As we get closer to the Festive Season period, Vodacom has noticed an increase in the number of battery theft and vandalism incidents on its base stations in certain parts of the country. As a result, we are renewing our appeal to all stakeholders, from law enforcement to communities, to play a part in curbing these offences and to ensure that uninterrupted access to connectivity benefits everyone.

“Battery theft and vandalism at our base stations continues to be a huge challenge for the telco sector. Although incidents of battery theft and vandalism have been stable in some regions with no significant increase in the amount of incidents being experienced, in September alone our operations in KwaZulu-Natal, Mpumalanga and Northern Gauteng regions recorded the highest number of attempted thefts, each accounting for 40% or more of such incidents. These criminal activities cause disruptions to network services, resulting in frequent downtime for customers. The consequences go beyond the costs of repairing and restoring infrastructure. They have a significant impact on communities that depend on connectivity as a vital lifeline,” says Johan van Graan, Chief Risk Officer at Vodacom Group.

Cellular base stations often serve as the only form of connectivity for many communities, especially in remote areas of the country. When these sites are vandalised or batteries are stolen, hundreds of thousands of residents are left without connectivity. This not only affects individuals and small businesses but also has serious consequences in emergency situations when making a call can be a matter of life and death. As a result, Vodacom loses circa R100 million to vandalism and battery theft each year. For instance, the cost of restoring connectivity after such incidents can cost up to R100 000 per site, depending on the extent of the damage and location. This is money that could otherwise be invested in network upgrades and rural expansion.

“Incidents of battery theft have been stable with no significant increase in this financial year. We attribute this to multiple factors which include, but are not limited to, the increase of site hardening where sites become more of a security vault to protect the infrastructure from thieves, cementing the batteries in vaults and installing concrete cubes to house batteries, to the use of hi-tech security technologies deployed on sites to detect and deter the criminal elements. Our community engagement initiative, where we have partnered local communities and work with police to serve as monitoring personnel to help safeguard our sites, has yielded positive results. Critically, our partnership with private security companies and law enforcement agencies has been a major contributor in preventing break ins and led to successful arrests of criminals and prosecution,” adds Van Graan.

Critically, as the prices of copper has increased substantially, a wave of copper theft is sweeping South Africa, dragging the country into a crisis that has affected the electricity grid, and critical services such as hospitals, railways and telco services in parts of the country. As a result of this, the telco industry is experiencing increased incidents of cable theft, leaving thousands unconnected for days.

“With the world experiencing a shortage of copper, a key component in many electrical products, cable theft is now having a major impact on local telco operations. It doesn’t help that scrap metal dealers have suddenly cropped up everywhere and with little intervention and regulation around cables, making this crime easy cash for criminals,” adds Van Graan.

Vodacom has intensified its defences on all its sites including by investing on new cutting-edge technology and has adopted the use Artificial Intelligence to support the security layers for early detection which have accelerated the apprehension of criminal syndicates with no regard for the law. Crucially for Vodacom, the number one line of defence against site vandalism is the local community. Therefore, we urge anyone who sees suspicious activity around our base stations to report it to the police by calling our toll-free number: 0822419952 or SAPS on 10111.

“While we have invested significantly in boosting our security measures at our base station sites, we acknowledge that the fight against vandalism and theft is ongoing with crime syndicates finding new ways to carry out their illegal operations. That is why we are appealing to all stakeholders, from law enforcement to communities, to play a part in curbing these offences. As part of these efforts, we are collaborating with residents, community policing forums and encouraging community members to report criminal activity. Putting a stop to vandalism and theft is in the interest of everyone, ensuring uninterrupted access to the benefits of connectivity,” concludes van Graan.

As Director of the newly established Medical School in the Faculty of Health Sciences at Nelson Mandela University, I am honoured to lead South Africa’s tenth and youngest medical school. Our medical students exude an infectious spirit of hope and enthusiasm as we progress toward graduating our first cohort of Mandela Doctors in 2026.

