Africa-Press – Eswatini. As part of our end of year series examining leadership that is quietly but deliberately reshaping Eswatini, Swazi Bridge sat down with Eswatini Water and Agricultural Development Enterprise (EWADE) Chief Executive Officer Director Dr Samson Sithole. At a time when the country is grappling with deep economic, social and environmental pressures, Dr Sithole offers a grounded perspective on leadership rooted in sustainability, institutional integrity and long term national thinking. In this question and answer interview, he reflects on EWADE’s work, the evolving role of development institutions, and what principled leadership looks like in a country searching for new pathways forward.
Swazi Bridge (SB): EWADE operates at the intersection of agriculture, water security and rural livelihoods. What leadership philosophy guides your decision-making in such a high-impact and high-pressure environment?
Dr Samson Sithole (Dr SS): At EWADE, my leadership philosophy is anchored on purpose-driven, evidence-based decision-making. We operate where water security, agriculture and livelihoods converge, so every decision must balance social impact, economic returns and environmental stewardship. I believe in decisive but consultative leadership—listening carefully to technical experts, communities and partners, while remaining firm on long-term national priorities. In high-pressure contexts, clarity of purpose and integrity are non-negotiable. He describes his leadership style in three words – empowerment, transparency, and accountability. Furthermore and most importantly, my leadership is values-driven, based on respect, ethics, inclusion, and innovation, consistent with EWADE’s governance and FEET values (Fairness, Engagement, Ethics, Transparency). I am also one who pushes my team to achieve their ultimate potentials as individuals. I am an advocate for continuous learning and development,
SB: Many public enterprises struggle with execution gaps. How have you built an organisational culture within EWADE that balances accountability, innovation, and long-term sustainability?
DrSS: Execution gaps often stem from weak systems rather than weak intentions. At EWADE, we have deliberately institutionalised accountability through performance contracts, clear delivery milestones and transparent reporting structures. At the same time, we encourage innovation by giving teams space to pilot new approaches, particularly in farmer organisation, irrigation management and procurement. Sustainability is embedded by designing projects that outlive donor funding, through farmer ownership, cost recovery mechanisms and skills transfer, ensuring continuity beyond the project lifecycle.
SB: What were the most difficult leadership decisions you’ve had to make at EWADE, and what did those moments teach you about leading in Eswatini’s public sector?
Dr SS: Some of the hardest decisions have involved enforcing governance standards, terminating underperforming contracts, resisting political pressure and influence, and standing firm against attempts by corrupt interests to compromise our strict procurement procedures in order to secure undue advantage on highly demanding projects. These moments reinforced a critical lesson: leadership in Eswatini’s public sector demands courage, patience and consistency. Short-term discomfort is often the price of long-term credibility, institutional integrity and public trust.
SB: How do you ensure that megaprojects, such as irrigation schemes or land development programmes, remain transparent, efficient, and free from political capture?
Dr SS: Transparency is built into our systems. We rely on international procurement standards, independent supervision engineers, external audits and strong donor oversight. Equally important is separating political influence from operational decision-making, ensuring that technical, financial and governance considerations guide implementation. Our role is to deliver national development outcomes, not political expediency, and that principle guides every major project we implement. We resist political and corrupt influences in our procurement processes.
SB: Eswatini’s economy is heavily dependent on agriculture but remains vulnerable to climate shocks. In your view, what structural shifts are urgently needed to build a more resilient agricultural economy?
Dr SS: Eswatini must shift decisively from rain-fed subsistence agriculture to climate-smart, irrigation-led commercial farming. This transition requires deliberate land consolidation, investment in modern irrigation infrastructure, stronger and well-governed farmer institutions, and full value-chain integration, including agro-processing and reliable market access. Agriculture must be treated as a business and productive economic sector, not merely a social safety net.
SB: EWADE projects often stimulate local economies, from construction to agribusiness. How can Eswatini maximise the economic spill-over effects of water and land development investments?
Dr SS: Water and land development investments must be deliberately structured to maximise domestic economic participation by integrating local contractors, suppliers and service providers at every stage of the project lifecycle. Beyond the construction phase, deliberate efforts are required to strengthen agro-processing, logistics, input supply chains and agribusiness services around irrigation schemes, thereby creating sustainable off-farm employment and deepening local economies. Equally important is value addition through the processing and marketing of finished agricultural products, rather than exporting raw produce. Developing agro-industrial hubs around irrigation schemes enhances competitiveness, increases farmer incomes, stabilises markets and captures greater value within the domestic economy. To ensure broad-based and lasting impact, projects should embed skills-transfer clauses, enforce local content requirements and support agribusiness incubation and enterprise development. Furthermore, Eswatini’s growing portfolio of bulk water infrastructure presents a strategic opportunity to diversify economic benefits by harnessing clean energy solutions, including hydropower generation, which can support agro-industrialisation, improve energy security and contribute to a low-carbon growth pathway.
Farmers harvesting sugar cane
SB: Given the country’s youth unemployment crisis, what role can water and agricultural development play in creating large-scale, sustainable jobs for young people, beyond subsistence farming?
