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14 April 2025 | Story Martinette Brits | Photo Kaleidoscope Studios
Jeremiah Hlahla
Jeremiah Hlahla, 27, proudly graduates with a PhD in Botany.

At just 27 years old, Dr Jeremiah Hlahla has achieved a remarkable milestone: earning his PhD in Botany, conferred on Thursday 10 April. His journey is one of perseverance, academic curiosity, and the determination to rise above significant personal and financial challenges.  

 

Resilience rooted in early hardship 

Growing up in Nkomazi, Mpumalanga, Dr Hlahla’s early life was marked by profound loss. His mother passed away when he was still young, and in Grade 11, he lost his father. Left without the support of his immediate family, he was placed in an orphanage alongside his sister. Despite these immense challenges, Dr Hlahla remained focused on his education.  

“From Grade 10, I stayed behind at school to do my homework and study,” he recalls. “By Grade 12, I asked the pastor if I could use the church office to study. He allowed me, and throughout matric, I would go straight from school to the church office.” 

 

A passion for science and a decisive pivot 

Dr Hlahla’s fascination with science began in Grade 4 when he first encountered the topic of Matter and Materials. “It was a fascinating subject for me,” he says. By Grade 9, he had decided to become a scientist, though he was still unsure of the specific field. 

After matric, he negotiated with an Anglo-American bursary manager to study biology instead of electrical engineering. “I later applied for biochemistry and botany at the University of Johannesburg because I enjoyed biology - but over the years, I found plant science especially interesting.” 

The pivotal moment in his life came when he was awarded an Anglo-American scholarship. “That was a huge turning point in my life,” he says. “After matric, I didn’t know what I would do next. But after one psychometric exam and two rounds of interviews, I received the scholarship, and my life improved.” 

With renewed motivation, he continued his studies and pursued a Master's degree, despite having no financial resources at the time. “When I arrived at the University of the Free State (UFS), I had just left Pretoria with my bags and no money,” he recalls. His supervisor, Dr Makoena Moloi, recommended him for a National Research Foundation (NRF) grant to cover his expenses. He was later awarded a bursary from Carl Zeiss. 

“Dr Moloi wanted a hardworking person,” Dr Hlahla says. “She also helped me improve my academic writing.”

 

Perseverance through a pandemic 

The COVID-19 pandemic brought unexpected setbacks, derailing his MSc research. “After the lockdown, I returned to find my plants had died. I had to start from scratch,” he says. Despite this, he completed his experiments by August 2021 and submitted his MSc with distinction. 

“It is incredibly rewarding to see years of hard work culminate in a PhD,” he reflects. 

 

Looking ahead: Researching for a food-secure future 

Now a postdoctoral researcher in plant breeding, Dr Hlahla is working on developing drought-tolerant edamame cultivars – research inspired by his PhD work. 

 “What excites me the most is breeding drought-tolerant edamame cultivars based on my previous research,” he says. “I am also thrilled to be working with Prof Maryke Labuschagne and Prof Rouxlene van der Merwe.” 

Dr Hlahla’s journey has given him insight into what it takes to succeed against the odds. His message to students navigating hardship is clear: 

“Stay focused on your goals. How you respond to what happens to you will determine your future. Someone is always willing to help - so find support and use it. Hard work, willingness, and determination will take you far.”

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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