NSULUTANE – About 80 managers of Inyatsi Group Holdings convened at the Nsulutane Hotel for a vibrant Mid-year Inyatsi Group Leadership Forum.
The forum was aimed at equipping the leaders on leadership proficiencies, policies and procedure, commitment to the vision and other management ethos.
International healthcare strategist and Medland Hospital Group Executive, Dr Mohamed El Sahl, has challenged Inyatsi Group Holdings employees to embrace accountability, integrity and a shared vision, saying these qualities will determine whether the company achieves its ambition of becoming Africa’s leading integrated business partner.
Speaking during the ongoing Inyatsi Group Holdings Forum at the Nsulutane Hotel, Dr El Sahl said the company’s greatest strength lay in its ability to integrate infrastructure development with sustainable operations that positively transform communities.The week-long Inyatsi Group Leadership Forum led by Chairman of Inyatsi Holdings Michelo Shakantu started on Monday and ends tomorrow. It has brought together over 200 managers from across the subsidiaries of Inyatsi Group, including Maloma Colliery, Embiveni Eswatini Meat Industries, Eswatini Mobile, The Times of Eswatini, Infracast, Inyatsi Construction, Construction Associates, Green Acres, Rubicon Media, Nsulutane Hotel, Tribe Studios and others.
Mogashua said the combination of boldness, performance and grounded integrity has positioned Inyatsi to move from being a successful business group to becoming the integrated business partner Africa needs. “The choices you make over the next few days will define the execution of your strategy,” he said.
Dr El Sahl urged employees to measure success beyond financial performance, saying true value should also be reflected in healthier communities, stronger institutions and greater opportunities for young people and women.
“I’ve heard a lot about targets and budgets, but the value you create should also be measured in healthier communities, more resilient operations and a generation of young Africans whose opportunities finally match their potential,” he said.
Using his own career as an example, Dr El Sahl recounted how he trained as an anaesthetist before discovering a passion for healthcare leadership and public communication. He later specialised in anti-ageing medicine and eventually founded Medland Hospital in Zambia after refusing to participate in fraudulent hospital billing practices.
“I decided I was not going to compromise my integrity. Accountability is not something you talk about. It is something you practise, especially when nobody is watching,” he said.
He also shared lessons from the COVID-19 pandemic, explaining that Medland earned international recognition after prioritising ethical patient care over publicity and commercial gain.
According to Dr El Sahl, the hospital’s commitment to doing what was right rather than what generated headlines helped build lasting public trust. He recalled refusing to allow a critically ill political leader to leave hospital prematurely for political commitments, despite advice that it would generate valuable publicity.
“We do not use patients for marketing. We protect their dignity and make decisions based on what is best for them, not what benefits us,” he said.
Dr El Sahl said organisations should view competitors as contributors to industry growth rather than enemies. He noted that many competitors had adopted innovations introduced by Medland, including transparent pricing models and communication strategies.
“When competitors copy you, it means they recognise your leadership. Instead of fearing that, use it to raise standards across the entire sector,” he said.
He also stressed the importance of branding and organisational culture, saying every company within a group should reflect the same values and identity.
“Your narrative is your brand. When people see one of your companies, they should immediately recognise that it belongs to the Inyatsi family because the values and culture are consistent,” he said.
Dr El Sahl praised Inyatsi’s history and reputation, saying its continued success was built on decades of delivering quality projects rather than relationships alone.
“If you did not have a legacy of delivery, you would not be winning the major contracts you celebrate today. Reputation is earned through execution,” he said.
