With a portfolio of 14 major projects, impacting 155 000 people, across all four regions of the country, remarkably 51 per cent beneficiaries being women; constructing and rehabilitating 19 small earth dams, directly benefiting 6 500 farmers and indirectly supporting 39 000 people; 7 000 jobs created, supporting an estimated 42 000 livelihoods, the Eswatini Water and Agricultural Development Enterprise (EWADE) is making a huge difference in Eswatini as its payoff line suggests.

Over the years, EWADE has significantly expanded its footprint across Eswatini, with a strong emphasis on inclusive rural development, infrastructure enhancement, and commercial agriculture.

EWADE CEO Dr. Samson Sithole describes the organisation’s impact as having evolved from basic infrastructure development to enabling sustainable agricultural economies, financial inclusion, and holistic rural transformation, “all while staying rooted in our mission to improve livelihoods and unlock the economic potential of Eswatini’s rural communities.”

Sithole says he envisions EWADE growing into a knowledge hub, driving innovation in agribusiness, climate-smart agriculture and community-based water governance.

A passionate advocate for rural development and socio-economic empowerment, Sithole is driven by a deep commitment to improving the lives of ordinary emaSwati, especially underserved communities.

“I consider myself a strategic thinker, a mentor, and a lifelong learner who values humility, integrity, and results. Outside the office, I am a family man who enjoys engaging in community-based initiatives, reading, and reflecting on sustainable solutions for Africa’s development challenges,” he says.

Sithole has seen both sides of the urban and rural settings of Eswatini and this exposure is what has instilled in him a deep sense of empathy and a resolve to be part of the solution.

“I grew up in both urban and rural settings of Eswatini, and with this exposure, I was able to witness and compare firsthand the daily struggles of smallholder farmers and families with limited access to water and economic opportunities. This upbringing instilled in me a deep sense of empathy and a resolve to be part of the solution. It taught me resilience, the importance of hard work, and the value of community, all of which continue to influence my leadership and vision at EWADE,” he says matter-of-factly.

An academic doctorate, Sithole’s academic journey has been foundational to his work in development and leadership.

“I pursued higher education with a focus on development, water management, and agricultural economics. I hold advanced qualifications, including a Doctorate, which has helped me approach challenges with analytical precision and evidence-based decision-making. My studies have included institutions both locally and internationally, equipping me with a global perspective while maintaining a grassroots focus. In a nutshell, my CV looks like this: PHD Management – TEXILA American University, master’s degree in business administration (MBA), a Bachelor of Science in Agriculture majoring in Agriculture Economics and Management, a Diploma in General Agriculture, and Prince 2 Project Management Professional Certificate.”

Sithole draws inspiration from a combination of personal experiences and visionary leaders in Africa’s development space. He says growing up in a community that faced water scarcity and underdeveloped agricultural systems, he saw the transformative power of infrastructure and empowerment. Later in life, he was further inspired by international development frameworks and the work of African change-makers who demonstrated that with the right strategies, rural economies can thrive. He states that this inspired him to dedicate his career to enabling access to water and supporting commercial agriculture for smallholder farmers.

“I was drawn by the potential of contributing to improved livelihoods of emaSwati. I joined EWADE to be part of a bold mission, one that uses integrated water and agricultural interventions to uplift communities. My experience in policy and project management made this a natural step.

He describes his leadership style in three words: empowerment, transparency, and accountability.

“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 potential as individuals. I am an advocate for continuous learning and development,” he adds.

Sithole admits it has not been smooth sailing being EWADE CEO.

“In my role as CEO of EWADE, I have had to develop a high level of emotional intelligence, patience, and strategic foresight. Leading in such a space requires balancing national development priorities with stakeholder expectations, often under immense pressure. I have learned that resilience is not just about enduring hardship but about maintaining clarity of purpose in the face of competing interests and constrained budgets,” he noted.

