While Jabu Mabuza’s untimely and profound loss leaves our hearts sore and heavy, infinitely seeking answers, there is no question that his was a life so beautifully lived.
With a trademark fedora hat glued to his head, immaculately trimmed grey beard and infectious charisma… There is something of an accomplished jazz and blues musician about this look, sans the saxophone. That was Dr. Jabulane Albert Mabuza, best known as Jabu Mabuza, in his element.
Sadly, we will never see that anymore, due to the callousness of the COVID-19 pandemic. Mabuza has become one of the unfortunate high profile fatalities of COVID-19. But his death hurts badly, too hard to stomach.
We can do nothing but reluctantly accept what fate has thrown at us when least expected. Perhaps justice can be done to the exemplary man by highlighting the indelible impression he has left, which is worth emulating.
Mabuza is the calibre of an invaluable human resource the country’s transformation project needs at this juncture. Currently, the transformation bus is stuck at the crossroads with stakeholders aboard faced with the dilemma of which direction to take: “To BEE or Not to BEE”. His firm sense of purpose in this area will be greatly be missed.
It is this character which led to his appointment to serve in different capacities in boards of high profile organisations both in South Africa and internationally.
Locally, Mabuza rendered his services to organisations in different capacities. He president of both Business Unity SA (Busa) and the CEO Initiative as well as chair of Business Leadership SA (BLSA). At some point, he chaired the boards of Telkom SA, Casino Association of South Africa, Anheuser-Busch InBev SA, South African Tourism, UNISA SBL, the Sun International boards, etc.
Internationally, he served on the boards of Tanzania Breweries, and the Castle Brewing Company in Kenya, Corporate Council on Africa (CCA) in Washington DC and the World Travel and Tourism Council (WTTC) in England – UK as an executive committee Member. The list is endless.
So thick-skinned Mabuza was that he took the brave decision of becoming Eskom Board Chair in 2018 at a time when long spells of loadshedding were endemic. This was at the risk of becoming the fall guy for an already heavily indebted and dysfunctional parastatal. However, ably assisted by board members, Mabuza tried his best to navigate the organisation from the wilderness of chaos towards the path to stability. Though blackouts persisted – consumers need a reliable supply of electricity at the the end of day – Mabuza and his board are credited for endeavouring to clear the rubble and reining in on the embarrassing corporate governance scandals which had taxpayers seething with rage. At the end of the day, relative to the previous situation, a semblance of sanity and order was brought to the boardroom.
In an ode on New24 to Mabuza, whom he calls his mentor, Bonang Mohale, the Chancellor of the University of the Free State, credits the Mabuza-headed board for initiating the process of halting the state capture, which was bleeding Eskom billions. Mohale reminisces: “We did initially suspend KPMG, Eskom, Transnet and Bain & Co, in that order for aiding and abetting state capture. Due to his determination, dedication and will to succeed, and having been sufficiently convinced of the new strategy, systems and processes that the Eskom board and executives led by Baba Phakamani Hadebe, had put in place, it was the very first company to have its suspension lifted. “
One wouldn’t have ruled out the veracity of a theory that there might have been a bullet written in his name for confronting the then a sacred cow, as Mohale, who also served in Eskom board at that time, observes: “Against fierce opposition and at great personal risk, we firmly laid the foundation to root out and defeat state capture starting with the planned.” The direction would became clear in six months.
Mabuza had also bravely broached the idea of breaking Eskom into three units – generation, transmission and distribution as it had become clear that the organisation lacked the capacity to manage the three simultaneously. In his proposal,Eskom was only to retain the transmission component.
But the Eskom stint would end rather prematurely, though the general view was the board needed Mabuza’s firm hand at that point to move forward. Much as he was never a quitter, he was also man brave enough to admit that his energies would be better channeled elsewhere as he had done his best bit. He was first and foremost interested in reforming a crisis-riddled corporate governance system, under which crass corruption and mediocrity become the byword. He stunned the nation when he summarily tended his resignation.
There was also the impression amongst stakeholders – governent institutions, business and civil society – that Mabuza was likeable and willing to share information of public interest hebwas privy to.
Mabuza’s indefatigable drive did not go without recognition. Deservedly, the top ranked University of the Witwatersrand, led by then Vice Chancellor, Prof Adam Habib, awarded him and conferred a Doctor of Commerce Degree (Honoris Causa) on 5 July 2017. This was to quote Mohale: “In recognition of his sterling work in his achievements in entrepreneurship and his contribution to the growth of the South African economy“.
While Mabuza’s untimely and profound loss leaves our hearts sore and heavy, infinitely seeking answers, there is no question that his was a life so beautifully lived.
Mabuza has left behind his wife, Siphiwe and their children.
