Meet our Council members
(Council membership as at 31 December 2020)
1. PROF ND KGWADI
(52)
Vice-Chancellor
and Principal
Full bio
2. PROF L DU PLESSIS
(51)
Vice-Principal
Full bio
3. PROF HH JANSE VAN VUUREN
(56)
Elected by Senate
Full bio
4. PROF AF KOTZE
(55)
Elected by Senate
Full bio
5. PROF HJ VAN DER MERWE
(58)
Elected by Senate
Full bio
6. PROF JD VAN ROMBURGH
(42)
Elected by academic
staff members
Full bio
7. PROF W DU PLESSIS
(61)
Elected by academic staff
members
Full bio
8. MR FM NKOANA
(58)
Elected by support staff
members
Full bio
9. DR F BOTHMA
(49)
Elected by support staff
members
Full bio
10. MR S HLOPE
(25)
Student Representative Council
Full bio
11. M T TLALE
(28)
Student Representative
Council
Full bio
12. MS D GIORGI
(25)
Student Representative Council
Full bio
13. MR OE MONGALE
(48)
Appointed by the Minister of
Higher Education, Science
and Innovation
Full bio
14. MS T SEMANE
(43)
Appointed by the Minister of
Higher Education, Science
and Innovation
Full bio
15. MR C MABE
(41)
Appointed by the Minister of
Higher Education, Science
and Innovation
Full bio
16. MR TC KGOMO
(52)
Appointed by the Minister of
Higher Education, Science
and Innovation
Full bio
17. MR MSJ THABETHE
(45)
Appointed by the Minister of
Higher Education, Science
and Innovation
Full bio
18. MR JDS DE BRUYN
(69)
Elected by the Board of
Donors
Full bio
19. MR A VAN ROOY
(51)
Elected by the Board of
Donors
Full bio
20. MS U BARRAVALLE
(37)
Elected by the Board of
Donors
Full bio
21. MR A SORGDRAGER
(58)
Elected by the Convocation
Full bio
22. PROF AL COMBRINK
(74)
Elected by the Convocation
Full bio
23. MR C MULDER
(34)
Elected by the Convocation
Full bio
24. REV CANON DP DINKEBOGILE
(66)
Appointed from the ranks of
the university’s community
leaders
Full bio
25. DR MB TYOBEKA
(45)
Appointed by Council for
specific expertise
Full bio
26. MR A REDELINGHUIS
(70)
Appointed by Council for
specific expertise
Full bio
27. MR TV MOKGATLHA
(45)
Appointed by Council for
specific expertise
Full bio
Diversity of skills and experience
Our Council members boast a variety of valuable skills and experience. Their fields of expertise are given below:
- Governance and ethics in general
- Higher education governance
- Student management and governance
- General management, business, industrial psychology
- Science/innovation, technology, engineering
- Communication, languages
- General legal expertise
- Psychology and theology
Having resolved in November 2018 to pursue the establishment of a particular skills set, the NWU Council took these skills into account in 2020 when seeking to fill vacancies in membership. The coloured blocks in the diagram below represent the skills that are given emphasis.
| 1 | General legal expertise |
| 2 | Environment, land and indigenous law |
| 3 | Global engagement expertise |
| 4 | Data analytics expertise |
| 5 | Audit and accounting expertise |
| 6 | Investment expertise |
| 7 | Fundraising expertise |
| 8 | Finances and business expertise (medium to macro enterprises) |
| 9 | Business administration and/or strategy expertise |
| 10 | Governance and ethics expertise |
| 11 | Corporate communication expertise |
| 12 | Information technology expertise |
| 13 | Technology transfer expertise |
| 14 | High positive public profile – science |
| 15 | High positive public profile – community engagement |
| 16 | Arts/people management |
Council transformation
Council continued to focus on transformation targets for its membership and approved the following equity targets for Council to achieve by January 2025:
| African female | African male | Indian/Coloured male/female |
White female | White male | Total |
| 7 | 8 | 2 | 6 | 7 | 30 |
| 23,3% | 26,7% | 6,7% | 20,0% | 23,3% | 100% |
As at 31 December 2020, the equity profile of Council was as follows:
| African female | African male | Indian/Coloured male/female |
White female | White male | Total |
| 1 | 8 | 0 | 12 | 1 | 30 |
| 3,3% | 26,7% | 0% | 26,7% | 3,3% | 100% |
Council and COVID-19 in 2020
Realising the affect the Covid-19 pandemic had on how institutions conduct their business, Council understood that being the overall custodian of good corporate governance was not “business as usual”. Where necessary, they adapted their decision making, expanded their view of the higher education environment and evolved in their oversight and guidance role to assist the NWU to navigate the new landscape.
