BPG Pulse Newsletter SA: Q4 2022/23

Whatever you do you have to keep moving forward.

- Martin Luther King

PROGRESS & INNOVATION: OUR PATH TO SUCCESS

As leaders, we must strive to create a culture that embraces progress and innovation.

At Broll, we understand that to look to the future, we must be progressive. Our industry is exhausted by easily accessible resources, and we need to rise above the norm and stand out. Our new service lines of Broll Energy, Water & Sustainability and Broll Specialised Services are indicators of the progressive steps we need to take.

As the African proverb says, “If you want to go fast, go alone. If you want to go far, go together.” So, let’s continue to push ourselves, to think outside the box, and to be bold in our pursuit of progress. The challenge now - for all of us - is to ask ourselves: what will our clients need in the next five years, what are the untapped opportunities, what comes next?

Let’s work together and build a brighter future for our clients, our company, and our continent.

Malcolm Horne Group CEO

By embracing a progressive culture, we can anticipate our clients’ needs and provide them with the best possible service. We can stay ahead of the curve and set ourselves apart from our competitors. It’s not always easy, but it’s necessary if we want to thrive in the years to come.

RE-ENVISIONING OUR WORKPLACE

With many businesses around the world grappling with how their workplaces should look post-pandemic, Broll Property Group has adopted a hybrid model that allows for greater flexibility and independent working, while retaining an element of in-office interaction.

Our new way of working has made for a happier and healthier work environment and improved work output.

Prior to the pandemic hitting our shores, no-one could have predicted how quickly we would have had to embrace digital work processes. At Broll Property Group, we were able to pivot swiftly, meeting our clients online and conducting much of our business in the digital space.

Our Group CEO, Malcolm Horne, agrees that this scenario resulted in an enormous amount of growth in Broll employees’ ability to be agile, learn new skills, collaborate and become solutions-driven.

Today, the way we work has evolved from a highly structured corporate environment with minimal flexibility pre-Covid-19, to a hybrid working model where our employees come into the office a few days a week and work from home the rest of the time.

A work in progress

Some 58% of employees surveyed by McKinsey reported that hybrid working improved their productivity. In addition, the same report shows that hybrid workplaces have seen an average 12% reduction in employee turnover.

Properly managed, we believe increased flexibility in our workplace promotes productivity and increases employee wellbeing. But, because the hybrid working model is largely unchartered waters for many organisations, its finetuning remains a work in progress.

We have found that providing employees with greater flexibility has the knock-on effect of producing greater loyalty to the business. This is because our people feel the company has their backs, prompting them to give more back to the business in turn.

In pursuit of work-life balance

While hybrid working has boosted morale and improved efficiencies in the business, we need to ensure we achieve work-life balance. Working from home can often result in the overlapping of home and work boundaries. It is important that we ensure we switch off from work when it’s time to be with our families.

With loadshedding disrupting our lives significantly, many have decided to work around their loadshedding schedules and come into the office when they need to ensure an uninterrupted power supply.

What does the hybrid workplace mean to us as Brollies?

• A seamless work experience, whether we’re in the office or at home.

• The flexibility to balance working from home and spending time at the office.

• Increased efficiencies, collaboration and accessibility, wherever we are.

• Greater well-being and the ability to balance family and work needs.

• Improved relationships with our clients.

• Greater digital maturity as a business.

Our new way of working has made for a happier and healthier work environment and improved work output. We believe this is positive for the business, because employees who are happy at work are more productive and able to build better relationships with their clients.

Divisional Executive Group Human Capital

That said, the more flexible work schedule allows us to attend our children’s sports games or spend time with family, with the understanding that we have certain deadlines to meet. This scenario, we believe, allows us to take control of our lives and get the best effective outcome for ourselves and the business.

FUTURE-PROOFING OUR OFFERING: INTRODUCING TWO NEW SERVICE LINES

In the face of the ongoing power and water cuts, the increasingly challenging landscape has called for more innovative and progressive thinking in the property space than ever before.

That’s why we launched an Energy, Water, & Sustainability (Broll EWS) service line to help our clients navigate new ESG regulations and become more knowledgeable and resilient. We advise on how to reduce operating costs, create automated processes to ensure correct billing, reduce the risks associated with energy scarcity, and optimise asset maintenance, amongst others.

