mainstream of South Africa’s economy to ensure that it includes the section of the communities that not only were previously prohibited and excluded from participation, but were also inadequately equipped (through Bantu Education), to participate in any form of economic activity.
Undoubtedly, those sections of the society happened to have been the majority of the citizens (over 81%) who are black and living in advent poverty. Black is defined as Africans, Coloureds, and Indians (The ACI)–in that particular order.
Through the BBBEE strategy that was published as a precursor to the BBBEE Act, No. 53 of 2003, the government would have had to take a leading role in advancing economic transformation and enhance the economic participation of black people in the South African economy. This was the moral and constitutional fundamental and imperative. Black Economic Empowerment policy would therefore be South Africa’s torch-bearing instrument in facilitating broader the participation in the economy by black people and all citizens.
Together with affirmative action, BBBEE would redress the inequalities created by apartheid and racism. The policy would provide for incentives–especially preferential treatment in government procurement processes–to businesses which contribute to black economic empowerment according to several measurable criteria, including through partial or majority black ownership, hiring black employees, and contracting with black-owned suppliers. The preferential procurement aspect of BEE has been viewed as paradigmatic of a sustainable procurement approach, whereby government procurement is used to advance social policy objectives.
Having obtained political power in 1994 and constitutionally entrenched rule of law in 1996, there is certainly no doubt that the ruling party took over and inherited a fragmented, divided economy that was isolated by the international community as a result of the sanctions and UN restrictions. The 30-year (then) comparison of 1994 and 2024 will always be symbolic, sentimental, and structural in interpretation, depending on how you want to look at the progress of the South African economic transformation trajectory.
It is therefore imperative to do the comparison having regard to the following; 1) the size in population between then and now, 2) the rate of economic participation and growth between then and now, 3) the legal permissibility between then and now, the industries and economic sectors available between then and now. What is even realistic is that over the last 30 years, the country’s population had risen by a whopping 17 million plus citizens from 43.27 million then, and 63 million now. The latter figure includes a significant number of immigrants from the neighbouring countries of SADEC. Therefore, a transformed economy would have taken these factors into account.
Slow pace of transformation
Although the dawn of freedom in April 1994 necessitated the introduction of a number of opportunities to advance socio-economic freedom to the people of South Africa, there is common acceptance that the following important areas of the economy remain untransformed.
The role FDIs
In an effort to acknowledge the above, the government realised the importance of starting introducing policy instruments and legislative framework to support the participation of black people in the economy. At the core of this was to encourage black people start their own businesses and not just buy stakes and shares in already existing white-owned business.
It is against this background that the likes of the IDC (which was reviewed), the DBSA (that was remodelled), the SEDA (for small businesses) and National Empowerment Fund (NEF) were established through pieces of legislation. These were collectively known as the DFIs, the Development Funding Institutions that were meant to play a start-up and jump start role for those who were starting businesses anew.
BBBEE Enforcement and the BBBEE Commission
With the rise in the incidents of fraud, circumvention and misrepresentation of business credentials, a phenomenon referred to as FRONTING, it became necessary and important to establish an institution that would be responsible for the monitoring, investigation and even the enforcement of the BBBEE policy. The BBBEE Commission has however struggled to assert its regulatory authority due to its capacity constraints and limited regulatory authority. Such has compelled the amendment of the BBBEE Act in 2014, whose real impact is yet to be realised–10 years later.
With the passage of time, and with the BBBEE policy suffering back lashes from radical black activist organizations and critics, it became clear that there is more that needed to be done to increase the impact of what was intended by the policy. This included the introduction of the broad based approach, which would focus on indirect empowerment, such as procurement, supplier and enterprise development.
Sector focused transformation efforts and institutional mechanism
In an effort of complimenting the implementation of BBBEE, various industries and sectors of the economy initiated sector and transformation charters intended to deal with the peculiarities of every industry and promote black participation.
The notable of these were:
The Financial Services Charter (FSC), gazetted in 2014 and committed to the achievement of at least 30% of the financial institutions in the hands of black people. Infrastructure and Developmental Finance became the major highlights of the FSC.
The Mining Charter, reviewed in 2017, would have to be used by the Department of Mineral Resources to regulate the issuing of mining licences and compel licensed mining houses to extend the mining resource beneficiation and social housing development. As of 2024, the income disparities and gaps in the mining sector remain one of the glaring and largest scandal. In 2012, over 34 miners were killed by the South African Police Service (SAPS) on 16 during a six-week labour strike and protest in the Lonmin platinum mine at Marikana, near Rustenburg whilst demanding a mere R12 500 monthly wage. Ironically, Ramaphosa was a major shareholder in the Mine and was reportedly behind the call that resulted in the pressure on the police that resulted in the massacre.
The Construction Sector Charter, gazetted in 2017 and would have accelerated entrance of black participants such as black women and emerging small scale contractors. With a 30% black ownership target, the construction industry was significantly disrupted by the Covid 19 pandemic and consequently took time and longer to recover. The slow pace of transformation in the sector has largely resulted in a community invasion phenomenon which would later be characterized as a construction mafia, largely made up of business and community individuals who disrupted infrastructure projects in return for stake and opportunities.
