Hawks intercepted Gauteng officers trying to steal cocaine:
Hearings before the Madlanga commission continued on Tuesday, with testimony about a major drug bust in Aeroton, Johannesburg in 2021.
In July that year, the Hawks intercepted nearly a tonne of cocaine shipped from Brazil amid allegations that police officers had tried to steal the consignment. Two South African Police Service officers and two Gauteng traffic officers were arrested. This came after the Hawks had discovered 751kg of cocaine shipped through the same company.
Warrant Officer Marumo Magane, the commander of the Crime Information Management and Analysis Centre at Zonkizizwe police station, testified about his involvement at the scene.
Magane said that on 9 July 2021, he had received a call from Gauteng traffic chief Samuel Mashaba who had wanted help to intercept a truck allegedly transporting drugs.
“Chief Mashaba called me regarding information about a truck allegedly transporting drugs and asked for assistance and manpower to follow up on the information,” Magane said.
West Rand Hawks Commander Francois Steyn told the commission on Monday that drug investigations fell outside the mandate of traffic officers. He added that the truck company had contacted him after the container attracted significant police attention.
Logistics company Yellow Jersey had initially denied the officers access to the shipping container because they did not have a warrant. They had then approached client company Scania to request access.
Magane told the commission he had met Mashaba, who was driving a grey VW Golf and was accompanied by a civilian, Mr Nku, who had been driving a charcoal BMW 7 Series. The group had then searched the container.
Magane had arrived in a black Nissan NP300 bakkie, which Hawks officers have alleged was later used in an attempt to remove the drugs from the scene.
“The container was opened by one of their staff members and to our surprise, as soon as the doors opened, some black bags started falling from the container,” he said.
Officers had discovered 999kg of cocaine wrapped in black refuse bags. The cocaine bricks bore different insignia, including a Red Bull logo and a flying falcon, which Steyn previously told the commission were markers indicating the shipment’s intended cartel destination.
Witness statements from Hawks officials submitted to the commission allege that some officers at the scene had been attempting to steal the cocaine. They were allegedly intercepted after Scania staff had alerted the Hawks.
“Chief Mashaba and I realised it would be impossible for the forklift to unload the truck from the loading bay while the bags were already on the ground and stuck near the trailer wheels. As a result, we instructed Scania staff to load the black bags onto the back of the service bakkie while we waited for other members,” Magane said.
He told the commission that more officers from various police units had later arrived at the scene after complaints that individuals were impersonating police officers.
“Major General Feroz Khan arrived immediately after Warrant Officer Phakula and the situation got out of hand. Upon his arrival, Major General Khan went straight to the warehouse and met with Scania management. After that, he came back and ordered us to stop our operation,” Magane said.
Khan later faced disciplinary action and was acquitted over his involvement as the head of Counter and Security Intelligence in a case that should have been handled by the Hawks. KwaZulu-Natal police commissioner Nhlanhla Mkhwanazi has accused Khan of being central to alleged corruption within crime intelligence, including claims involving a R600 million crime intelligence slush fund.
New nurse graduates in critical care units need better support:
Each year on 12 May, International Nurses Day reminds us of the indispensable role nurses play in sustaining healthcare systems. Yet behind the resilience and dedication of the profession lies a critical, often overlooked problem: how we support new nurse graduates (NNGs) as they transition into some of the most demanding clinical environments, particularly critical care units (CCUs).
New nurse graduates in South Africa often enter the workforce with limited exposure to CCUs during their undergraduate training. While they are qualified as general nurses and midwives, the complexity of CCUs, marked by critically ill patients, advanced technology and rapid decision-making, demands specialised knowledge and confidence that many NNGs have not yet developed.
The limited exposure of NNGs to CCUs is intensified by the national and global shortage of skilled critical care nurses. Accordingly, private healthcare institutions frequently deploy NNGs into CCUs to fill staffing gaps. While necessary, this practice places inexperienced nurses in high-pressure environments without adequate preparation.
My recent master’s study, conducted among permanently employed NNGs in private CCUs in the Western Cape, sheds light on the challenges they face, revealing both systemic gaps and opportunities to strengthen the future of nursing. It explored the empowerment experienced by NNGs.
The study found that insufficient orientation, a lack of mentorship and limited access to support structures leave many NNGs feeling anxious, overwhelmed and underprepared. This disconnect between training and practice mirrors findings from similar South African research, which shows that systemic barriers such as staff shortages and limited resources restrict learning opportunities and professional growth. Much like student nurses struggle to apply theory in practice because of institutional constraints, NNGs face similar challenges when entering the workforce.
Despite these challenges, the study identified key factors that significantly enhance the empowerment of NNGs. Five key themes highlight what is needed to support their transition into practice.
Firstly, structured orientation programmes were identified as being essential. When NNGs received comprehensive introductions to the unit, including equipment, protocols and expectations, they reported increased confidence and reduced anxiety.