He added: “One of the most difficult aspects of this leadership journey has been the personal cost, particularly the sacrifice of family time. The demands of the role – long hours, frequent community engagements, and high-stakes decision-making often mean that personal moments are missed. However, I have drawn strength from the knowledge that our work is impacting lives across Eswatini, creating sustainable livelihoods and transforming rural economies. That purpose has been my compass,”

Sithole says his organisation operates in a dynamic environment where long-term transformation goals must coexist with immediate community needs and on-the-ground implementation realities. He adds that to maintain this balance, they have had to adopt a decentralised operational model that empowers project-level teams with decision-making autonomy, while ensuring that every action remains tied to their overarching development vision.

“At the heart of our approach are five strategic pillars that shape our institutional direction, and these include: infrastructure development, commercial agriculture promotion, smallholder empowerment, sustainable partnerships, and institutional governance. These pillars serve as both a compass and a filter, ensuring that no operational activity is detached from our core mission of improving livelihoods through water and agribusiness initiatives,” he emphasised.

Sithole said to manage execution without losing sight of the big picture, they have had to invest heavily in robust planning, monitoring, and evaluation systems. He further stated that these tools allow them to track project-level progress in real time, assess socio-economic impact, and quickly respond to risks or inefficiencies.

“They also provide data-driven insights that inform strategic adjustments and policy engagements at the national level. Equally important is the calibre of talent within the organisation. I believe in recruiting and retaining highly competent professionals, and I intentionally delegate authority while maintaining strategic oversight. This balance of trust and accountability allows us to remain agile without compromising governance or long-term impact,” he added.

Sithole highlights the introduction of the Mkhondvo Ngwavuma Water Augmentation Project (MNWAP) as a project that will leave no sector unimpacted.

“Having developed and implemented two (2) Strategic Plans, I have witnessed the enterprise expand from focusing solely on large-scale irrigation to a broader portfolio including small water development, infrastructure rehabilitation, and even exploring regional expansion. We also redefined our strategy to align with Eswatini’s national development goals and global SDGs​. The government has also called on the EWADE to directly support issues of national food sovereignty. It is in this period that we have been identified by international DFIs as a preferred partner and/development agent.

With the introduction of the Mkhondvo Ngwavuma Water Augmentation Project (MNWAP), the EWADE is transforming into a holistic development agent. For the first time we will have a project which will leave no sector unimpacted,” he noted.

Sithole is chuffed with the impact EWADE has had in the country’s national development.

“Over the years, EWADE has significantly expanded its footprint across Eswatini, with a strong emphasis on inclusive rural development, infrastructure enhancement, and commercial agriculture. Today, we manage a portfolio of 14 major projects, impacting over 155,000 people across all four regions of the country. Remarkably, 51% of our beneficiaries are women, reflecting our commitment to gender-responsive development.

From an infrastructure standpoint, we’ve constructed and rehabilitated 19 small earth dams, directly benefiting around 6,500 farmers and indirectly supporting 39,000 people, with more water security projects in the pipeline. On the agricultural front, we’ve enabled the transformation of over 18,000 hectares of land into productive use; 15,200 hectares under sugarcane and 3,200 hectares under other diversified crops. This excludes the additional 30,000 hectares earmarked under the strategic Mkhondvo-Ngwavuma Water Augmentation Project (MNWAP), which is poised to further scale our impact,” he said.

Sithole added: “Our community development efforts are also closely linked to economic empowerment. To date, we have facilitated the creation of 7,000 jobs, supporting an estimated 42,000 livelihoods. Through Farmer Companies supported by EWADE, we’ve recorded gross revenues of SZL 5.587 billion, with SZL 517 million remitted to the government in taxes and SZL 474.6 million paid out as dividends to shareholders. Additionally, our facilitation of access to finance has resulted in SZL 524 million in loans being secured, with a commendable 63 out of 80 businesses successfully settling their loans. In summary, EWADE’s impact has evolved from basic infrastructure development to enabling sustainable agricultural economies, financial inclusion, and holistic rural transformation, all while staying rooted in our mission to improve livelihoods and unlock the economic potential of Eswatini’s rural communities.”

Sithole picks out the LUSIP and MNWAP projects as the standout successes of EWADE.

