ESERA board chair shares insights from decades of experience

By Kwanele Dhladhla

Eswatini Energy Regulatory Authority (ESERA) Chairman of the Board of Directors, Mbuso Simelane, has shared invaluable lessons drawn from nearly three decades of serving on corporate boards, emphasising the importance of confidentiality, integrity, and adaptability in effective governance.

Speaking in a wide-ranging interview, which was published by ESERA, Simelane reflected on his first boardroom experience dating back to 1997 and how the journey has shaped his perspective on governance.

“Over the years, I have learnt the importance of confidentiality as a very important principle,” he said. “The ability to draw lessons from what happens in other organisations without disclosing where you drew the lessons is vital.

I have also learnt not to base decisions on hearsay, as it often affects one’s ability to make objective calls over an organisational situation.”

Simelane noted that beyond policies and codes, board service demands integrity, objectivity, and a deep commitment to corporate effectiveness.

He highlighted that effectiveness and control remain central pillars- “doing the right thing and charting a controlled way of going forward.”
Recalling advice from experienced colleagues, Simelane explained that wisdom from seasoned board members often proved critical, even if it appeared impractical at first.

“I remember being advised by seasoned board members, which seemed out of context to me, only for it to turn out to have been a key solution to a problem,” he said.

He particularly reflected on lessons from global business magnate Natie Kirsh, who served on Eswatini boards during his active corporate years.

“I remember one time as a board we had an organisational feud that we allowed to degenerate to the courts.

Kirsh called us back to the boardroom and told us how courts could not provide solutions to our organisational problems, though they could be crucial to the decisions we could make.

Our egos had become so high such that it almost cost the performance of the company. Kirsh challenged us to make a responsible decision for the benefit of the company.”

According to Simelane, Kirsh also urged board members to avoid over-reliance on governance frameworks such as the King’s Code, and instead apply practical, situational judgment.

Simelane believes that while governance codes provide guidance, they cannot replace ethical commitment and responsible leadership.
“There are no straight-jacket formulas for effective corporate governance.

Corporate governance principles remain principles as a guide for best practice, but will not curtail issues of corruption and non-performance,” he stressed.

“It is about your commitment and passion to selflessly serve and effectively adjust to the changing times and systems of governance,” he said.

As Chairman of ESERA, Simelane said these lessons continue to influence his leadership style. The authority’s mission—to ensure an inclusive, viable, and sustainable energy industry through impartial, effective, and transparent regulation—demands not only technical oversight but also strong governance values.

Simelane summed up his philosophy with the words of a fellow corporate leader: “Corporate governance is not a prescription but a guide—it is up to leaders to apply themselves with objectivity and selflessness.”