Q & A: ESKOM
what it means when people rely on coal, stoves or other forms of energy, and we understand the health and social impacts that come with that.
Women also bring innovation and entrepreneurship into the energy transition. The transition is not only technical. It is also social. It affects how people live, how families function, how communities develop and how opportunities are created. That is why women’ s leadership matters. It brings a different and crucial kind of problem-solving into the energy conversation.
What have you learned about leading under contant scrutiny in high-pressure spaces? The most important thing is not to panic. Under pressure, you have to stay calm, focus, reflect and decide where the next point of action is. If you panic, the organisation panics. If you come to the team stressed and unfocused, that stress spreads.
" Under pressure, you have to stay calm, focus, reflect and decide where the next point of action is."
I learned that in many difficult environments, including during COVID-19. The pressure was high, but the answer was to focus, rethink and create new solutions.
I am a troubleshooter by nature. When there is a problem, I want to find a way to solve it. It is not easy, but under pressure you have to refocus and move.
What would you like South African business leaders to understand about Eskom’ s direction? I would like business leaders to understand that Eskom is still central to South Africa’ s economic future.
Businesses rely on electricity for growth, investment, production and competitiveness. They are also under pressure to decarbonise and to manage electricity as a major cost input. Eskom understands those pressures and is working on how to respond to them.
The country needs firm, reliable capacity while the energy transition unfolds and while new technologies mature. Eskom’ s role is to help keep the system stable, continue operating responsibly, enable renewables, and partner with business where it makes sense.
The future is not about Eskom doing everything alone. It is about Eskom being sustainable, bankable and responsive, while helping to create new industries and investment in South Africa.
What would you say to a young woman who wants to work in strategy, sustainability or energy leadership?
I have had the privilege of mentoring young women who want to follow this kind of path. Many are already doing exciting and difficult work. Some are engineers. Some work at power stations. They are technically strong and very capable.
Often, their anxiety is not about whether they can do the work. It is about how to balance the work with family life.
My advice is: do not be too hard on yourself. There will be compromises, but you need support. Women sometimes see fathers as though they are doing a favour when they take responsibility for the family while the woman advances in her career. But that is not a favour. That is their role at that time, just as there may be times when you support your spouse.
You also need to be deliberate about your professional growth. Leaders need mentors, coaches or some kind of structured support. You need a plan, and you need to work through it.
Years from now, what would make you feel you helped move Eskom in the right direction? I would like to see the plans we are working on come to fruition. That means seeing Eskom transition towards greener energy, while still supporting the country’ s need for secure, affordable electricity. It also means seeing real benefits in communities and the economy.
A stable Eskom supports business confidence, investment, jobs, and economic growth. I want to feel I contributed to an Eskom that is stable, trusted, future-fit and able to serve South Africa for another generation. �
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