As we navigate our journey at the medical school and within the Faculty, our goal is to successfully graduate composite health professionals who are equipped to serve our communities. This journey is inextricably linked to a larger national goal: achieving Universal Health Coverage (UHC) for South Africa.

With the signing of the National Health Insurance (NHI) Act into law, South Africa stands at a pivotal moment in its healthcare journey. Achieving UHC promises equitable access to quality healthcare for all South Africans, regardless of income or location. But transforming this vision of UHC into reality requires much more than policy reflected in the NHI, it calls for robust planning, thoughtful resource allocation, and, above all, collaboration across sectors.

Our nation’s medical schools and higher education and training institutions are essential to the UHC journey in their support of South African’s human resources for health strategy. This strategy provides a foundation for advancing universal health coverage by ensuring healthcare professionals are appropriately trained to meet the demands of a redefined healthcare system.

These institutions play an instrumental role in building a workforce ready to support the NHI system. Lessons from our response to the recent COVID-19 pandemic have already shown us the power of unity; as we move forward, this spirit of collaboration between the public and private sectors will be crucial in shaping a resilient and inclusive healthcare system that can achieve UHC.

The NHI Act sets out to provide universal access to quality healthcare services, bridging disparities and delivering equitable access to essential services for all South Africans. However, the path to UHC is about more than access, it requires quality, efficiency, and sustainability across a restructured healthcare landscape.

The government’s role here is pivotal – responsible leadership, resource allocation, and effective oversight are critical to building public confidence. This transition poses complex governance and constitutional challenges.

Implementing the NHI Act requires establishing new accountability mechanisms, redefining roles, and reassessing funding streams. Addressing these structural challenges – especially in under-resourced and underserved regions – demands both strategic mindset and practical capacity to adapt quickly to evolving needs.

Many of South Africa’s rural and township communities face significant shortages in healthcare resources and access to quality services. For NHI to succeed in these settings, dedicated efforts in providing adequate healthcare infrastructure and equipment, staffing, and strong governance and leadership are essential.

Achieving the ambitious goals of NHI without a solid foundation in governance and accountability would be a costly misstep. The success of NHI demands careful, evidence-based planning with clear goals and accountability.

This approach will require decades of commitment, with the understanding that universal healthcare frameworks often take generations to mature fully. NHI will not be a quick fix, but with meticulous preparation, it has the potential to become a sustainable, far-reaching health system intervention.

Government planning must also account for the rapidly changing landscape of healthcare needs and technology. South Africa’s healthcare system must prepare not only for current demands but also for future challenges, including digital healthcare infrastructure and data security.

Protecting patient information and ensuring uninterrupted services is paramount in a digital age where data breaches are a constant risk. Recent experiences with cybersecurity issues in the National Health Laboratory Services underscore the importance of proactive measures in this domain.

The pandemic has taught us the power of unity in times of crisis. During COVID-19, South Africa’s public and private healthcare sectors demonstrated resilience, adaptability, and a shared commitment to public health. This partnership was instrumental in resource-sharing, patient care, and vaccine distribution.

It serves as a powerful reminder that as the NHI system is implemented over the next 10 to15 years, the system will benefit from a collaborative model where the expertise and resources of the private and public sectors complement each other in the public interest and wider community access.

Collaboration between the public and private sectors must focus on expanding healthcare infrastructure, enhancing service delivery in underserved areas, and integrating innovative technologies for more efficient patient care. By working together, public and private sectors can foster a healthcare environment that maximises strengths and mitigates gaps in service.

To sustain the implementation of the NHI system, South Africa needs healthcare professionals equipped to handle both the scope and scale of this vision. Medical and health professions education must adapt and evolve to meet these challenges, training future healthcare providers not only in clinical skills but also in adaptability, empathy, and resilience.

At Nelson Mandela University’s Faculty of Health Sciences, we prioritise these qualities, embedding community-based learning and problem-solving into our curriculum to prepare graduates for a diverse and demanding healthcare landscape.

