Growing up in Johannesburg as the struggle against apartheid gathered momentum, Ronni Kahn was surrounded by heroes. When she looks back on those transformative years, Nelson Mandela of course stands out, but there was another influencing force that looms large in her memory – anti-apartheid activist Selma Browde.

Browde was her next-door neighbor growing up, and it had a profound impact on her – both throughout Kahn’s youth and later in life. Indeed, her influence has shaped the achievements of OzHarvest and Kahn ever since.

“In 2003, I had returned to South Africa and spent a good deal of time with Selma, and although I always knew she was a force to be reckoned with, it was during that visit that my eyes were really opened to what an extraordinary woman Selma was,” Kahn tells The CEO Magazine.

Browde, who passed away in 2023, was a medical doctor who had dedicated her life to activism, earning worldwide respect for her commitment to disadvantaged communities in South Africa.

During her work as part of Johannesburg City Council, Browde had focused on the lack of electricity not only in homes but also along the streets, because the absence of light at night was influencing crime rates and making residents fearful to be out after dark.

“Due to Selma’s tireless advocacy, Soweto finally became electrified and streetlights were installed along every road,” she says. “Learning how Selma had impacted the lives of millions lit a fire in me like nothing before, and I was unstoppable from then in creating OzHarvest.”

Equipped with these insights into social justice, Kahn set off into the world, spending a decade in an Israeli kibbutz before moving to Australia in 1998, where she embarked on a career in events management.

It was then that she found her calling. While running her boutique event management company, she became deeply concerned by the sheer volume of food waste being generated. And so, OzHarvest was born.

Adapting to change

That was in 2004. The 20 years since then have seen OzHarvest thrive – a success Kahn believes is down to the power of the work the organization undertakes on a daily basis.

“Every day, we rescue food from thousands of outlets in the food supply chain and deliver that good food to almost 2,000 charities that feed hungry people,” she says.

But OzHarvest’s efforts don’t end there. By placing great emphasis on educating, innovating, engaging and advocating, Kahn is ensuring its impact is longer-term.

“Through our FEAST education programs in primary and high schools, we are teaching youth about the importance of sustainability and the value of food, creating eco-warriors and climate activists,” she explains.

The organization also provides a pathway toward employment for youth at risk via its Nourish program – an 18-week hospitality program for 16–25-year-olds that includes life skills, coaching and support.

It also offers a six-week nutrition and health education program for adults called NEST, which aims to improve personal health while addressing food insecurity.

Constant evolution

“It is fundamental and crucial to grow and have an open mind for new opportunities and the skills to do things better,” Kahn stresses. “I believe in this so strongly that ‘Nourish and Grow’ is one of the OzHarvest values.”

Now, as she forges ahead with her work, she plans to look at the bigger picture – how to end hunger.

“To that end, I am building the Hunger Solutions Lab, a collaborative platform to design the systemic changes necessary,” she says. “I’d love for anyone who wants to be part of it to know they can – and should – reach out to me.”

This innovative approach is at the heart of everything Kahn and her passionate team do. For example, their social business for purpose OzHarvest Ventures seeks clever commercial solutions across the supply chain, which can transform the food system and add value to its work.

OzHarvest also works closely with corporates to create opportunities for meaningful staff engagement.

“We are actively engaged in influencing government thinking and policies around food waste and its environmental impact,” she says.

Highs and lows

That’s not to say the path OzHarvest has charted over the past two decades has been entirely smooth. Of course, Kahn has experienced many ups and downs over that time.

Liability for food donors was one major hurdle that OzHarvest faced in its early days. But her campaigning helped bring about the introduction of the Civil Liability Amendment (Food Donations) Act 2005 first in NSW, with other states quickly following suit.

Similar to the Good Samaritan Act, by limiting the liability of individuals and businesses that donate food, provided certain food safety conditions are met, donors are protected.

Other challenges are of a more enduring variety.

“An ever-present challenge that never really stops is raising funds to deliver our programs,” Kahn says.

But measuring the organization’s Social Return on Investment (SROI) has proven a to be a useful tool when speaking with potential funders and partners.

“For every dollar that’s invested in our Food Rescue program, our SROI is A$9.76 [US$6.50],” she explains.

There have been plenty of high points too. There can be little doubt that OzHarvest’s journey has been a resounding success, and Kahn’s ambitious vision and exemplary leadership haven’t gone unnoticed. Her efforts have inspired not only those within her team but also members of the general public – many of whom have become more mindful of how they treat their food waste, thanks to her tireless energy.

A stand-out moment was Kahn’s visit to Necker Island in the Caribbean, where she had been invited as a guest speaker for The CEO Magazine.

“Spending time with Richard Branson was up there as one of my most exciting experiences,” she says.

Bold ambition

As she ponders the leadership style that has brought her to this point, Kahn describes it as authentic, compassionate and thoughtful.

“I would also hope that I embody the OzHarvest value of ‘boldly courageous,’” she says.

It’s courage that helped Kahn weather the storm that was the COVID-19 pandemic and come out on top. A test of leadership for many, the chaotic period turned out to be a time of great revelations for the organization.

“The pandemic gave us the opportunity to go regional in ways we hadn’t previously and delve deeper into a broader range of needs,” she reveals. “While the need during the pandemic was quite massive, it also prepared us for the amplification of need we have seen during the current and ongoing cost-of-living crisis.”

There is still much work to be done, and after 20 years of making a difference, Kahn is still motivated to keep turning up. So what is it exactly that keeps her so motivated?

It all comes back to impact, she says.

“It’s knowing the scale of the problem and that we have made, and continue to make, such an enormous difference. I am continually looking at what else I can do.”

Her passion burns bright, filling each day with purpose and eliminating the oft fraught struggle for work–life balance.

“I don’t believe that I ‘work’ – I love what I do,” she reflects.

“It’s about juggling all the things I love, and I somehow manage to do that. It would be good, though, if there were a few more hours in the day.”

As she contemplates how her path has brought her here, Kahn comes back once again to those childhood heroes, this time Nelson Mandela.

“A favorite quote of his, and a mantra I live by is: ‘It is in your hands to make a better world for all who live in it,’” she says.

And that is precisely what she is doing.