“VUT leaders and departments convene to review progress and foster collaboration at the 2025 Internal Stakeholders’ Roundtable, advancing engagement and transformation.”
10 November 2025 | Story: Tshepiso Kaibe | Photo: Keitumetse Mokgope
4 minutes read time.
The Vaal University of Technology (VUT) reaffirmed its commitment to collaboration and accountability through its Internal Stakeholders’ Roundtable, held under the theme “Fostering a culture of engagement and collaboration within internal stakeholders.” The engagement brought together executives, directors and departmental heads to reflect on progress since the first roundtable earlier in the year, where key institutional challenges were identified. This follow-up session, held on 6 November 2025, focused on feedback, implementation and sustaining momentum across all functional areas.
Vice-Chancellor Professor Khehla Ndlovu opened the session by urging departments to view the platform as a mirror of progress, asking whether the university’s collective efforts are truly advancing its strategic goals. He reminded participants that transformation requires both courage and consistency, emphasising that real progress is demonstrated through visible change rather than dialogue alone.
“Our strategy is not a distant horizon; it is our organisational canvas,” he said. “Its success depends on each of us in our respective spaces. The real measure of progress lies in visible change across our campus, in governance, communication and service delivery.”
Presentations began with the Finance Department, which reported on procurement reforms, resource mobilisation and student-led income projects. The department confirmed the approval and implementation of a new procurement policy and procedure manual, supported by comprehensive staff training. Other milestones included revised financial thresholds, refined delegation processes and progress toward achieving B-BBEE compliance ahead of the 2025 audit. The department also unveiled a resource mobilisation framework designed to boost income generation and confirmed ongoing engagements with SETAs to fund students and reduce outstanding debts.
The Resources and Operations Division reported tangible progress in improving campus infrastructure, ICT systems and maintenance. Highlights included efforts to strengthen Wi-Fi connectivity across residences, install generators to minimise power disruptions and upgrade water infrastructure. Long-delayed maintenance projects have resumed, including waterproofing, painting and campus restorations. The division underscored that interdepartmental collaboration and strong partnerships with service providers are essential for lasting improvement.
From a people and culture perspective, the Human Resources Division highlighted developments in employee relations, performance management and organisational efficiency. A key achievement was the implementation of an e-performance management system that standardises performance reviews across the institution. The division also confirmed that a skills audit and work-study project are underway to guide recruitment and manage the transition of fixed-term contracts. Departments were encouraged to embrace accountability and finalise performance agreements to foster a performance-driven culture.
The Teaching, Learning and Research portfolios reported progress in academic innovation and technological integration, including expanded Wi-Fi access, the adoption of AI-supported teaching tools and the extension of the Electronic Computer-Aided Design (EDCAD) system to enhance blended learning. Both divisions are focusing on diversifying research funding, expanding industry partnerships and improving the commercialisation of research outputs. They also emphasised the importance of collaboration, staff engagement and innovation as catalysts for institutional excellence.
In the area of governance, updates centred on strengthening policy compliance, inclusivity and procedural transparency. The Governance Division reaffirmed that accountability and ethical leadership remain the cornerstone of institutional success.
The Marketing and Communications cluster, comprising Alumni Relations, VUT FM and Corporate Communications, delivered a collective update on advancing communication and engagement across the university. The Alumni Relations unit reported progress in modernising alumni data systems and enhancing graduate participation, while emphasising the need for stronger connections between alumni and the institution. VUT FM announced plans to amplify the university’s voice through new programming, including an academic executive calendar and a monthly leadership segment featuring updates from the Vice-Chancellor and senior management.
Corporate Communications highlighted milestones such as the upcoming launch of the VUT Community App, the rollout of a communication partner model across departments and the near completion of the internal communication policy. The team also noted the development of a crisis communication manual and plans to appoint a dedicated editor to improve content quality and alignment with institutional standards. Collectively, these initiatives underscore the role of communication as a unifying force that drives collaboration across the university.
In her summary, Ms Maureen Rathopo, Manager in the Office of the Vice-Chancellor, commended all departments for their progress and teamwork, emphasising the importance of “closing the loop” to ensure that feedback leads to tangible action. Dr Muntuwenkosi Chili concluded the programme with a vote of thanks, acknowledging the dedication and cooperation of all stakeholders in advancing VUT’s transformation and excellence agenda.