“LUSIP laid the groundwork for commercial agriculture among smallholders, and MNWAP has become the centrepiece of our future growth. It has the potential to unlock over 30,000 hectares of productive land.
Our work integrates institutional partnerships, access to finance, and technical support, ensuring that development is not only delivered but sustained. By aligning our efforts with national priorities and leveraging donor support, EWADE is positioning Eswatini to be a model of agricultural transformation in the region. We are redefining agriculture from a subsistence activity into a viable commercial enterprise for smallholder farmers. Through structured Farmer Companies, we have created platforms for rural communities to participate meaningfully in the Agri-value chain, owning equity, generating profits, and reinvesting in their futures. These models are not only improving livelihoods but are helping to build a new class of rural entrepreneurs. Ultimately, we are not just building infrastructure, we are cultivating resilience, economic independence,” he said.

Sithole says what makes him proud is to lead EWADE into a new era of strategy (2022–27), securing critical partnerships, and seeing smallholder farmers transform into agro-entrepreneurs stand out as defining moments.

He also points out that Climate resilience is a core part of EWADE’s strategy.

“Climate resilience is a core part of our strategy. By developing water infrastructure like small earth dams and rolling out irrigation-based agriculture, we are reducing communities’ dependence on erratic rainfall and enabling year-round production. Projects such as the Mkhondvo-Ngwavuma Water Augmentation Project (MNWAP) and the Smallholder Agricultural Productivity Enhancement and Marketing Project (SAPEMP) are designed with long-term environmental sustainability and ecological preservation. Additionally, we promote crop diversification and climate-smart practices that enhance soil health, reduce vulnerability, and increase productivity under changing climatic conditions,” he said.

Gazing into the future, Sithole said that in the next five or 10 years, his aspiration is for EWADE to evolve into a continental benchmark for sustainable rural transformation through agriculture and water development. He said they aim to scale their impact by expanding irrigation infrastructure, unlocking more arable land. He stated that he wants to see more smallholder farmers integrated into high-value agricultural markets, owning equity in commercial ventures, and enjoying generational income security.

“Institutionally, I envision EWADE growing into a knowledge hub, driving innovation in agribusiness, climate-smart agriculture, and community-based water governance. We are working towards leveraging digital tools for monitoring and planning, deepening public-private partnerships, and attracting more investment into rural areas. My goal is not only to sustain what we’ve built but to multiply our model across Eswatini and, eventually, share it regionally as an African success story,” he said.

Quizzed on the highly publicised Mpakeni Dam, worth a staggering E2.6 billion whose contract was given to Sakhalive Joint Venture, made up of two Chinese companies, Yellowriver and Sinohydro Bureau 3, Sithole laments that there was a lack of local participation in the tender process but the process was followed to the letter.

“We all lamented the lack of local participation, but the award was a product of a procurement process that aligns with the statutes of the country and AfDB procedures. The tender document was checked all the way, and it was shared with the Eswatini Public Procurement Regulatory Agency (ESPPRA), and the results were shared with all stakeholders before the announcement. There was no objection. As far as we are concerned, as EWADE, the process was followed to the letter,” Sithole explains.

He said, in his view, Eswatini must develop its own companies like China has done.

“These two companies are supported by their own government. To deliver such a project, you need experience and skill. We lack that a lot in Eswatini. The government must act intentionally. For instance, the Government can use the savings made from other projects to empower local companies. I am not saying we should give our companies free mone,y but we can create a financial scheme that can assist the companies,” he said.

Sithole stated that the Construction Industry Council (CIC) wants 60% local and 40% foreign participation in the big projects but it would be better if it was government funding those projects.

“We should ensure that the 60-40% share ratio is not just cash-based, but even in the work being done. We need to be vigorous in promoting skills development. One tends to be blamed for asking for too much when it comes to the bonds development, yet it is the financiers’ rule. My view is that government needs to be proactive. EWADE cannot force matters because it is the government that negotiates those terms,” Sithole stated.

Sithole revealed that LUSIP II made savings amounting to E262 million, with E148 million saved from the AfDB loan, already used to install portable water where a total population of 20,000 people have benefited. “These savings helped save the government from going out to borrow money for portable water projects in LUSIP II. E120 million has been saved from the European Investment Bank (EIB). This will be returned to the bank. These are the savings which the government can leverage to empower local companies,” Sithole said in conclusion.