Dr SS: Water development unlocks meaningful youth participation across the entire agricultural value chain, far beyond primary production. Opportunities span mechanised farming, agro-processing, irrigation system installation and maintenance, agronomy and extension services, logistics, input supply, marketing, and agri-business management. With appropriate access to finance, structured mentorship and reliable market linkages, agriculture can be repositioned as a modern, profitable and aspirational career path for young people, rather than a sector of last resort. Critically, youth engagement should not be limited to the farm itself. Agriculture today is no longer defined by soil tilling alone, but by a wide ecosystem of off-farm activities where innovation and skills are paramount. Young people should be encouraged to participate in agri-technology development and application, including digital platforms, precision irrigation, data analytics, mechanisation services, climate-smart solutions and supply-chain management systems. By leveraging technology and innovation across the value chain, youth can drive productivity, efficiency and competitiveness while securing sustainable employment and entrepreneurship opportunities within the broader agri-industrial economy.
SB: How can Eswatini transition from a water-scarce, rainfall-dependent economy to a modern irrigation-driven economy that competes regionally in agri-production?
Dr SS: The transition requires long-term planning, regional water infrastructure, and efficient water governance. Irrigation must be paired with market intelligence, export-oriented crops and regional trade integration. Competing regionally is less about land size and more about productivity, quality and reliability of supply. Agriculture.
SB: EWADE has been central to shaping the irrigation landscape in Eswatini. What major agricultural opportunities do you believe the country is failing to tap into?
Dr SS: Eswatini has yet to fully exploit high-value horticulture, certified seed production, agro-processing and livestock feed industries. With reliable irrigation and deliberate market-oriented planning, the country can move decisively into crops and products that command premium regional markets, strengthen food security and significantly reduce dependence on imports.
SB: Climate change is altering rainfall patterns and increasing drought cycles. What adaptive strategies should farmers and government institutions—prioritise in the next five years?
Dr SS: Over the next five years, priority must be given to efficient irrigation technologies, drought-resistant crops, soil moisture conservation, early warning systems and climate-informed planning. Institutions must also strengthen data-driven decision-making and farmer extension services to support climate resilience at scale.
SB: There’s a persistent narrative that Eswatini imports food unnecessarily. With proper irrigation and commercialisation, could the country realistically become food-secure or even an exporter?
Dr SS: With proper irrigation, coordinated production and market alignment, Eswatini can significantly reduce food imports and selectively become an exporter. Full self-sufficiency across all foods may not be realistic, but strategic self-reliance certainly is, particularly in key staples and high-value crops. EWADE’s Commercial Maize Project, Hamba Ubuye, provides a proven and scalable model of what is possible. Through this initiative, farmers are financially supported with zero-interest production loans, complemented by structured technical services, extension support and disciplined market arrangements. The model has demonstrated that when farmers are treated as commercial producers and supported across the production cycle, productivity, repayment discipline and household incomes improve simultaneously. This approach should be replicated and adapted across all strategic food crops, including maize, sorghum, beans, vegetables and other priority commodities. By extending the Hamba Ubuye model nationally, anchored on irrigation, farmer organisation, access to finance, technical support and assured markets, Eswatini can unlock untapped agricultural potential, build resilient value chains and accelerate the transition from subsistence farming to a diversified, competitive and food-secure agricultural economy.
SB: Water is becoming more politically and economically strategic. What long-term water security vision is EWADE pursuing to ensure reliable supply for agriculture, industry, and communities?
Dr SS: EWADE’s vision is to position water as a productive national asset, supporting agriculture, industry and domestic use. Critically, government must continue investing in bulk water infrastructure where it is technically feasible, economically viable, and represents good value for money. The construction of the Lubovane Dam stands as a clear demonstration of this approach: it enabled the successful implementation of LUSIP I and now LUSIP II, unlocking large-scale irrigated agriculture, rural industrialisation, and sustainable livelihoods in the Lowveld. Looking ahead, the planned Mpakeni Dam presents another strategic opportunity to expand irrigation potential, strengthen climate resilience, and anchor future agricultural and agro-industrial growth.
SB: Mega water projects require large financing, yet Eswatini faces fiscal constraints. What innovative financing models, partnerships or technologies are you exploring to fund future projects?
Dr SS: Going forward, we are exploring blended finance models that combine public funding, development finance, private sector participation and beneficiary contributions to unlock sustainable investment in water infrastructure. Public–private partnerships, climate finance instruments and innovative irrigation technologies are increasingly becoming part of our funding toolkit, particularly in the context of tightening fiscal space and competing national priorities. The reality is that Eswatini has largely exhausted the major river basins suitable for large-scale dam developments such as Maguga, Lubovane, Mpakeni and the upcoming Ethemba Dam. This presents a strategic pivot point. Future investment planning must increasingly focus on the development of smaller-scale earth dams and decentralised water harvesting infrastructure. These interventions are often more cost-effective, quicker to implement and better suited to extending water access to rural communities. In this context, Government and its resource-mobilising partners should deliberately reorient funding strategies toward small dam development and associated irrigation systems. By doing so, water harvesting can be expanded to underserved areas, enabling the commercialisation of smallholder agriculture, strengthening climate resilience and ensuring that water infrastructure continues to drive inclusive economic growth and food security across the country.
A display of EWADE’s work at the trade fair
SB: How does EWADE balance environmental sustainability with the country’s push for agricultural expansion, especially around wetlands, river ecosystems and water-intensive crops?
Dr SS: Agricultural expansion must occur within ecological limits. We conduct rigorous environmental assessments, protect wetlands and river systems, and promote efficient water use. Sustainability is not an obstacle to growth, it is the condition that makes growth possible.
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