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05 September 2025 | Story Sandile Ndlovu | Photo Supplied
Sandile Ndlovu
Sandile Ndlovu, Assistant Researcher in the UFS Interdisciplinary Centre for Digital Futures.

By Sandile Ndlovu, Assistant Researcher in the Interdisciplinary Centre for Digital Futures at the University of the Free State.

 


 

When I bought my laptop in my first year of university, it was fast, reliable, and felt like an investment that would last. But when I reached the third and final year of my undergraduate studies, it was a completely different story as my trusted laptop took ages to boot up, the battery barely lasted an hour, and performing simple tasks felt like a test of patience. It’s as if my laptop knew graduation was near and had decided to retire early. As I found myself at a university that relies heavily on the use of electronic products, I couldn’t help but wonder: what happens to all our obsolete electronic devices? Early last year, I came across a statistic that left me stunned: South Africa's formal recycling efforts only recover between 7% and 12% of its total electronic waste output. The rest is either stored indefinitely, dumped in landfills, or handled by informal recyclers under hazardous conditions.

Electronic waste, also known as e-waste, refers to discarded electrical and electronic equipment (EEE) and is the fastest-growing waste stream in the world. Between 2019 and 2022, the amount of e-waste generated increased by approximately 15,67%, growing from 53,6 million tonnes to 62 million tonnes. According to the Recycling of Waste and Scrap in South Africa 2023 report, e-waste is growing three times faster in South Africa than solid municipal waste. But why is this happening? Is it “just the way it is”, or is there something bigger going on? As a sociologist, I was immediately interested in understanding why e-waste is the fastest-growing waste stream. Are we buying too many electronic products indiscriminately, or is there more to the story?

One major driver of excessive e-waste generation is rooted in the capitalistic notion of “planned obsolescence”, which is the practice which sees manufacturers design products with short lifespans (in terms of functionality, necessity, as well as desirability) – in order to apply pressure on consumers to replace electronic devices frequently and arbitrarily. Despite this systematic issue with electronic products, a recent study of Gen Z (born 1997–2012) and Millennial (born 1981–1996) consumers revealed that 60% of adults don’t know what e-waste is, and 57% didn’t realise e-waste poses a threat to the environment and human health. This lack of awareness is concerning, as it may contribute to the discarding of e-waste in regular waste bins, with these products ultimately ending up in ordinary landfills, which could cause environmental problems such as atmospheric pollution through CO2 emission and ecological imbalance – all of which could seriously jeopardise environmental and human health and safety.

 

Challenges surrounding South Africa's e-waste management

While e-waste proliferation is not a uniquely South African problem, in the South African context, underdeveloped collection mechanisms and consumer hoarding within the broader e-waste management system do seem to prevent or deter effective recycling efforts, at least for those in underserviced provinces. For example, South Africa's E-waste Recycling Authority's (ERA) interactive recycling map only shows one Waste Electrical Electronic Equipment and Lighting (WEEE-L) drop-off site for the Free State and none for the Northern Cape. Consumers, including students, faced with limited options to properly dispose of their e-waste, often hoard their obsolete devices. This trend was highlighted in the findings of a recent ERA information campaign, which saw 164 tonnes of e-waste donated by 135 000 people in just two days. These challenges highlight the urgent need for better e-waste infrastructure, and the untapped potential of public engagement in e-waste collection initiatives. The question now is how can institutions of higher learning and the students studying at these institutions play a role in dismantling the barriers to e-waste management and drive meaningful change?

 

Institutions of higher learning as mediators in the e-waste management system

Institutions of higher learning are spaces where education, technological development, critical thinking, and environmental stewardship ideally converge. These are spaces in which we should question and dissect global consumer patterns brought about by unfettered capitalism, solely focused on the accumulation of profit and often to the detriment of environmental as well as social consequences. Also, by collaborating with electronic product manufacturers and recyclers to establish extended producer responsibility (EPR) initiatives, institutions could restructure the e-waste management network, developing sustainable practices and raising critical awareness. 

 

Universities can lead the charge in changing habits 

South Africa's e-waste management system requires a coordinated effort to establish permanent e-waste disposal points across all South African institutions of higher learning. This approach would not only improve the currently underdeveloped e-waste collection mechanism but also enable these institutions and students to manage their e-waste effectively. 

Given the vast number of electronic devices on campuses, which are indispensable “tools of the trade”, institutions of higher learning have the potential to significantly contribute to the amount of e-waste recovered in South Africa. Moreover, if these institutions normalise responsible e-waste disposal practices within their campuses, they can produce graduates who carry these environmentally conscious practices into their careers and daily lives. 

The challenge presented by the e-waste crisis is complex, but it also offers a transformative opportunity. The question is: Will stakeholders at institutions of higher learning, especially students, step up and become key mediators in the fight against e-waste? Is there enough urgency to convince our national institutions of higher learning of the manifold academic but also socio-environmental potential to start engaging responsibly and intellectually with this looming and complex crisis?

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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