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Prof Arno Hugo was recently elected as Vice-Chair of the Professional Advisory Committee (PAC) for Food Science in the SACNASP.

Prof Arno Hugo from the Department of Animal Science at the University of the Free State (UFS) was recently elected as Vice-Chair of the Professional Advisory Committee (PAC) for Food Science in the South African Council for Natural Scientific Professions (SACNASP).

SACNASP, similar to other professional bodies, is the registration, regulatory and enabling body for natural science professionals. The Natural Scientific Professions Act, 2003 (Act 27 of 2003) mandates SACNASP to register practising natural scientists in one of various fields of practice. Food science is one of 26 fields of practice gazetted for natural science.

Acknowledged as experienced professional

As Vice-Chair of the PAC, Prof Hugo – who is familiar with the processes – is acknowledged as an experienced professional to evaluate applications in this field of practice, where candidates apply for professional registration in Food Science.

He explains that the Advisory Committee ensures that candidates have adequate and relevant training in the natural sciences and in the field of food science. “For registration as professional natural scientist in this specific field, the appropriately qualified candidates must also have one to three years of working experience in the food industry, depending on the level of their food science qualification,” he says. 

Prof Hugo is also involved in interviewing candidates who want to register as professional food scientists via the route of recognition of prior learning (RPL). “Candidates with relevant qualifications can also register as professional food scientists via RPL if they have 10 years of working experience in this field,” he states.

Furthermore, he also evaluates the qualifications and work experience of foreign nationals applying for critical skills visas to work as food scientists in South Africa, due to a shortage of food scientists in South Africa. 

Food safety – a basic human right

According to Prof Hugo, consumers should not have to hope and trust that their food is safe to consume.

Food safety is internationally regarded as a basic human right. Prof Hugo says people must have access to clean (meaning safe) food and water at all times. “When food processing and preservation activities are performed at commercial level, or food – including processed food – is traded to consumers who have no control over the process, the consumers should not only ‘trust’ that their food is safe to be consumed after processing. 

“There need to be processes in place to ensure that consumers are served safe food and water.”

He believes that in order to achieve this, only sufficiently trained and registered scientists should be responsible for ensuring that food safety and quality principles are always applied and adhered to during the manufacture of food products.

“Individuals who want to work in this space must therefore show training and competency to take responsibility for risks such as food spoilage or food poisoning. We all remember the 2018 outbreak of Listeria in the meat processing industry, which caused the death of 200 consumers,” he adds. 

Importance of quality education and lifelong learning skills

Prof Hugo is of the opinion that it is very important that education and lifelong learning skills, through continuing professional development (CPD), are of a high standard and are available to scientists who are contributing to the country's growth, as well as social and economic development.

“The Minister of Higher Education, Science and Technology consults a statutory body such as the SACNASP for input on the science professions. SACNASP is also mentioned in the White Paper on Science and Technology as the custodian of CPD, through which additional skills/re-skilling of scientists are conducted,” he explains.

He says some of the advantages of being registered as a professional natural scientist with SACNASP include that you are recognised as a professional; there is public confidence in you as a scientist, you are more marketable; and you adhere to a code of conduct (you are trusted for ethical values).

Regarding the work he is doing as the Vice-Chair of the Professional Advisory Committee (PAC), Prof Hugo says: “I consider this voluntary work as a privilege and part of my community service to the industry that employs our students.”

News Archive

Media: Sunday Times
2006-05-20

Sunday Times, 4 June 2006

True leadership may mean admitting disunity
 

In this edited extract from the inaugural King Moshoeshoe Memorial Lecture at the University of the Free State, Professor Njabulo S Ndebele explores the leadership challenges facing South Africa

RECENT events have created a sense that we are undergoing a serious crisis of leadership in our new democracy. An increasing number of highly intelligent, sensitive and committed South Africans, across class, racial and cultural spectrums, confess to feeling uncertain and vulnerable as never before since 1994.

When indomitable optimists confess to having a sense of things unhinging, the misery of anxiety spreads. We have the sense that events are spiralling out of control and that no one among the leadership of the country seems to have a definitive handle on things.

There can be nothing more debilitating than a generalised and undefined sense of anxiety in the body politic. It breeds conspiracies and fear.

There is an impression that a very complex society has developed, in the last few years, a rather simple, centralised governance mechanism in the hope that delivery can be better and more quickly driven. The complexity of governance then gets located within a single structure of authority rather than in the devolved structures envisaged in the Constitution, which should interact with one another continuously, and in response to their specific settings, to achieve defined goals. Collapse in a single structure of authority, because there is no robust backup, can be catastrophic.

