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04 October 2022 | Story Leonie Bolleurs | Photo Leonie Bolleurs
Matseliso Monnapula, Dr Jana Vermaas, and Liezl van der Walt
Matseliso Monnapula, Dr Jana Vermaas, and Liezl van der Walt. They are all involved in a research project to grow a new textile that resembles leather.

Pure curiosity. 

That was what gave rise to the development of a new textile, which was created in the Textile Lab and later evaluated for consumer use in the Sensory Lab of the University of the Free State (UFS).

Matseliso Monnapula, a master’s student in the Division of Consumer Science, is experimenting with bacterial cellulose, which is produced as a by-product in the fermentation process when making kombucha. Her goal is to determine its efficacy as a possible sustainable textile alternative for use in the apparel industry.

She says finding this textile alternative was initially the result of pure curiosity. “My brother brews kombucha, so we always wondered in what other ways this fascinating mass of cellulose could be used.”

“It was upon further research that we discovered that there actually is more to it – from within the textile industry, biomedical and tissue engineering disciplines, paper and audio speaker manufacturing, to even the food industry,” states Monnapula.

She had a greater inclination towards its use in the textile industry and presented the idea to her supervisor, Dr Jana Vermaas, Lecturer in the Department of Sustainable Food Systems and Development. “From there it was all systems go,” remarks Monnapula. 

The interesting process of growing this textile entails brewing tea (black, green, or rooibos tea can be used for this purpose) and adding sugar, vinegar, or previously brewed kombucha to maintain a favourable pH level. “One then inoculates the sweetened tea with a starter culture of acetic acid bacteria and yeasts, also known as SCOBY (symbiotic culture of bacteria and yeasts). It is then left for two to four weeks under specific conditions, during which the fermentation process takes place. In this period, the cellulose gradually starts to form on the liquid’s surface,” explains Monnapula, who was assisted by her co-supervisor, Prof Celia Hugo from the Department of Microbiology and Biochemistry. 

Vegan leather

The process of making bacterial cellulose accounts for the many benefits of this leather-like textile. “The process and its aftermath are significantly less detrimental to the environment than most commercial textiles produced today. It is known that the textile industry is characterised by the excessive usage of chemicals, water, energy, and the generation of toxic effluent that is not always disposed of correctly, thereby affecting human, vegetal and animal well-being. Moreover, it eliminates animal cruelty, and in relation to real leather, it will also be more available and less expensive.”

“Secondly,” she states, “bacterial cellulose is biodegradable, which is one way of contributing towards a circular economy in the textile industry, while moving away from the traditional linear economy we know today.”

Within the apparel industry, this textile, which is mostly suitable for accessories, can be used to make products that are typically made of leather. For instance, bags, jackets, shoes, and bucket hats. 

From kombucha to leather-like textile
Samples of the new textile made from Kambucha. Photo: Leonie Bolleurs 

 

Versatile use

She states that according to their knowledge, the bacterial cellulose has not yet been grown in South Africa or Africa. However, it has been extensively researched in America and Europe. “There have been several experiments to make biodegradable packaging, facial masks in the cosmetics industry, sausage casings, and fruit rolls – and interestingly enough – it can even be enjoyed as a native Philippine dessert known as nata de coco. This goes to show how versatile it is,” she says.

Monnapula says there is still plenty of room for improvement and further development before reaching a point where she can introduce her work as a contender in the South African market. For instance, the waterproof capability of the textile is yet to be perfected. “More research is also necessary to enhance its hydrophobic and decreasing its hydrophilic properties.”

She is also of the opinion that further dyeing, using environmentally friendly methods and natural dyes to obtain a wider variety of colours, is necessary. 

Penetrating the market

Once it is ready, this textile will be a marketable product that can be manufactured for commercial use. “A few European start-up companies have recently managed to penetrate the market and introduce apparel made from bacterial cellulose. I believe that upon further development and modifications, we can eventually follow suit,” says Monnapula.

The bacterial cellulose textile was evaluated in the UFS Sensory Lab, a facility mostly used to test food products. Liezl van der Walt, Sensory Lab Manager, states that the Sensory Lab plays a crucial role in determining the consumer acceptance of new products as well as how the product can be improved. She believes that the textile project was just the beginning of many more textile-related sensory panels to take place. 


Within the apparel industry, this textile can be used to make products that are typically made of leather, including bags, jackets, shoes, and bucket hats. – Matseliso Monnapula

 


News Archive

Prof Frederick Fourie to step down as UFS rector
2008-09-08

“It is with sadness that I hereby announce my intention to step down as rector and vice-chancellor of the University of the Free State (UFS) in the 4th quarter of this year.