In addition, we’ve introduced a soft services division, Broll Specialised Services (BSS), focused on cleaning, landscaping, pest control and hygiene, with a view to offering our clients the full range of business solutions. Resilience and flexibility will pave the way for future growth. The Broll EWS and BSS divisions are examples of how we’re looking at real-time solutions to addressing market needs.

Mitesh Bhawan, Managing Director of Broll EWS says his division is well positioned to assist clients in improving the overall productivity of their built environments. “Ultimately, Broll EWS is setting itself up as an advisory service aimed at accompanying

its customers in property and facilities management on their sustainability journeys. We will also be looking at what our customers need and how to fill the gaps in a market that is characterised by an obvious shortage of sustainability skills and advisory services,” adds Mitesh.

Brian Lewis, Managing Director of BSS, says his division brings soft services into the Broll Property Group fold.

Mitesh and Brian have many years of experience in their respective fields. Given the complexities involved in navigating a deepening energy crisis, our new service lines present a timely solution aimed at helping property owners build resilience in a more sustainable manner, and positions Broll to provide a more holistic offering.

In this way, the business is able to offer its clients a wide range of services, without them having to sign contracts with multiple service providers.

HERE

insights from Mitesh and Broll EWS!

HERE

insights from Brian and BSS!

MEET OUR IFM COO: BATABILE SIBACA

The recent appointment of Batabile Sibaca as the Chief Operating Officer (COO) of our Integrated Facilities Management (IFM) cluster is a crucial step in our strategy to solidify our position in the IFM industry across the continent, as we adapt to the increasing focus on sustainability in the market.

“My approach may seem simple, but it takes experience to understand people, uncover their values and find out what motivates, inspires and drives them.”

With a wealth of experience in facilities management, Batabile has held a variety of roles such as facilities project manager, regional manager, business development manager, national operations manager, and general manager. In his most recent role as general manager, he led a team of over 1,500 employees and managed facilities for some of the country’s largest clients.

In addition to earning a Bachelor of Science in Construction Economics and Management from Wits University and a leadership development qualification from UCT, Batabile completed his MBA in December of last year. He is a firm believer in continuous learning, stating that “education is the springboard to greater things.”

Most importantly, Batabile is passionate about facilities management, people, processes, growth and development.

My management style has always been handson. I don’t believe in sending out email missives while sitting behind a desk. When there’s an issue, I like to get involved in the solutions-finding process.

He believes listening is a non-negotiable skill for himself. “When people feel heard, they go the extra mile. My approach may seem simple, but it takes experience to understand people, uncover their values and find out what motivates, inspires and drives them. As Grifford Thomas once said, ‘Great leaders are not the best at everything. They find people who are the best at different things and get them all on the same team.’ “

As a visionary leader, Batabile – at his core – wants to make a big impact in Africa. “This talks to the heart and soul of who I am. I want to make an impact on this continent, and Broll has the perfect operational, legacy

OCEANS MALL: A NEW JEWEL IN OUR CROWN

We are excited to share that Broll’s asset management portfolio has been boosted by the addition of the new Oceans Mall in Umhlanga, KwaZuluNatal. With the completion of this project, our total space under management has increased to 8.8 million m2, and our assets under management have been boosted to R117 billion.

The Oceans Mall project comprises the Radisson Blu Hotel, Oceans Mall, and Oceans Apartments. Broll Property Group has been involved in the 36,000 m2 retail component. We were appointed as the exclusive leasing agent for the development in 2014, and our retail leasing team played an instrumental role in ensuring the mall was 97% let at its opening, a testament to our hard work and dedication.

The Retail Leasing Team was tasked to create a Platinum Walk, which is a first for KZN, offering customers a range of luxury brands to choose from.

Our Head of Retail Leasing, Sandy van Staden says “We conducted indepth studies to ensure the viability of the tenant mix and found that a very high percentage of international brand shoppers are Durban-based. Now they don’t have to travel to Johannesburg or Cape Town to find the brands they are looking for. They can get them at Oceans Mall.”

CLICK HERE to watch the exciting Oceans Mall launch video!

Our Divisional Director of Retail Leasing and Property Management, Theresa Terblanche, says that Broll Property Group was also appointed as the managing agents of the mall over the next three years. As the property management company for Oceans Mall, we are responsible for making sure that the development complies with Occupational Health and Safety (OHS) requirements and adheres to all building by-laws. “Our team at Broll has the passion, skills and expertise to manage snags, support tenants and deliver exceptional service to the property owners. We had six weeks to prepare for the opening, an operation that would normally take about three months to complete,” she adds.

