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13 May 2025 | Story Dr Francois Smith | Photo Supplied
Francois Smith
Dr Francois Smith, Head of Department: Afrikaans and Dutch; German and French, University of the Free State.

Opinion article by Dr Francois Smith, Head of Department: Afrikaans and Dutch; German and French, University of the Free State 




On 8 May 1925, the writer CJ Langenhoven introduced a bill in the parliament of the then Union of South Africa that led to Afrikaans being recognised as one of the country’s official languages, alongside English. It is this historic moment that marks the centenary being celebrated today. However, the language itself predates its official status by centuries. The roots of Afrikaans can be traced back to the 1500s, during the first interactions between European sailors and the indigenous Khoi-Khoi people. What makes the origin of Afrikaans particularly significant is that it developed on African soil, shaped by the contact and exchange between European colonists, enslaved people brought from Africa and Asia, and the local Khoi population. Afrikaans is, therefore, a uniquely South African creation – a rich tapestry of diverse influences. It is this diversity, this cultural and linguistic fusion, that is truly worth celebrating.

It is evident that Afrikaans did not begin as a fully developed written language. Some of the earliest recorded instances of written Afrikaans date back to the 1830s, when Muslim imams used Arabic script to communicate with their pupils in Afrikaans in religious schools. A more formal effort to establish Afrikaans as a written language emerged in 1875 with the founding of the Genootskap van Regte Afrikaners (Society for Real Afrikaners), which played a pivotal role in standardising and promoting written Afrikaans.

 

The Dutch language

During the Anglo-Boer War (1899-1902), the two Boer republics – the Zuid-Afrikaansche Republiek and the Orange Free State – were defeated by the British Empire. In the aftermath of this conflict, efforts were made to unite the two British colonies, the Cape Colony and Natal, with the former Boer republics into a single political entity. This led to the National Convention, where representatives negotiated the constitution for what would become the Union of South Africa. Given the dominant position of Britain, the prevailing influence of English-speaking authorities in the Cape and Natal, and the Anglophile stance of many British leaders, it would have been reasonable to expect the new Union to adopt English as its sole official language. However, due to the tireless advocacy of figures such as former President MT Steyn and General JBM Hertzog, the resulting South Africa Act of 1909 – passed by the British Parliament – stipulated that ‘the Dutch language’ would share official status with English in the Union. This was a significant victory for the preservation of Dutch (and later, Afrikaans) in the political and administrative life of the country.

The ‘Dutch’ used in South Africa at the time, particularly among ordinary people, was far from uniform and bore little resemblance to the Standard Dutch of the Netherlands. Very few South Africans were proficient in writing formal Dutch. Meanwhile, Afrikaans had only just begun the process of standardisation in the years following the formation of the Union. In many cases – especially in written contexts – the language appeared as a hybrid of spoken Afrikaans and formal Dutch, or what was loosely referred to as ‘Hollands’. Recognising this linguistic shift, figures such as CJ Langenhoven began advocating for Afrikaans to be recognised as a full-fledged language, particularly as a standardised orthography began to take shape. Langenhoven and his contemporaries likely understood that the continued use of Standard Dutch in South Africa was untenable. Thanks to their dedication, a joint session of the Volksraad and the Senate was held on 8 May 1925, during which Act No. 8 of 1925 was passed. This legislation clarified that the term ‘Hollands’, as used in South African legal and governmental contexts, also encompassed Afrikaans – marking a pivotal moment in the formal recognition of the language.

A necessary consequence of the 1925 legislation was that Afrikaans, now recognised as an official language, had to rapidly develop in areas such as orthography, terminology, and grammatical consistency. Subsequent constitutions – specifically those of 1961 and 1983 – further entrenched the status of Afrikaans by extending the use of both official languages to the provincial level. Because Afrikaans was now required to operate on equal footing with a global language such as English across all spheres of government, the development of a standardised variety became essential. This standard form enabled the state not only to fulfil its constitutional obligations but also to communicate effectively with a significant portion of the population.

 

Most South Africans not first-language English speakers

Today, South Africa officially recognises twelve languages, following the recent addition of South African Sign Language. While earlier constitutions explicitly outlined the functions and domains of the official languages, the 1996 Constitution is notably more open-ended. It mandates that the state must take "practical and effective measures" to elevate the status and promote the use of all official languages, and that they must be treated equitably and enjoy equal status. However, these provisions are vague and lack clear implementation guidelines or enforceable obligations. Unlike earlier frameworks that prescribed specific uses and provided mechanisms for accountability, the current constitutional language leaves much to interpretation. As a result, and in the absence of meaningful incentives or enforcement, English has become the de facto sole language of government, undermining the ideal of multilingualism and linguistic fairness envisioned in the Constitution.