Owing to the outbreak of the Covid-19 pandemic, the NWU Council meeting scheduled for 18 and 19 March 2020 was cancelled, and Exco – as mandated in the NWU Statute – disposed of any urgent business between meetings on behalf of the Council.
All matters so disposed of by the Exco were ratified by Council at its next meeting on 28 July 2020, which was also held electronically, as was the Council meeting of 10 September 2020. After the country moved to lockdown level one, a hybrid format was used for the 19 November 2020 Council meeting, with Council members joining electronically and in person at a venue on the Vanderbijlpark Campus.
At each meeting, Council received reports concerning business continuity amidst the Covid-19 situation.
Council also received comprehensive reports from a Covid-19 response team the vice-chancellor had established. These reports included information about the return of staff to the workplace, what measures were in place to mitigate the risk of the spread of Covid-19 in the workplace and ensure business continuity as far as possible, along with a financial impact report and a compliance report.
Council also noted the following principles agreed upon by the University Management Committee that would guide its response to the threats posed by Covid-19:
Salvaging the 2020 academic year by employing accountable and responsible quality-driven processes |
Being cognisant of the fact that a substantial number of NWU students might not be able to access online teaching and learning because of issues related to data, connectivity and lack of devices |
Utilising online learning as the primary means of delivery during the crisis period and commencing with this as soon as possible, subject to any national developments |
Finding alternative ways to ensure bespoke support to students who do not have optimal access to online learning opportunities (measures such as distance-mode delivery and catch-up winter school support) |
|
Continuing with the delivery of essential services, ensuring financial viability and exploring ways and means to ensure a smooth transition of students and staff back to campuses and residences by executing a well-considered plan and ensuring absolute compliance with national health and safety regulations |
On 10 September 2020, Council noted matters such as the reintegration of our staff and students, the health and safety measures taken, preparations for a possible move to Alert Level 1 and the risks the coronavirus posed for the NWU.
In November 2020, Council received a comprehensive report on teaching and learning, student life, and staff matters. Click here to read the full report.
“We as Council expressed our appreciation to the registrar, the viceprincipal and the chief strategy officer for the role they played in putting effective structures in place to contain the effects of the pandemic. The NWU could be proud of the way it had continued with the core business in the midst of the crisis and prepared for the 2021 academic year.”
Key decisions taken by Council in 2020
Management highlighted a number of value-creation issues during 2020 and Council responded by taking key decisions on the following:
- NWU Business School – alignment and autonomy
- Augmenting the NWU Strategy
- Approval of the Preferential Procurement Strategy
- Approval of the Covid-19 Financial Impact Model
The following table gives a summary of Council’s decisions.
As Council we are confident that the ongoing implementation of the strategy, structure and brand is shaping the NWU’s operations and efficiency.
We remain confident that the realisation of the strategic agenda of the NWU adds to the improved positioning of the university in the South African higher education landscape.
The Policy Refinement Committee continued with its activities in the drafting and review of policies. In ensuring compliance with national directives and mitigating possible risks facing the university, we approved nine policies (either revised or new) in 2020.
The NWU’s success model indicates that the university is committed to the continued adoption of responsible and risk-embracing strategies and transformational practices.
In line with this undertaking, and in adhering to the prescripts of the Statute, the university continually drafts and revises policies and rules.
Financial matters
We, as Council, approved the audited financial statements for 2020 and the financial overview 2020. In addition, the following financial approvals were among the highlights of 2020:
- Approval of the Covid-19 Financial Impact and the Mitigation Plan, the Preferential Procurement Strategy, the Rolling Budget 2021-2023, the revised infrastructure project list, and tuition, registration and meal fee adjustments.
- Approval of a broad mandate enabling the executive director for finance and facilities to negotiate on the possible granting of credit for part of the residence fees for 2020 due to Covid-19.
- Approval of the extension of the two contracts (Amorispan and Ciaratouch) by a further three years to deliver more beds at Moahi and Bohlale.
We are confident that the right decisions were taken in the short term to enable the university to realise the goals in the Annual Performance Plan and to continue pursuing its strategic agenda.
