- For those who may not be familiar with NRF, can you tell us about the organisation’s mandate and the role it plays in South Africa’s development?
The National Research Foundation Act 23 of 1998 intends to provide for the promotion of research, both basic and applied, and the extension and transfer of knowledge in the various fields of science and technology and indigenous technology. We support post-graduate students in Science , Technology , Engineering & Mathematics (STEM) fields. NRF builds a pipeline of skilled researchers driving South Africa’s knowledge economy and supports institutions such as universities, science councils, and national facilities. For more information go to www.nrf.ac.za - What does this recognition mean to NRF, and what do you believe were the key factors that contributed to this achievement?
Receiving this recognition last year was a proud moment for the NRF, maintaining our Level 1 B-BBEE rating and earning this award again proves that transformation at the NRF is not a temporary milestone or a tick-box exercise — it is an embedded, sustained commitment. This achievement is built on real, measurable progress, and across the various elements of our B-BBEE scorecard, our ratings have shown clear, deliberate improvement. NRF has a dedicated team responsible for SCM Transformation and a catalyst for broader transformation in the NRF. Partnership with Disability South Africa to improve our disability score and make NRF a disability friendly organization. - How does B-BBEE form part of NRF’s overall business strategy, and how do you ensure that transformation remains a priority across the organisation?
NRF Vision 2030 is the National Research Foundation of South Africa’s long‑term strategy to transform the national research system by 2030 through four guiding pillars: Transformation, Excellence, Impact, and Sustainability. It aims to strengthen South Africa’s knowledge enterprise, support world‑class research, and ensure science contributes directly to societal and economic development. We have established committees , working groups and champions that drive all B-BBEE related initiatives . (i.e In SCM we have SCM Transformation Strategy that is the vehicle to drive Enterprise and Supplier Development element which include preferential procurement and influence other elements) - Can you share some of the initiatives NRF has implemented, in the past 3 years, to advance skills development, enterprise and supplier development, and socio-economic empowerment?
We have joined Youth Employment Service program (YES) to accelerate skills development for unemployed youth while boosting our B-BBEE Level through their incentive. Over two hundred (200) have been enrolled and around ten (10) have been absorbed within NRF and other host institutions of the NRF (Science Centres). We also have enrolled over six (6) ESD beneficiaries on the ESD Programme, we also partner with other collaborative partners such as SEDFA , SARS etc to assist ESD Beneficiaries. At Our Northern Cape SARAO Business Unit we have a lot of SED activities to uplift the community there such as Sports Development and Social Cohesion, Youth Development initiatives targeting school drop outs amongst others. - What challenges has NRF encountered on its transformation journey, and what lessons have you learned that could benefit other organisations pursuing similar goals?
The main challenge is always to adequately resource transformation as there are competing core priorities in the organization and total buy in from internal stakeholders . An intentional communication and change management plan has been very instrumental in ensuring that transformation is embedded in the organization. Collective efforts has proven to work well in achieving this milestone achievements. - Looking ahead, what are NRF’s priorities for deepening transformation and empowerment, and what legacy do you hope to create through these efforts?
The NRF is moving beyond the scorecard level and focusing on impact, for instance on ESD we would like to see Exempted Micro Enterprises (EMEs) graduating to Qualifying Small Enterprises (QSEs) and QSEs graduating to Generics in a three-to-five-year period. We have also doubled the Youth Employment Service numbers to hundred from fourty to demonstrate our commitment to empower unemployed youth. We are also targeting more female owned ESD Beneficiaries and looking forward to a formal structured ESD Programme in 2027/28 financial year. We also committed to continued collaborations and partnerships that will benefit our ESD Beneficiaries (i.e Currently engaging the Department of Trade Industry and Competition on the Transformation Fund Concept ). NRF wants to demonstrate that it is possible for an organ of state to attain level 1 and be an exemplary to motivate other organs of state to follow suite.
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