The reality that most South Africans are not first-language English speakers means that a significant portion of the population has limited access to essential information, which in turn restricts their ability to fully participate in the country’s economic, educational, and social opportunities. This linguistic barrier perpetuates inequality and undermines the goals of inclusive development. One of the pressing challenges facing the current government is, therefore, strikingly similar to that which confronted the Union government a century ago with respect to Afrikaans: the need to actively develop all of South Africa’s official languages. Only through dedicated investment in their growth and functional application can these languages truly operate as instruments of democracy, equality, and social justice.

The development of human potential and the advancement of science and technology are among the foremost priorities of the current South African government. However, these goals are unattainable without language – spoken or written – as the foundation for communication. More specifically, the absence of well-developed scientific languages renders scientific and technical communication ineffective. This reality places increasing demands on South Africa’s official languages, requiring the creation and maintenance of robust, multilingual terminology across a wide range of disciplines. Ensuring that all languages are equipped to handle specialised knowledge is essential for equitable access to education, innovation, and national development.

Due to the dominance of English, South Africa’s other official languages face significant challenges in developing technical vocabulary and keeping pace with the demands of a rapidly evolving modern world. One notable achievement in Afrikaans is the Woordeboek van die Afrikaanse Taal (WAT), a comprehensive dictionary project that began in 1926 and, despite minimal state support, continues to progress toward its final volume, expected in 2028. This kind of initiative should serve as a model for all of South Africa’s official languages. Scientific and technological knowledge must be made accessible in every language, ensuring they are equipped to function effectively across all levels of society. When a language loses functional domains, its practical value diminishes, its cultural sphere contracts, and its speakers are more likely to shift towards a language perceived as more useful.

News Archive

Guest lecture: Mr Pretorius, CEO of McCarthy Limited
2004-11-05

The challenges facing business leaders in a rapidly changing South Africa

“The world we used to know does not exist anymore. Leaders are continually dealing with crisis and opportunities, in a high-pressure environment,” said Mr Brand Pretorius, honorary professor from the University of the Free State , delivering his 13th guest lecture on the challenges facing business leaders in a rapidly changing South Africa .

Mr Pretorius, CEO of McCarthy Limited, identified certain trends which are responsible for changes to the South African business environment. He said the South African business environment is ever-changing, fast moving, complex and unpredictable. “As business people we have to deal with the impact,” he said.

“Years ago we were globally isolated. Now we live in a shrinking borderless world with crumbling trade barriers. Globilisation of our economy is accelerating. For South African business leaders this creates a sea of export opportunities,” he said.

Although there are ongoing demands for substantial profit growth from shareholders, the days of focussing only on their interests are gone, said Mr Pretorius. Stakeholder commitment now enjoys high priority and business leaders have to deal with the challenges accompanying black economic empowerment and employment equity.

Customers are also well-informed and demanding. Business leaders could easily loose the loyalty of their customers because of a hyper-competitive environment with an oversupply of goods and services.

Mr Pretorius stated that staff want to be involved and are looking for meaning in their workplace. Employers also have to deal with HIV/Aids in their workplaces. Trauma, absenteeism and financial implications could have a great effect on the viability of a business.

Against these changes Mr Pretorius pointed out the challenges business leaders are facing. In doing so a number of questions arise. The external business climate is characterised by turbulence and change. Internally there is a need for stability and meaning. How do we handle both challenges effectively?

Because of changes strategy decay is taking place and past strategies become irrelevant. Mr Pretorius said that business leaders need to modify their business models to prevent the downfall of their companies.

It is important for leaders to know what is happening in their world. “Continuous innovation is a critical success factor. The reality is that innovation is the only insurance against irrelevance,” he said.

Because of a changed environment leaders must perform and transform, simultaneously. How do we strike a balance between focused transformation and the achievement of world class performance, asked Mr Pretorius? “We need to bring about meaningful and sustainable empowerment, in order to create an inclusive economy and society. Leadership and management profiles should reflect the diversity of our teams, however at the same time every effort should be made to stop the brain drain and retain the expertise of experienced white managers.”

He also stated that leaders have an important role to play in terms of employment creation and corporate caring. “Sustainable stability and prosperity will not materialise without efforts in this regard.”

Mr Pretorius said that above challenges could be addressed by developing the ability to focus on creating a better future, rather than defending the past, a long-term vision, facing new realities, enhancing the value of brands and mobilising IT and the Internet to serve the business and customers better.

Retaining a positive vision of the future, embracing change and transformation, building your business according to the right principles and values and aspiring to be the best are some of the guidelines, according to Mr Brand, for future business success. He stated that creating a value advantage above one’s competitors, customer satisfaction and retention and inspirational leadership will add to the success of one’s business.

“We are indeed living in the era of the ultimate challenges, but also the ultimate opportunities. Let me clearly state that I have hope – in my view the tide has turned. Every day I experience small miracles inspired by ordinary people making an extraordinary difference,” said Mr Pretorius.

 

Media release
Issued by: Lacea Loader
Media Representative
Tel: (051) 401-2584
Cell: 083 645 2454
E-mail: loaderl.stg@mail.uovs.ac.za
5 November 2004

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