The expectations of international brands are exceptionally high, and we need to ensure we remain a step ahead of market trends, that our service levels are exceptional, and that we constantly elevate our game. We are proud to be a part of this major milestone in this region and look forward to the success of all its tenants.

COFFEE@ HAS ARRIVED

The dream that many of us shared of having our very own in-house coffee shop has finally become a reality, and we couldn’t be more thrilled to introduce you to COFFEE@ 61 KATHERINE.

Designed, built, and named by Brollies, for Brollies, Coffee@ has quickly become the hub of our head office, offering unique and delicious coffee blends and beverages, as well as a tempting array of confectionaries and snacks. Whether you’re in the mood for a quick caffeine fix or a leisurely cuppa, Coffee@ has got you covered.

Our in-house coffee shop has been in the making for some time, and we’re excited to have finally launched this January. It’s been an incredible co-creation journey, and we’re grateful to everyone who played a role in bringing this vision to life. From the initial brainstorming sessions to the design and construction phase, it’s been an amazing collaborative effort that we’re proud to have achieved.

But we’re not stopping there! We want Coffee@ to be more than just a coffee shop – we want it to be a place where we can all come together, catch up on the latest news, and build connections. So, why not join us at Coffee@ and experience the magic of our in-house coffee shop? Come along, relax, and connect with us – we can’t wait to see you there!

Let’s keep making Coffee@ the best it can be, together!

BROLL BUZZ

Take a look at the exciting happenings in and around Broll offices!

November/

December ‘22 FIFA World Cup Week and Fan Zone –Head Office

6th February ‘23 Introduction of the Broll Buzz Board in our GHC Connect Space - Head Office

24th February ‘23

New Year Kick-Off Office Function - PTA Sundry and RAP Fund

14th

February ‘23

Free Valentine’s cookies at Coffee@ 61 Katherine – Head Office

14th February ‘23

Valentine’s campaign at Lynnridge Mall - PTA Sundry and RAP Fund. Thanks for putting your heart into your work

March ‘23 Launched GHC Connect Space –Group Human Capital

LONG SERVICE AWARDS

Congratulations to all those who celebrated milestone work anniversaries at Broll between Nov ’22 and Mar ’23. Your commitment to the business is highly appreciated!

Group Human Capital handed over certificates to all those who reached 10 years of service or more.

30 YEARS

LAMEEZ ADAMS

AA’ISHAH STARKE

SHARON MAMWELL

“It’s been a great 30 years at Broll. I started as a tea lady, and I’ve gotten this far. I still see myself growing within the company. All I can say is that I’m grateful. I thank God for allowing me to be at Broll this long. I’ve crossed paths with many different people and I’m glad to have met them all. Thank you for treating me so well for the past 30 years!”

– SHARON MAMWELL

25 YEARS

STUART MATHIESON

BASIL KUNDALRAM

ALFRED MNCWABE

NOLEEN FEDDERN

SAM MSIMANGO

20 YEARS

ELIZABETH MORGAN

JANE PARKER

LIANA VEENSTRA

ETTIENE STEMMET

MALCOLM HORNE

15 YEARS

JEANNETTA KLEYNHANS

KHATHUTSHELO TSHIKHUDO

ELSABE VAN DEN BERG

SONYA STARR

10 YEARS

JOSEPH COX

ANTHONY FOUCHE

MERRIAM RANWASHE (MUSETSHO)

COLLENCE NETSHILUNGWI

CHANTEL WILLIAMS

DEBBIE PIETERSE

ASHNEE PADACHI

ANEL VAN DER WALT

YONDI CRESSWELL

JOYCE ZULU

NICOLE ASHMORE

ADEELA HAFFEJEE

ANDREW GRAHAM

SHARYN GEYSER

CRAIG SMITH

WILSON SITHOLE

STEVEN BEETGE

STEPHINA LEBEPE

JACKY GERBER

DOLLY GAOPE

NEW BROLLIES

A huge welcome to the new permanent joiners who have come onboard during March ’23! We look forward to supporting you on your journey with us.