Students experience firsthand the disparities within South Africa’s healthcare system, and this allows our students to develop the necessary understanding of the realities their future patients face.

Our programme equips them to work in a wide array of settings – from rural clinics with limited resources to state-of-the-art urban facilities. This holistic training ensures our graduates are capable of addressing the multifaceted healthcare challenges with the empathy and innovation necessary to serve our communities across South Africa.

The journey toward UHC and the implementation of NHI system is both inspiring and challenging. It is a bold declaration of South Africa’s commitment to affordable universal access to quality health care services, healthcare equity – and must be approached with open eyes and a steady hand.

Our success will depend on a combination of strategic planning, effective governance, and a commitment to collaboration across sectors.

South Africa has a unique opportunity to build a healthcare system that is equitable and resilient. By prioritising these foundational steps, we can pave the way for a healthcare system that genuinely serves all South Africans, one that fulfils the promise of our constitution and reflects the spirit of our democracy. The future of our healthcare system is within our hands, but only if we approach it with responsibility, collaboration, and a deep commitment to the well-being of all our people.

It will be an intensely proud South African moment when we graduate our first 45 Mandela Doctors from our medical school in 2026! As South Africans, we also want to be proudly South African about the health system we build for and with our people.

With South Africa still basking in the glow of its remarkable rugby victories in 2024, now is the perfect time to reflect on the leadership lessons that can be drawn from the field and applied to the boardroom. South African CFOs, in particular, can gain invaluable insights from our beloved Boks, including lessons on leadership, team dynamics, strategic resource allocation and the importance of continuous improvement.

At the recent SAICA Finance Leaders event, South African rugby legend and co-founder of Paymenow, Bryan Habana, along with Mary-Anne Musekiwa (CFO of Coronation Fund Managers) and Jonathan Hurvitz (CEO of Teljoy) shared their thoughts on how the principles that drive the Springboks’ success can be applied to business leadership.

The power of strategic adaptation

In rugby, coaches know when to bring in fresh players or make tactical changes to turn the game in their favour. CFOs, too, must recognise when to change financial strategies to seize new opportunities or tackle emerging challenges. “As a coach, you need a sharp sense of timing,” explains Habana. “Similarly, a CFO must know when to adjust financial tactics to stay ahead.”

Much like a rugby coach who uses a ‘bomb squad’ approach to shift the momentum, CFOs must assess their team’s performance and adapt to changing circumstances. “As a leader, if I can build a high-performance team, that will help the organisation achieve its objectives,” adds Musekiwa. “It’s about recognising each individual’s strength and deploying them accordingly.”

And just as the Springboks’ success is built on synchronised team effort, the same principle holds true for businesses. Alignment and communication are essential for achieving shared goals. “We need to make sure that everyone is pulling in the same direction,” says Musekiwa. In business, as in rugby, when every player understands their role and works together, the results speak for themselves.

Hurvitz reinforces this point: “Building strong, communicative teams is key. You need to trust that your team will deliver, and when they do, that’s when you win.”

Integrity and trust are further cornerstones of the Springboks’ ethos, and they’re equally vital in business leadership. “In sport, as in business, trust is key,” says Habana. “You need to be able to rely on your team, knowing they have your back, and vice versa.”

No shortcuts to success

Perhaps one of the most powerful lessons CFOs can take from sports is the importance of preparation and discipline. Success doesn’t happen overnight. Both coaches and CFOs dedicate time and energy to refining strategies and improving performance. “There are no shortcuts,” says Hurvitz. “You need to put in the work consistently, whether you’re on the field or in the boardroom.”

Whether executing tactical substitutions, making mid-game adjustments or adapting financial strategies, the key to success is understanding individual strengths, fostering collaboration, and staying flexible to meet challenges head-on. As Habana puts it, “A coach has to be adaptable and make changes as needed. It’s the same in business—if you don’t adapt, you’re going to fall behind.”

Get more great advice and learn what life is like for South Africa’s top CFOs with the ‘How I Work’ series, sponsored by Finnivo® in partnership with SAICA.