However, Council is on record that it expressed concerns on the medium to long-term effects of the national uncertainties around the sustainability of South African higher education. These uncertainties relate predominantly to the funding of public higher education.
Tender matters
Council approved several matters regarding tender matters, including the following:
- Approval of a number of tenders as recommended by the Tender Committee, and also that a joint meeting of the Transformation Oversight, Finances and Tender committees consider suggested amendments to the Financial Policy, including the procurement guidelines.
- Approval that the Tender Committee undertake a trending analysis of the awarding of tenders and shortlisted bidders for the previous three years. Should any concerns be raised, the possibility of a further forensic audit process may follow.
- Approval that the Internal Audit Department continue the investigation regarding 2K Konstruksie, in particular completing the matters in regard to their shareholding, trust and beneficiaries. The report from Internal Audit was to be tabled at the Executive Committee of Council.
As Council we ensure that the university procures services by means of a process that is fair, equitable, transparent and cost-effective, while also ensuring the realisation of transformation objectives.
We are confident that the tenders that were awarded adhered to the principles laid down in relevant legislation.
Appointment of office bearers
We oversaw the process of appointing senior office bearers and approved the following:
- Subsequent term appointments of the registrar, Prof Marlene Verhoef, and the deputy vice-chancellor for assigned functions and Vanderbijlpark Campus operations, Prof Linda du Plessis.
- To appoint Ms Elmarie de Beer for another term as executive director for finance and facilities for a period of four years.
- To appoint Prof Linda du Plessis for another term as vice-principal for a period of three years.
We made sure that the appointment of these office bearers was informed by the Statute and relevant rules.
The calibre of those who are appointed is key to achieving the NWU’s strategic objectives.
Governance matters
Key resolutions related to governance include the following:
- Approval of the Annual Performance Plan 2021, the Mid-Year Performance Report 2020 and the Annual Integrated Report for 2019.
- Approval of the awarding of an honorary doctorate to Justice Bess Nkabinde, and the election of Dr Bismark Tyobeka as chairperson of Council for a subsequent term and of Mr Bert Sorgdrager as deputy chairperson of Council.
- Approval of the Approval of the Successive Employment Equity Plan (2021-2023), and of the vacancy management and temporary appointment processes (the latter with the proviso that management cautiously considers temporary appointments to prevent overloading academic staff).
- Approval of the annual re-appointment of PricewaterhouseCoopers as external auditors.
- Ratification of the full and final settlement agreement that was signed on 31 October 2020 by the chairperson of Council of the North-West University and Prof Refilwe Phaswana-Mafuya, Deputy Vice-Chancellor: Research and Innovation (on suspension).
- Approval of the following amendments to the NWU Strategy: the revised common strategy assumptions, success model, and goals and enablers.
Remuneration of externally elected Council members
Since 2009, following a Council resolution to this effect, the university established the practice of paying an honorarium to external members of Council and of Council committees.
The honorarium is considered a token of the NWU’s gratitude for members’ time and effort.
The honorarium fee is paid twice a year, in August and December. The fee is linked to the university’s annual cost-of-living adjustment (COLA) process, which the Remuneration Committee approves before implementation.
The following table shows the honoraria paid for each meeting attended.
| External Council member | R3 356 |
| Council-appointed external expert in structure, but not a Council member | R 4 225 |
| Chairperson of a Council committee | R 4 225 |
| Deputy chairperson of Council | R3 357 |
| Council chairperson | R6 708 |
| Council chairperson or deputy chairperson as an ordinary member of the structure | R3 357 |
King IV as the guiding framework for value creation through governance
After King IV came into effect on 1 April 2017, the NWU initiated an internal process to ensure compliance by aligning structures, policies and procedures with the necessary requirements. The connections between King IV and the corresponding internal structure or responsibility are shown below:
| KING IV requirement | <IR> content element | Relevant governance structure |
| Leadership and ethics | Stakeholder engagement and relationships; governance |
|
| Performance and reporting | Strategy and resource allocation; performance; outlook |
|
| Governance structure and delegation | Governance and remuneration |
|
| Risks and opportunities | Stakeholder engagement and relationships; risk and opportunity |
|
| Technology and information | Governance, risk and opportunity; strategy and resource allocation |
|
| Compliance | Governance |
|
| Remuneration | Stakeholder engagement and relationships; remuneration |
|
| Assurance | Governance; basis of preparation and presentation |
|
| Stakeholder relationships | Stakeholder engagement and relationships |
|