Secondly, mentorship and shadowing played a pivotal role. Access to experienced nurses who could guide, support and teach in real time allowed NNGs to develop both competence and clinical judgement. Mentorship was not only a source of knowledge but also emotional support in a high-stress environment.
Thirdly, opportunities for continuous professional development, such as training courses and in-service training, enabled NNGs to build skills progressively. These opportunities created a sense of growth and professional advancement.
Fourthly, supportive workplace relationships were crucial. Positive interactions with colleagues, particularly unit managers and senior critical care nurses, fostered a sense of belonging and psychological safety.
Lastly, access to organisational resources and information, including staffing support, learning materials and clear communication, was fundamental to empowerment. When these elements were absent, nurses felt powerless and frustrated.
Together, these findings support Harvard Business School professor Rosabeth Kanter’s theory of structural empowerment, which emphasises access to opportunity, information, support and resources as key drivers of employee performance and satisfaction.
These findings also matter beyond the experiences of individual nurses. Empowering NNGs is directly linked to patient safety, quality of care and staff retention.
In CCUs, where patients are most vulnerable, nurses’ competence and confidence can significantly influence outcomes. Nurses who feel unsupported or underprepared are more likely to experience stress, burnout and decreased job satisfaction. These experiences not only affect their well-being but also increase the risk of errors and compromise patient care.
In addition, the early experiences of NNGs shape their long-term career trajectories. Negative experiences in CCUs may discourage nurses from specialising in critical care, further exacerbating the shortage of skilled professionals in this field. Conversely, supportive and empowering environments can inspire confidence, foster resilience and encourage retention within the profession.
From an organisational perspective, investing in empowerment strategies is not merely beneficial; it is essential. Structured support systems improve staff performance, reduce turnover and ultimately enhance the efficiency and sustainability of healthcare services.
While my study offers valuable insights into empowering NNGs, it also highlights the need for further research and systemic change.
On this International Nurses Day, celebration must go hand in hand with reflection. Supporting NNGs is not a luxury; it is a necessity for sustaining the nursing profession and ensuring quality patient care.
Healthcare institutions must prioritise structured orientation, mentorship and continuous development. Leaders must foster inclusive, supportive environments where NNGs feel valued and empowered. Policymakers must address systemic barriers that hinder learning and growth.
By investing in the next generation of nurses, we are not only strengthening the workforce but also safeguarding the future of healthcare. As we honour nurses today, let us also commit to creating the conditions they need to thrive tomorrow.
Isabella du Preez is a clinical research coordinator at Cancercare SA. This article is based, in part, on her recent master’s degree in nursing science at Stellenbosch University. The title of her study was “Empowerment in critical care units: Exploring the experience of new nurse graduates”.
Tongaat bidder appears in court over alleged fraudulent funding letter:
Aquil Rajahussen, the director of Mozambican-based RGS Group, appeared in the Randburg Magistrate’s Court on Tuesday on fraud charges linked to the Tongaat Hulett business rescue bidding process.
The case was postponed to 10 June, when Rajahussen is expected to respond to allegations that RGS fraudulently submitted a R2 billion proof-of-funding bank letter as part of its bid for the embattled sugar producer.
RGS submitted an R8bn bid for Tongaat Hulett in 2023 during the company’s business rescue process, competing against Vision Sugar, which later emerged as the preferred bidder.
Ian Small-Smith, a lawyer for complainant Vision Sugar, told the Mail & Guardian that RGS had committed fraud against the lender group of banks by allegedly supplying a false funding letter to creditors.
“We take comfort in the fact that law enforcement is taking this matter seriously and have confidence that the truth will come out in court,” Small-Smith said.
Rajahussen presented himself to the Hawks in Pretoria on Monday. He was charged and fingerprinted before his first court appearance on Tuesday.
The National Prosecuting Authority has enrolled the matter for prosecution. Rajahussen and RGS appear as co-accused.
RGS and Rajahussen have denied wrongdoing, describing the allegations as an attempt to damage the company’s reputation and derail its bid. The company has also accused Tongaat’s business rescue practitioners of favouring the Vision consortium while unfairly disregarding RGS’s proposal.
In April, the Durban High Court granted temporary relief to Tongaat’s business rescue practitioners to allow them time to develop a rescue plan. This after a last-minute assurance by the Industrial Development Corporation to extend its post-commencement finance facility until at least the end of June.
Tongaat entered voluntary business rescue in November 2022 after losing 95% of its value in a R3.5bn accounting scandal. Former chief executive Peter Staude, along with former managers and accountants, is facing fraud charges linked to the company’s collapse.
The rescue process has triggered prolonged litigation involving RGS, Tongaat creditors and rival bidders.
The department of trade, industry and competition said Tongaat Hulett was a key player in South Africa’s sugar value chain and warned that its liquidation would have “far-reaching and devastating consequences” for the sector, particularly in KwaZulu-Natal.
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