CHANTE SAMPSON

Operations Manager

Rapfund Portfolio

Reporting to Adele Barthorpe

DAVID TSHIKHUDO

Utility Manager

Facilities Management Division

Reporting to Mitesh Bhawan

FLOMINAH NCUBE

Head Barista

Facilities Management Division

Reporting to Reta Coetzee

FLORENCE MOSIANEDI

Lease Administrator

Resilient Portfolio

Reporting to Lee-Anne Mansour

LEE-ANNE MANSOUR

Leasing Manager

Resilient Portfolio

Reporting to Regopotswe Maponya

LERATO DLULA

Junior Payroll Administrator

Human Capital Division

Reporting to Naomi Smuts

LISA SLAFFA

Administrator: Client Solutions & Marketing

Cushman & Wakefield | BROLL

Reporting to Bathobile Chime

LOUW HAUPT

Property & Operations Manager (Polokwane)

Fortress Portfolio

Reporting to Justin Marshall

MAZWAMAHLE KHUMALO

Human Capital Administrator

Human Capital Division

Reporting to Noleen Feddern

ORATILE MALEKANE

Operations Assistant

Fortress Portfolio

Reporting to Jan Visser

SHANTEL MWALE

Lease Administrator (Northgate)

Large Retail Portfolio

Reporting to Kerry Holden-Minott

SIMON BALOYI

Key Accounts Manager (DTIC)

Facilities Management Division

SIMPHIWE SATHEKGE

Creditors Clerk

Facilities Management Division

Reporting to Zanele Twala

SINDILE THOBELA

Procurement Manager (DTIC)

Facilities Management Division

Reporting to Yusayn Yanez

SUZETTE BOCK

Operations Manager

SA Corporate Portfolio

Reporting to Bumnandi Mosohli

JANA VAN RHYN

Credit Controller

Sundry Pretoria

Reporting to Gene Uys

PROGRESSIVE TRANSFORMATION

In the past quarter, the following observations have been made for newly appointed permanent positions:

65%

of permanent employees who joined the company identify as African, Coloured or Indian. This represents progress towards prioritising talent acquisition aligned with the Employment Equity Act.

29%

of permanent new joiners are female and have been placed mostly in managerial positions.

LEARNERSHIP PROGRAMME

Our 2023 learnership program is in full swing! Through the disability learnership, 20 eager students are acquiring new skills and experience in the Property Industry through hands-on mentoring in Administration within GIDZ, as well as Broll IFM and PM clusters.

Over the past 3 years, Broll has been offering learnerships and internships that create employment opportunities for unemployed students, including those with disabilities. This, in turn, is helping build a pool of potential staff for our business and contributing towards community upliftment.

Our learnership program also helps us to share intellectual property and knowledge, as these learners bring fresh perspectives and ideas to the table while learning from experienced employees.

We are proud to say that our learnership programme is a step towards building a future-fit workforce through the development of our employees, allowing us to create a culture that values diversity and inclusion - both of which are focus areas of our Group Human Capital strategy.

We cannot wait to see the positive impact that these learners will have on our business and community in the future. Stay tuned for updates on their progress!

TRAIN THE TRAINER

As part of the Group Human Capital strategy to retain engaged talent, a comprehensive Reward & Recognition framework was developed for the business which resulted in an amended Performance Management policy and approach.

It is for this reason that Group Human Capital facilitated Train The Trainer sessions for our leaders across the business, with the aim to:

• Equip leaders in the business to have purposeful and constructive conversations and be aware of personal biases during performance reviews with employees.

• Serve as a refresher of the overall Performance Management process.

The sessions were highly interactive and practical, with breakout room exercises that allowed participants to engage in meaningful conversations about real-life experiences, challenges, and successes relating to performance management within the industry. The sessions provided an opportunity for colleagues to learn from one another and to share their insights and perspectives on how to become better managers and leaders.

A total of 4 sessions were held over the past quarter, with over 190 leaders from across the business.

These sessions reinforced the critical role performance management plays in building a culture that reinforces and redirects our behaviour and focus to align with the overall business strategy and plan, as well as cluster, divisional, and/ or team objectives.

TIME CAPSULE

Over the years, our Broll internal newsletter has gone by many names and forms.

STILL LEADERS IN THE REAL ESTATE INDUSTRY!

Take a look at our very first company newsletter “Broll NEWS”, released in March 1997!

SHARK TERRITORY

26 years later, we’re still progressing in “Shark Territory” with an impressive KZN portfolio that now includes Oceans Mall!

Jonathan Broll & (late) wife, Ida Broll celebrating their 25th Wedding Anniversary in 1997!

LOOKING AHEAD

As we look ahead, here are a few of our upcoming Group Human Capital initiatives you can expect to see rolling out…

REGIONAL

Is

by Group Human Capital

To have a finger on the pulse of our business is to have a pulse on our people.