“You can’t expect compliance if you’re not setting the tone. You have to live by it.” That’s the standard my latest guest on Calculated Conversations, Ms. Kefilwe S. Mamabolo, sets, not only for herself but for every team, site, and system she oversees.
As the National SHEQ Manager at Excellerate Services, Ms. Mamabolo brings over a decade of experience across sectors like mining, petrochemicals, soft services, and industrial manufacturing. With qualifications ranging from a National Diploma in Safety Management, Diploma in Occupational Health and Safety Management, ISO standards, and Six Sigma, to a powerful track record in culture change, operational excellence, and leadership development, she’s not just driving compliance, she’s shaping safer, smarter workplaces.
In this conversation, we unpack the real challenges behind ISO implementations, the adaptability required to lead SHEQ across industries, and what young professionals need to know to thrive in this space. Most importantly, we explore what it means to lead without authority, build momentum from small wins, and design systems where safety isn’t an afterthought, it’s built in.
Here’s what she had to say:
1. You’ve worked across many industries. How did your approach to SHEQ change from one sector to another?
Working across different industries has really taught me that while the principles of health and safety, quality, and environment don’t change, the way you apply them absolutely does. So it can never be a blind kit approach. In manufacturing, I’ve learned to focus more on hard risks. In services, that was very different, it’s more about people, the culture, and hygiene. So I had to adapt, learn the industry’s language, understand its pressure points, and then tailor things to fit the SHEQ space and the environment, rather than fight it.
2. During ISO implementations, what challenges do companies often face and how do you tackle them?
When it comes to ISO implementations, the biggest challenges have always been resistance, and it can come from top management, sometimes even from the bottom. People see it as just another system to apply: more work, more paperwork. So I start by unpacking the ‘why,’ involving leadership as early as possible, and making sure people see the value for themselves. And lastly, I celebrate small wins. I help people see that momentum matters, once we do something right, we can just pick it up from there and keep doing it right going forward.
3. For young professionals interested in SHEQ, what skills or courses should they focus on?
Just start with the basics. Get somebody that you look up to as well. Know your legislation — information is really accessible everywhere: across the internet, books, workshops, expos. Know your ISO standards. Learn how to do proper risk assessments, and of course, do the courses and make sure you actually understand them. But don’t ignore soft skills either — this job is about people, not just systems. You have to communicate, influence, and listen — especially when you don’t have authority. I want you to post about authority without authority. And if you want to lead, master emotional intelligence as well.
4. What does strong SHEQ leadership look like, especially when managing big teams or contractors?
In SHEQ, strong leadership means being present and consistent. You don’t only show up when there’s a problem, you walk the floor, you listen to people, you support them. And if you work with contractors, make sure everything is clear. Give them clarity, clear expectations, the rules — and make sure you lead by example. You can’t expect compliance if you’re not setting the tone. You have to live by it. If it’s driving with your cellphone off, make sure you do that, and that you’re never caught doing the very things you tell others not to.
5. What moment in your career changed your perspective or pushed you to grow the most?
The moment that grew me the most was when I had multiple caretaking roles and then became a SHEQ manager. You know, stepping into the role of management is not easy, wanting to prove yourself, to show that you’re not fake, not counterfeit, that the person who appointed you didn’t make a mistake. I felt overwhelmed, but that pressure taught me the power of delegation, building trust, and developing others. It was hard, but it shaped me. When you’re in management and you have supportive teammates, make sure you give them tasks too, it helps ease the load.
6. Finally, how do you maintain safety without slowing down operations in high-pressure industries?
Safety without slowing down operations, that’s a moment to teach, a moment for others to learn as well. I usually say: be proactive. Plan safety with operations, not on top of them. Work together. When safety is built in from the start, it’s not a delay. So make sure you push yourself to be part of the planning. You’re not an afterthought, your department is not a ‘by the way’ function, it’s part of the design. And I always challenge teams: how can we make this safer and more efficient? That mindset changes everything, and the project answers follow.
Throughout this conversation, Ms. Mamabolo offered powerful insights that go far beyond the world of SHEQ – they’re universally relevant to leadership, culture-building, and driving meaningful change within any organization.
From breaking down resistance in ISO implementations to showing how safety and efficiency can work hand-in-hand, her approach proves that technical knowledge alone isn’t enough. It’s about presence, consistency, and the courage to lead by example – even when no one’s watching. Her perspective on soft skills, emotional intelligence, and “authority without authority” is a masterclass in influence and impact, especially in high-pressure, high-risk environments.
As industries evolve and the pace of work accelerates, Ms. Mamabolo’s message is clear: safety and excellence aren’t just checkboxes – they’re part of the design. And the leaders who thrive will be those who listen, adapt, and never stop learning.
If you found this insightful, make sure to check out her LinkedIn profile!
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