SOUTH AFRICA captain Temba Bavuma said star teammate Quinton de Kock's refusal to take the knee ahead of Tuesday's (26) Twenty20 World Cup clash came as a surprise on what turned out to be one of his "toughest days" as skipper.
De Kock pulled out of the Super 12 match against holders West Indies after Cricket South Africa ordered its players to lend support to the anti-racism movement in Dubai.
But the wicketkeeper-batsman and former captain chose to opt out of the match that South Africa went on to win by eight wickets, bouncing back from their opening loss to Australia.
"We were obviously surprised and taken aback by the news," Bavuma told reporters after the match.
"Obviously Quinton is a big player for the team, not just with the bat, but the role he plays from a senior point of view and not having that at my disposal as a captain was obviously something I wasn't looking forward to."
Bavuma, who earlier this year became the first Black African to captain South Africa after replacing De Kock in the white-ball format, revealed that he came to know of De Kock's decision in the bus ride to Dubai.
But Bavuma said he still respects the stand of his senior player.
"The instruction from the board (to take the knee) came in this morning. A meeting was convened between a couple of members, and that's where that message was passed on to us," said Bavuma.
"I think the trip (to the stadium) was about an hour and a half to two hours. In that trip I guess that's where Quinton made his decision. We found out - I found out as the captain when we got to the changing room."
He added, "Quinton is an adult. He's a man in his own shoes. We respect his decision. We respect his convictions. I know that he'll be standing behind whatever decision that he's taken.
"From the team's point of view, unfortunately we still have to get the job done. There was still a game of cricket there for our country, and it was important, as much as everything was happening, that we found a way to get into the right mental space and take it home for our country."
De Kock, 28, had previously refused to take part in the anti-racism gesture that has become a regular feature in most sporting events.
Bavuma's team took the knee after their decision to field first in the crucial match and kept down the West Indies to 143 for eight.
The captain was run out for two in the first over of South Africa's chase, which was driven by Aiden Markram and Rassie van der Dussen as they won with eight wickets and 10 balls to spare.
Bavuma admitted the events of the day made it one of his toughest in charge.
"To be honest with you, probably one of the toughest days I've had to deal with as a captain, as a leader of the team," he said.
"Probably for obvious reasons with the off-field matters. But I'm just glad that we were able to get into the right frame of mind as a team and play the way we played."
The South African board said they "await a further report from team management before deciding on the next steps".
(AFP)
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Anurag Bajpayee's Gradiant: The water company tackling a global crisis
In a world increasingly defined by scarcity, one resource is emerging as the most quietly decisive factor in the future of industry, sustainability, and even geopolitics: water. Yet, while the headlines are dominated by energy transition and climate pledges, few companies working behind the scenes on water issues have attracted much public attention. One of them is Gradiant, a Boston-based firm that has, over the past decade, grown into a key player in the underappreciated but critical sector of industrial water treatment.
A Company Born from MIT, and from Urgency
Founded in 2013 by Anurag Bajpayee and Prakash Govindan, two researchers with strong ties to the Massachusetts Institute of Technology (MIT), Gradiant began as a scrappy start-up with a deceptively simple premise: make water work harder. At a time when discussions about climate change were centred almost exclusively on carbon emissions and renewable energy, the trio saw water scarcity looming in the background.
Their insight was that some of the world’s largest industries—semiconductors, pharmaceuticals, chemicals, food and beverage—were facing acute water-related challenges long before the general public grasped the issue. “Without water, these industries don’t just slow down; they stop,” Bajpayee has often remarked. What Gradiant offered was not just a way to save water, but a way to rethink how it is used, recycled, and valued.
The Engineers Behind the Mission
Anurag Bajpayee, the company’s CEO, whose academic path took him to MIT, where he completed a PhD in Mechanical Engineering focused on water treatment technologies. It was there that he met Govindan, a fellow engineer and now Gradiant's co-founder and COO, whose expertise complemented his in fluid mechanics and process engineering.
Unlike many founders who drift towards the language of venture capital and corporate strategy, Anurag Bajpayee and his team remained grounded in the technical problem: how to make industrial water treatment more efficient, more affordable, and more sustainable. The company still bears the imprint of its founders’ engineering roots. Gradiant is less Silicon Valley startup and more MIT lab, albeit one that has quietly expanded across Asia, the Middle East, Europe and North America.