Notwithstanding these shortcomings, the Construction Industry Development Board (CIDB), set up over 20 years ago, has however played a rather significant role in fostering a grading system that not only promoted safety and quality of construction, but the monetary threshold that saw a number of black construction firms suddenly gaining footprint and project exposure in the infrastructure space. A sizeable number of engineering and architectural firms have even gained work opportunities in the African European markets.
The black industrialist programme: In order to leverage the State’s capacity to unlock the industrial potential that exists within black-owned and managed businesses that operate within the South African economy, the government introduced the black industrialist programme that would have been targeted and well-defined financial and non-financial interventions for black people in business.
The DTiC has reportedly spent at least over R 38.9 billion since the launch of the programme.
Noticeable pockets of success
It would be disingenuous to conclude that there has not been pockets of success and excellence in the participation of black people in the economy over the last 30 years. These include, but is not limited to the slight increase in the ownership and participation of black practitioners in:
Inadvertently, a significant number of professionals and individuals have gained access and were able to own properties in recent times than they could be able to over 20 years ago.
In conclusion
With the dawn of the 6th administration later this year, whoever wins the elections to take control of the economic cluster, the prospects of the gains, or progress of the economic transformation gains being reversed are REAL.
Only time will tell.
Thabo Masombuka is the economic transformation adviser.
Cape Town’s most successful inner city business owners are heeding the call to conserve power for the continued prosperity of the city’s vital central business district.
Leading property developers, world-renowned restaurateurs, and established merchants have given their full backing to the Cape Town Central City Improvement District’s (CCID) ‘Switch on to Switching Off’ campaign, which encourages every CBD stakeholder to stave off loadshedding by implementing a range of power-saving measures.
The campaign, launched late last year, takes the form of a step-by-step guide that recommends a variety of simple yet effective actions stakeholders who own or rent property, or who work, live, or visit the CBD, can take to save electricity.
These include energy audits to identify areas of high energy consumption; upgrading to LED lighting; optimising heating, ventilation, and air conditioning (HVAC) systems; promoting energy-saving behaviour; using energy-efficient office equipment; and installing renewable energy systems, among others.
Business owners on board
The business owners who have thrown their weight behind the campaign say it is beholden on every Central City stakeholder to conserve energy, and the benefits can be substantial.
Grant Elliot, Chief Operating Officer at Thibault REIT, and a member of the CCID Board, believes there is a misconception that conserving energy comes at an additional expense.
“Generally speaking, energy conservation saves money in the long run. If money does need to be spent upfront, it will mostly create a return on the investment, especially if you consider where electricity prices are and are going to. Income returns in excess of bank interest rates are frequently achievable,” he says.
Elliot suggests some CBD business owners operate under the erroneous belief that the changes they implement must be wholesale and costly, but there is often “low-hanging fruit” that can be targeted and managed.
By understanding a building’s electrical systems and components through an energy audit, they may learn that they can save a considerable amount of power simply by flicking a switch.
“One may think that unplugging one mobile phone charger when not in use makes no difference but multiply that by a million [people] and it definitely does,” he adds.
“Every single person and business needs to play their part and, if you are a public company, you will be more than aware of the need for implementation and accurate reporting of ESG (environmental, social and corporate governance) initiatives.”
Reducing consumption
Neil Swart, co-owner of the popular Harrington Street restaurants Belly of the Beast and Galjoen, is a shining example of the efforts being made to reduce power consumption in the inner city.
While he doesn’t have his own solar solution as yet, he is weighing up rent-to-own options. In the interim he has introduced induction stoves and a charcoal oven in his kitchens, both of which are far more energy efficient than electricity-powered cooking apparatus.
Swart is not alone in his endeavours.
Richard Harris, third-generation owner and CEO of iconic leather wholesaler Woodheads, may not have to endure loadshedding thanks to his business being on the same grid as the District Six Clinic and City Hall, but he is still playing his part.
“We have converted to LED lighting and switch off all our electricity at night except for the critical circuits. Our air conditioners are all the inverter type, and we don’t have any hot water geysers on the premises,” he explains.
Renowned chef-patron Liam Tomlin, whose extensive restaurant portfolio includes CBD gems Chefs Warehouse at The Bailey, The Brasserie at The Bailey, The Old Bailey Lounge Bar, and The Red Room, is fully on board with such initiatives. While Tomlin has been fortunate to remain profitable amid the power scourge, he is by no means exempt from its wrath.
The temperature fluctuations that come with power cuts can wreak havoc with fresh produce, and he has been forced to invest heavily in inverters, generators, and solar at his restaurants. These are costs he must absorb, as adding them to customers’ bills would be highly damaging to his businesses.
“So, anybody who can do anything to make it better, I’m behind it 100%.”
Power heroes of the city
The City of Cape Town recently launched its own ‘Power Heroes’ initiative. Through the campaign, Cape Town becomes the first metro in the country to implement an electricity demand reduction programme. This will target 60MW in demand reduction, enough to protect against a full stage of loadshedding.
Participating customers can opt to have a smart device installed in their home or business free of charge by the City’s appointed service provider. This will enable non-essential loads like geysers, pool pumps or needless appliances in residential and commercial buildings to be switched off remotely. The voluntary programme will be rolled out in phases.
Cape Town Central City Improvement District (CCID)
