Twelve months is not a long time in the life of a university. But it is long enough to set a tone and, perhaps more importantly, to set a direction.
Prof Deresh Ramjugernath, rector and vice-chancellor atStellenbosch University
For Prof Deresh Ramjugernath, his first year as rector and vice-chancellor of Stellenbosch University (SU) has been less about bold announcements and more about something quieter, but more consequential: alignment, clarity and intent.
“The real task,” he says, “is to ensure that Stellenbosch is not only admired for what it has achieved, but trusted for what it contributes.”
It’s a distinction that sits at the heart of his leadership approach, and one that feels particularly relevant in a South African context, where institutions are increasingly expected to demonstrate not just excellence, but relevance, accountability and impact.
Much of the past year has focused on building that shared understanding. Internally, there is now a clearer sense of where the university is heading, anchored in Vision 2040, not as a distant strategy document, but as a collective commitment.
A question of excellence
At the heart of that vision is a simple but pressing question: What does excellence really mean?
For SU, excellence means sharpening the quality of teaching and learning, strengthening academic standards, and ensuring that research speaks to real-world challenges.
“In a country facing complex social and economic pressures, universities cannot afford to operate in isolation, they need to be part of the solution.”
Inclusion and perception
That thinking extends to inclusion, which Ramjugernath sees not as a separate agenda, but as central to excellence itself. “Inclusion and excellence are not in tension – they reinforce each other,” he says. It’s a shift that also requires confronting perception. Many still see Stellenbosch through the lens of its past, rather than its present reality. “People often respond to the university they remember, not the one that exists today.”
Changing that narrative, he suggests, is not about messaging alone – it’s about consistent, visible progress.
From ideas to impact
The same applies to innovation. SU has long been a hub of new ideas, but the focus is now on what those ideas produce beyond campus. “Innovation on its own is not enough,” he says. “It must translate into meaningful change.”
That means stronger connections with communities, with industry and with policy environments where research and innovation can make a measurable difference. The emphasis is shifting from outputs to outcomes: from what the university creates, to what it changes.
The shift to delivery
If the first year has been about direction, the next will be about delivery.
There is already momentum. Ramjugernath’s early months have been marked by extensive engagement, within the university and beyond, helping to build relationships, surface concerns and strengthen trust. Now, the focus is on translating that foundation into action.
“The next phase must be about delivery, partnership and progress,” he says.
And that progress needs to be tangible, visible in classrooms, evident in research, and felt in the broader society the university serves.