The autonomy of devolved structures presents itself as an impediment only when visionary cohesion collapses. Where such cohesion is strong, the impediment is only illusory, particularly when it encourages healthy competition, for example, among the provinces, or where a province develops a character that is not necessarily autonomous politically but rather distinctive and a special source of regional pride. Such competition brings vibrancy to the country. It does not necessarily challenge the centre.

Devolved autonomy is vital in the interests of sustainable governance. The failure of various structures to actualise their constitutionally defined roles should not be attributed to the failure of the prescribed governance mechanism. It is too early to say that what we have has not worked. The only viable corrective will be in our ability to be robust in identifying the problems and dealing with them concertedly.

We have never had social cohesion in South Africa — certainly not since the Natives’ Land Act of 1913. What we definitely have had over the decades is a mobilising vision. Could it be that the mobilising vision, mistaken for social cohesion, is cracking under the weight of the reality and extent of social reconstruction, and that the legitimate framework for debating these problems is collapsing? If that is so, are we witnessing a cumulative failure of leadership?

I am making a descriptive rather than an evaluative inquiry. I do not believe that there is any single entity to be blamed. It is simply that we may be a country in search of another line of approach. What will it be?

I would like to suggest two avenues of approach — an inclusive model and a counter-intuitive model of leadership.

In an inclusive approach, leadership is exercised not only by those who have been put in some position of power to steer an organisation or institution. Leadership is what all of us do when we express, sincerely, our deepest feelings and thoughts; when we do our work, whatever it is, with passion and integrity.

Counter-intuitive leadership lies in the ability of leaders to read a problematic situation, assess probable outcomes and then recognise that those outcomes will only compound the problem. Genuine leadership, in this sense, requires going against probability in seeking unexpected outcomes. That’s what happened when we avoided a civil war and ended up with an “unexpected” democracy.

Right now, we may very well hear desperate calls for unity, when the counter-intuitive imperative would be to acknowledge disunity. A declaration of unity where it manifestly does not appear to exist will fail to reassure.

Many within the “broad alliance” might have the view that the mobilising vision of old may have transformed into a strategy of executive steering with a disposition towards an expectation of compliance. No matter how compelling the reasons for that tendency, it may be seen as part of a cumulative process in which popular notions of democratic governance are apparently undermined and devalued; and where public uncertainty in the midst of seeming crisis induces fear which could freeze public thinking at a time when more voices ought to be heard.

Could it be that part of the problem is that we are unable to deal with the notion of opposition? We are horrified that any of us could be seen to have become “the opposition”. The word has been demonised. In reality, it is time we began to anticipate the arrival of a moment when there is no longer a single, overwhelmingly dominant political force as is currently the case. Such is the course of history. The measure of the maturity of the current political environment will be in how it can create conditions that anticipate that moment rather than seek to prevent it. We see here once more the essential creativity of the counter-intuitive imperative.

This is the formidable challenge of a popular post-apartheid political movement. Can it conceptually anticipate a future when it is no longer overwhelmingly in control, in the form in which it is currently, and resist, counter-intuitively, the temptation to prevent such an eventuality? Successfully resisting such an option would enable its current vision and its ultimate legacy to our country to manifest in different articulations, which then contend for social influence. In this way, the vision never really dies; it simply evolves into higher, more complex forms of itself. Consider the metaphor of flying ants replicating the ant community by establishing new ones.

We may certainly experience the meaning of comradeship differently, where we will now have “comrades on the other side”.

Any political movement that imagines itself as a perpetual entity should look at the compelling evidence of history. Few movements have survived those defining moments when they should have been more elastic, and that because they were not, did not live to see the next day.

I believe we may have reached a moment not fundamentally different from the sobering, yet uplifting and vision-making, nation-building realities that led to Kempton Park in the early ’90s. The difference between then and now is that the black majority is not facing white compatriots across the negotiating table. Rather, it is facing itself: perhaps really for the first time since 1994. Could we apply to ourselves the same degree of inventiveness and rigorous negotiation we displayed leading up to the adoption or our Constitution?

This is not a time for repeating old platitudes. It is the time, once more, for vision.

In the total scheme of things, the outcome could be as disastrous as it could be formative and uplifting, setting in place the conditions for a true renaissance that could be sustained for generations to come.

Ndebele is Vice-Chancellor of the University of Cape Town and author of the novel The Cry of Winnie Mandela

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