What Gradiant Actually Does
The company specializes in designing and building bespoke water treatment and reuse systems for industrial clients. Its technologies are aimed at enabling factories and plants to reclaim water that would otherwise be discarded as waste, reducing both the amount of water withdrawn from natural sources and the volume of contaminated water discharged.
At the heart of Gradiant’s portfolio are proprietary technologies such as Counter Flow Reverse Osmosis (CFRO), Carrier Gas Extraction (CGE) and Selective Ion Recovery (SIR), developed from the Gradiant founders’ early research at MIT. Unlike traditional methods like reverse osmosis, these systems are designed to handle highly contaminated or complex wastewater streams, enabling clients to extract clean water even from previously unusable sources.
But Gradiant does not sell “one-size-fits-all” machines. Each project is tailored to the customer’s unique needs. For a semiconductor plant in Singapore, this might mean achieving ultrapure water reuse levels of 98%; for a food and beverage factory in Texas, it might be about safely treating wastewater for discharge while minimising energy consumption. The company's approach—sometimes called "solutioneering" internally—is both its competitive advantage and its raison d'être.
Expansion Without the Usual Hype
Gradiant’s growth has been quietly impressive. From its first commercial project in the oil and gas sector, it has gone on to complete over 500 installations worldwide. The company has raised more than $400 million in funding from a mix of institutional investors and private equity firms, achieving so-called “unicorn” status, with a valuation reportedly over $1 billion.
Unlike many green tech firms, Gradiant’s expansion has not been accompanied by flashy marketing campaigns or grandiose statements. Instead, the company has preferred to build credibility client by client, particularly in Asia, where water-intensive industries and growing environmental pressures make its services indispensable. Anurag Bajpayee, never one to speak in superlatives, frames the company’s expansion as a “response to urgent need” rather than a triumph of business.
Inside Gradiant’s Operations
At its core, Gradiant is still an engineering-first company. Anurag Bajpayee and Govindan, both technically trained and heavily involved in the company’s operations, have instilled a culture where R&D is not just a department but the lifeblood of the business. The firm currently holds more than 250 patents globally, a testament to its ongoing commitment to innovation.
But Gradiant’s success is not just about technology. The company has differentiated itself by offering not just equipment but full-service solutions, including project design, construction, operations, and maintenance. This full-stack approach has been particularly attractive to clients in highly regulated industries, who need water management solutions that work seamlessly and reliably without requiring deep in-house expertise.
Gradiant’s clients include some of the world’s largest manufacturers, including Fortune 500 companies in sectors like microelectronics, pharmaceuticals, and energy. Some, like semiconductor producers, rely on Gradiant to help them meet stringent water reuse targets while maintaining ultra-clean production environments.
Navigating a Changing World
Gradiant operates at the intersection of several converging trends: climate change, regulatory pressure, and industrial decarbonisation. In many regions, water scarcity has become the limiting factor for industrial growth, sometimes more than energy availability or supply chain constraints.
While public attention often focuses on domestic water use, it is industries that consume the lion’s share of freshwater. Gradiant's pitch is straightforward: industries will have to do more with less, and Gradiant offers the tools to make that possible.
Anurag Bajpayee is keenly aware of the paradox that water, despite being vital, is often underpriced and undervalued, especially when compared to energy. “We don’t pay what it’s worth, only what it costs,” he told an audience at a recent conference. Yet, the landscape is shifting. Regulators, investors, and companies themselves are increasingly acknowledging water as both a business risk and a social responsibility.
What's Next for Gradiant?
Looking ahead, Gradiant appears poised to play a central role as industries adapt to water scarcity. Yet, Anurag Bajpayee remains cautious about the hype cycle. "The problem we’re working on isn’t going anywhere," he says. "It’s not a question of innovation alone, but of execution—of making sure these solutions actually reach the places that need them most."
In an era where water risk is increasingly material to business, Gradiant’s quiet, technically grounded approach may prove to be exactly what is needed.
(The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of Eastern Eye. The publication does not endorse or take responsibility for the accuracy of any statements made by the author.)