Prof Petersen’s bold vision for UP’s global impact

Professor Francis Petersen, recently appointed as Vice-Chancellor and Principal at the University of Pretoria, has the unique edge over many other scholars due to his vast experience in both academia and industry. The former UFS Vice-Chancellor holds a PhD in Engineering and has led institutions like Anglo American Platinum and the CSIR. As Universities South Africa (USAf) Chairperson, he shares his vision for UP and higher education.

Your career spans both academia and industry. How has this unique combination of experiences shaped your leadership approach at UP?

My experience has certainly helped me recognise that developing knowledge – particularly new knowledge – is not just for its own sake, but ultimately to improve society. If I consider my time in academia, my focus was very much on generating new knowledge, imparting that knowledge to students, and guiding them to graduation so they could contribute meaningfully to the economy.

In contrast, industry operates with a different focus – it looks at the products that need to be created, how to produce them effectively and efficiently, and how that process can add value not just to the company but also to its employees and the broader society.

For me, these two aspects complement each other: on the one hand, education and the development of new knowledge, and on the other, the application of that knowledge to create products that can enhance people’s lives. Having experience in both fields has helped me refine my understanding of what knowledge needs to be imparted, what type of research should be conducted, and how best to transfer research findings to industry and the private sector. Ultimately, it has shaped my passion for ensuring that what we do at university has a tangible impact on society.

Could you expand on your industry experience and how it has influenced your perspective?

I have spent 18 years in academia and 12 years in industry, giving me a well-rounded perspective on both. My career, of course, began in academia before transitioning to industry, where I worked on technology transfer in the mining sector, engaging with stakeholders across the private sector and government.

At Anglo American I operated at an executive level, overseeing technical operations for Anglo American Platinum. The company’s head office is in London, where I spent a considerable amount of time. My role involved around 70 underground visits, working closely with engineers, scientists, and production teams to optimise efficiencies. I was also involved in the transportation and value-adding of metals within Africa, and engaged with clients in Europe, China, Japan, and the US. This exposure provided insights into corporate strategy, government relations, and high-level decision-making.

I represented Anglo American Platinum at Business Leadership South Africa and advised multiple ministers of science, technology, and innovation, gaining first-hand experience in shaping policy and translating data into strategic decisions.

What, in your opinion, makes a good leader?

Leadership starts with listening and understanding context. A strong leader inspires people to buy into a shared vision, whether through servant leadership, leading by example, or empowering others. Ultimately, leadership is about the organisation, and the organisation is its people. True leadership ensures people feel valued and motivated to contribute to a common goal.

As financial pressures mount, which alternative funding models should South African universities consider to ensure sustainability?

Universities should continue engaging with the government, despite reduced funding. We need to be innovative in how we collaborate, leveraging our collective expertise to develop sustainable models. Government funding remains crucial, and universities should co-create solutions that reinforce its importance.

Strengthening partnerships with the private sector is also vital, especially in key economic corridors like the Pretoria-Johannesburg region, which drives 65% of South Africa’s economy. Collaborations with industry and commerce can improve financial stability. Additionally, philanthropic funding plays a crucial role – engaging alumni, local, and international foundations to support strategic initiatives that may not otherwise secure funding.

What is your vision for UP, and how does your five-point strategy support this vision?

UP aspires to be a research-intensive university in Africa, recognised globally for quality, relevance, and impact. Our focus is on developing people, generating new knowledge, and making a tangible difference locally and globally. To achieve this, we have a five-point strategy:

1. People-centric culture: Creating an environment where everyone feels valued – and belongs.
2. Global stature and impact: Strengthening our research excellence to enhance UP’s international standing.
3. Strategic location advantage: Leveraging Pretoria’s status as Africa’s diplomatic capital to position UP as a global thought leader on African issues.
4. Digitalisation roadmap: Using technology to enhance teaching, learning, research, and infrastructure management – such as digital twinning for optimising campus spaces.
5. Community engagement and societal impact: Demonstrating the real-world benefits of our research and education to build public trust in higher education.