The South African Hindu Maha Sabha (SAHMS) invites the public, religious figures, followers, community organizations, professionals, and other interested parties to review the draft Code of Conduct for Hindu leaders in South Africa and provide their comments.
As leaders representing diverse communities in South Africa, they commit to adhering to the eternal principles of Dharma (righteousness), Satya (truth), Ahimsa (non-violence), Seva (selfless service), and respect for human dignity, as enshrined in sacred scriptures. They recognize their duty to provide spiritual guidance, promote social harmony, preserve Hindu heritage, and contribute positively to the constitutional democracy and multicultural diversity of South Africa.
The Code establishes ethical standards and expectations for all Hindu religious, spiritual, cultural, and community leaders. These leaders must conduct themselves honestly, humbly, and disciplinedly, adhering to the teachings of Hinduism with prudence and compassion when applied to contemporary issues. They are mandated to avoid any actions that could damage the reputation of Hindu organizations and to serve as ethical examples in private, family, professional, and public life, viewing leadership as a sacred trust rather than a means of gaining privileges or power.
The Code emphasizes the necessity of treating all people with dignity, regardless of their race, ethnicity, gender, age, disability, social status, nationality, language, religion, or sexual orientation. Leaders must promote unity and social cohesion, rejecting any forms of discrimination, prejudice, intimidation, persecution, or hate speech. In terms of spiritual duties, sincere and responsible performance of ceremonies and provision of guidance are required, along with the accurate transmission of scriptures, avoiding the deliberate distortion of Hindu customs.
Special attention is given to the protection of children and vulnerable persons: their well-being and safety are the priority, and appropriate professional boundaries must be maintained when interacting with minors and vulnerable individuals. Leaders are obligated to strictly follow all applicable South African laws on child protection and to report any instances of abuse, neglect, exploitation, or illegal activity to the relevant authorities. Financially, there is a requirement for the conscientious management of all donations, temple funds, and assets, maintaining meticulous financial reporting with an annual independent audit, and avoiding the use of organizational resources for personal gain.
In matters of professional relationships, clear and appropriate boundaries must be established in consultative and mentoring relationships, never resorting to exploitation, coercion, or abuse of power. A crucial aspect is social responsibility: leaders must encourage selfless service (seva) and initiatives aimed at combating poverty, hunger, inequality, improving access to education and healthcare, as well as protecting the environment and advocating for social justice.
The Code requires adherence to the Constitution and laws of South Africa, support for good governance within religious and cultural organizations, and full cooperation with legal investigations. Communication must be conducted with honesty, respect, and accountability across all platforms. SAHMS aims to create a framework for ethical leadership based on Hindu values within the context of South Africa to strengthen public trust and community institutions.
SAHMS welcomes constructive suggestions, recommendations, and comments so that the Code reflects the needs and aspirations of the broader Hindu community in South Africa. The draft document is available on the SAHMS website, and written submissions should be sent to info@sahms.org.za by July 24, 2026. All received materials will be taken into account before the final approval of the Code.
School principals in South Africa are expressing serious concern regarding the burdensome administrative load caused by outdated management practices. According to the report, the education system stifles leadership qualities due to an excess of paperwork, and a genuine dialogue is needed to transform the accountability system into an empowerment tool.
The National Report by the Governance Board Fund (GBF) on the workload of public school principals should not be viewed merely as another educational survey, but as a distress signal from the people who are supposed to support schools. According to this report, 84% of principals regularly work after hours to cope with administrative demands. Furthermore, 92% stated that the administrative burden has increased or significantly increased compared to five years ago.
Moreover, 71% note the negative impact of this burden on their ability to perform their core duties as school leaders, and 59% believe the strain forces them to seriously consider leaving their positions. The principal is the backbone of the school, as the atmosphere of care, discipline, and safety created by the leadership directly affects the institution's academic performance and the decision of young teachers to stay or leave the profession.
When nearly six out of ten school leaders are considering resigning, the government should review its own systems rather than demanding new reports. The most alarming aspect is not the principals' employment itself, as leading a school has always required long hours and strong dedication. The problem is that a significant portion of this time is now spent filling out forms, re-compiling reports, maintaining files, responding to urgent requests, duplicating information, and complying with requirements.
