| Thobile Dlamini | |
| I believe that social responsibility and profitability are compatible | Often |
| I expect that all employees will be honest and ethical and I set the example | Consistently |
| I can be trusted with a confidence and admit my mistakes | Often |
| I share information to ensure that others can benefit and we can collaborate well | Consistently |
| I respect others and ensure that it is safe for them to be involved and to express their ideas and opinions | Consistently |
| I am involved in external projects which promote social prosperity and impact | Consistently |
| I give my time generously to support the efforts of my team | Consistently |
| I show my colleagues that I care about them by listening and helping them to solve problems | Consistently |
| I let people know what decisions they can make and show support by checking in on progress | Consistently |
| I interact with colleagues across the business to ensure that we deliver on customer expectations | Consistently |
Please provide examples of how you have shown responsible engagement in your career | |
| “With great power comes great responsibility” (Uncle Ben, Spiderman: 2002). This principle has shaped my leadership long before I held formal authority. I view leadership not as status, but as ethical duty: to act with integrity, steward resources responsibly, and place people and sustainability at the centre of every decision. I lead with integrity, transparency and personal accountability, and I can be trusted with sensitive information, difficult decisions and confidential matters. When I make mistakes, I acknowledge them openly, learn quickly, and correct course, because credibility is built as much through honesty as through success. Early in my role, I addressed labour practices that exceeded industry norms and threatened long term institutional sustainability. Correcting these practices required union consultation, formal approvals, and the dismantling of arrangements that financially benefited many staff members. Despite short term unpopularity, I held firm, prioritising fairness, compliance and organisational viability. This approach reinforced trust, even where agreement was not immediate. I deeply value dignity, confidentiality and wellbeing. I have supported staff through mental health challenges, domestic violence and professional difficulty by stepping into operational roles, facilitating access to psychological support, adjusting work arrangements, and, where necessary, ensuring personal safety. Empathy, for me, is expressed through responsible action and follow through. Psychological safety is central to how I empower involvement, growth and autonomy. Leading across generations has taught me that safety looks different for different people. I create space for honest dialogue, invite contribution, and tailor development through regular one on one engagement. I invest intentionally in upskilling across all levels, from leadership and financial literacy programmes to supporting frontline staff in completing matric qualifications. I collaborate deliberately within institutional constraints to effect positive change. Repositioning UCT’s Vacation Accommodation portfolio required navigating complex governance, procurement and academic systems. By engaging stakeholders across finance, procurement, ICT and marketing, I co designed compliant solutions that enabled innovation, strengthened trust and improved revenue performance. Beyond my formal role, I lead initiatives that promote social prosperity and sustainability. Through partnerships, I have facilitated 16 trainee placements, contributing meaningfully to sector development while strengthening customer focused effectiveness through strong internal and external networks. |