Obviously this decision has not been taken lightly. After careful consideration I am, however, convinced that this is as far as I can take the UFS as vice-chancellor and rector. This flows primarily from the exhausting times that I have experienced during the past nine years, first as vice-rector (since 1999) and then as rector (since 2003), in managing and implementing several complex strategic projects.

The challenges and complexities of continuous change management at a higher education institution, and specifically the demands of further dynamic development and transformation at the UFS, demand enormous amounts of emotional energy and drive. For me the stress due to, especially, the political divisions and tensions in the UFS Council and the broader university community during the past year has been extremely draining. The broader institution and its people also show signs of trauma.

I think it is time for new and fresh leadership, especially in the light of the transformation challenges of the UFS.

I have thus decided to step down in the interest of transformation and the further dynamic development of the UFS.

Having been on sabbatical leave since May, I will not return to take up my post. I will remain on leave until my official date of retirement from office. (The exact date must still be determined.)

I am grateful for the opportunity to have been at the helm of the UFS and to help the institution cross several bridges. During the past nine years I have been privileged to lead large strategic projects together with many dedicated and talented UFS colleagues. It has been a wonderful experience of thinking and working together in order to elevate the functioning of the University to new levels in several key areas.

One of the most important projects was the financial turnaround strategy of 2000-2005, which took the UFS from a financial crisis to a situation where currently it annually has almost R100 million of discretionary funding available to spend on strategic projects, and where staff remuneration and promotion opportunities have increased dramatically since 2000. In this period the UFS has also grown from approximately 10 000 students to more than 27 000 in 2008.

A second was the strategy to invest strongly in the academic core and notably research, research capacity and research apparatus. Since 2003 research outputs have increased by approximately 50% - a significant accomplishment of our researchers and faculties. In conjunction with this, the launch of the six strategic academic clusters (focus areas) should create the basis for the continued growth in the national and international stature of the UFS in future. The development of the national leadership role of the UFS with regard to community service also was a special and successful project.

A third large strategic project was the progress with regard to diversity, the balanced multilingualism policy in the academe as well as the administration, the employment equity plan, the UFS transformation plan and especially the institutional charter – which could lay the foundation for a university where one and all can experience a true sense of belonging amidst diversity. These have been important steps that we can feel proud of (although much work obviously remains with regard to non-racialism and also non-sexism).

As far as residences are concerned, it was historically significant that this time, in contrast to 1997/8, the UFS succeeded in crossing the bridge of diversity and integration in residences – with due regard to the difficulties we faced. Hopefully this will considerably ease the task of my successor and her/his management team in managing diversity and in pursuing best practice transformation.

A fourth large project was the large-scale upgrading and development of infrastructure, academic buildings and facilities as well as support service facilities, student facilities and pedestrian walkways. The objective was a campus of the highest quality and aesthetics to effect a lasting improvement in their work- and living environment for staff and students. Indeed, the UFS Main Campus today is seen as an example of sensitive and high quality campus planning.

Other initiatives which haven’t borne fruit yet are, for example, those with regard to entrepreneurial activities, sport development and sport business development, and the possible establishment of an engineering programme or faculty at the UFS.

On the whole the most important thing for me has been the progress in establishing a deep commitment to quality and equity/fairness and in boosting the national and international profile of the UFS as a high quality progressive university. Of course, justice, equity and quality intrinsically are challenges which require daily dedication to make it an ingrained habit.

I wish to thank all those people with whom I could work during the past years in tackling large and complex challenges with mutual loyalty, shared wisdom and effort – from the Financial Turnaround Team to the Exco, the Executive Management, the Faculties, the Senate, support service divisions, the University Council and several committees and task teams”.

Frederick C.v.N. Fourie
Rector and Vice-Chancellor
University of the Free State

Prof Frederick Fourie has been with the UFS since 1976. After obtaining a PhD in Economics from Harvard he was appointed professor at the age of 29 in 1982, head of the Department of Economics in 1992, Distinguished Professor in 1998, Dean of the Faculty of Economic and Management Sciences in 1997, Vice-rector: Academic in 1999 and vice-chancellor in 2003.

Media Release
Issued by: Lacea Loader
Assistant Director: Media Liaison
Tel: 051 401 2584
Cell: 083 645 2454
E-mail: loaderl.stg@ufs.ac.za  
8 September 2008
 

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