Many principals spend overtime not developing better pedagogical strategies, mentoring young teachers, or interacting with parents, but servicing bureaucracy that too often fails to distinguish meaningful accountability from administrative noise. Time is not an elastic resource; every hour a principal spends filling out a template is an hour not used for observing lessons, supporting staff, assisting students, addressing safety issues, strengthening school culture, or planning improvements.
Therefore, the government must answer the question not whether schools have submitted the necessary documents, but whether those documents have led to improvements in teaching, leadership, or service delivery. If there are no improvements, the system is not strengthening education; it is exhausting it. This is an example of the most destructive managerialism—the belief that institutions can be improved by increasing goals, plans, reports, monitoring, and measurable 'evidence.'
This approach is often disguised as efficiency and accountability, but in extreme forms, it generates the opposite: distrust, duplication, fear, risk aversion, and formal compliance without gaining knowledge. In the field of education, managerialism is gradually turning principals into clerks, teachers into data operators, and departments into machines that demand proof of activity rather than evidence of real impact.
There is a concept called 'bureaucratic bluffing': the system appears busy, generating files, dashboards, templates, signatures, and reports, creating the illusion of control. However, the key question remains unanswered: what does all this administrative activity lead to? Is it read carefully? Is it used to provide better support to schools? Does it help departments allocate resources and solve problems when budgeting? Does it identify risks earlier? Does it improve teaching and learning? Or does it simply move from one desk to another, creating the illusion of important work being done?
A voluminous compliance file does not mean the school is improving; a signed plan does not guarantee a student can read; a submitted report does not mean a teacher received support; a completed checklist does not mean the student dropout rate decreased. The government must stop confusing paperwork with effectiveness. The visible existence of administration is not proof of value; on the contrary, excessive administration may indicate the system's loss of trust in its own professionals.
It is necessary to allow principals to focus on their primary task—leadership. The word 'principal' comes from the Latin 'prīncipālis,' meaning 'most important, chief, leader.' That is what they should be. Accountability should focus attention, not scatter it. It should support leaders, not exhaust them. The principal sets the tone, shapes the culture, builds trust, and stimulates productivity—this is the heart of the school.
The first lesson in leadership from the GBF report is that accountability must be targeted. Good leaders do not request information arbitrarily; they request it because it will help make a decision, initiate support, reduce risk, improve learning, or protect resources. If a reporting requirement does not pass this test, it should be abolished. Public institutions must follow a simple principle: no form without purpose, no template without a user, no report without a decision, and no compliance requirement without visible value.
The second lesson is that trust is not the enemy of accountability, but its foundation for high performance. Schools need clear goals, ethical governance, financial discipline, and transparency. But they also need professional space. Leaders must be trusted in their ability to lead, not just controlled for compliance. Departments should spend less effort extracting evidence from schools and more effort understanding the needs of schools to increase efficiency. A system built only on suspicion will lead to defensive compliance; a system based on reasonable trust will ensure responsibility, initiative, and improvement.
This lesson applies not only to schools. Municipalities, hospitals, universities, and government agencies face a similar model: more plans, more reports, more audits, more registries, more performance indicators, and more short-notice information requests. Some reporting is necessary because public money requires public accountability. However, when compliance becomes excessive, duplicated, and detached from service delivery, it turns into a productivity tax, consuming the time of those who should be delivering results.
Successful organizations are increasingly realizing this. Highly effective institutions do not eliminate accountability; they simplify it. International examples, such as Toyota, Haier, and Buurtzorg, demonstrate that organizations can increase productivity by reducing unnecessary hierarchy, trusting frontline workers, and bringing decision-making closer to the point of actual work. This model goes beyond administrative overload.
Across the entire governmental structure, warning signs are often noted in reports, studies, and advisory bodies long before a crisis occurs, yet decisive action is often taken only after the crisis has happened. The xenophobic mobilization that culminated in the June 30th march did not happen suddenly; South Africa had experienced repeated outbreaks of xenophobic violence since 2008, but many root causes remained insufficiently addressed. Similarly, the frustrations that eventually led to the #FeesMustFall protests were evident years before reaching a national critical point. Gathering information is not the same as taking action based on it.
The GBF report must provoke a nationwide conversation about the burden placed on schools and government institutions. The government must audit every recurring report and ask three simple questions: Who reads this? What decision does it inform? What difference has it made? South Africa does not need less accountability; it needs higher quality accountability.
